2025-02-28-accounts

Trócaire

Northern Ireland Annual Report and Financial Statements 2025

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CLIMATE, CONFLICT & CUTS

Cover photo

02/03

Our Vision and Values

We are Trócaire. We work with local partners in the world’s most at-risk communities and with people in Ireland to tackle the underlying causes of poverty and injustice and respond to the crises they create.

TOGETHER WE BRING ABOUT POSITIVE AND LASTING CHANGE FOR A JUST WORLD

Our Vision

Together we are working for a just world where:

• The dignity and rights of all people are respected.

• The planet’s natural resources are used sustainably and equitably.

• People have control over their own lives.

• Those in power act for the common good.

Our Values

Solidarity We stand with everyone facing poverty and injustice.

Accountability We respect the trust placed in us by always being open, honest, ethical and professional.

Perseverance We will not give up until we’ve achieved positive, lasting change.

Participation We believe that everyone has the right to participate in decisions that affect them and to have their voices heard.

Courage Along with our partners, we always have the courage to speak out and act to achieve justice for all.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Climate injustice turns struggle into survival

Climate change isn’t just a scientific issue, it’s a deeply human one. It’s not just about rising temperatures or melting ice caps, it’s about lives disrupted, futures threatened and injustices deepened. The communities Trócaire works with are living on the frontlines of this crisis, facing increased risks to their livelihoods, health, safety and dignity. They endure devastating floods, droughts, storms and conflicts – events that uproot lives and destroy communities.

Two women meet on small sand dunes, roaring winds battering them with sand. Yet the sand should not be here. Desertification is consuming parts of Ethiopia.

Photo: Barnaby Jaco Skinner/ Trócaire.

When disasters strike, it’s those with the fewest resources who suffer the most. The irony is that these communities who contribute the least to climate change are hit the hardest. The poorest half of the world’s population – nearly 4 billion people – are responsible for just 12% of global greenhouse gas emissions. Yet, they are the ones bearing the brunt of its impacts. We call this ‘climate injustice’.

Women and girls often face the worst of these impacts. They are more likely to lose their livelihoods, miss out on education and suffer violence in the chaos of climate disasters. Their voices are often excluded from the decisionmaking processes that could protect them.

Climate change doesn’t only expose inequalities, it makes them worse.

It’s estimated that by 2030, up to 132 million more people could be pushed into extreme poverty because of climate breakdown. With every fraction of a degree of warming, the threat of displacement, hunger and loss of life grows. Communities lose more than just crops or livestock – they lose stability, safety and hope.

Trócaire believes that tackling climate change is not just about reducing emissions, it’s about justice. It’s about standing in solidarity with those who are most affected yet least responsible. It’s about amplifying the voices of those too often silenced and ensuring that no one is left behind.

Together, we strive for a world where justice, dignity and equality are not just aspirations but realities.

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Trócaire
Northern Ireland
Annual Report and
Financial Statements
2025
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“WE DIDN’T MANAGE TO SALVAGE ANYTHING FROM THIS HOUSE” Salome Jyambere from Kirambo village in Western Rwanda had his home destroyed by extreme flooding. Only one wall now remains of what used to be his family home. Photo: Muiru Mbuthia/Trócaire.

06/07

Contents

Section 1

Who we are

08 How we bring about change 10 Where we work 14 Message from the Chair of the Board 16 Message from the CEO

Section 2

What we do

Goal 1: Defending human rights and promoting access to justice Goal 2: Achieve climate and environmental justice

Goal 3: Supporting womens’ and girls’ protection, voice and influence Goal 4: Saving lives and protecting human dignity Goal 5: Mobilising and educating in Ireland to achieve global justice 52 Building stronger, locally-led change 58 Funding from institutions 60 Public support and fundraising

Section 3

How we’re run

63 Report of the Directors 71 Financial Review

Trócaire Northern Ireland Annual Report and Financial Statements 2025

How we bring about change

Trócaire is an International Non-Governmental Organisation (INGO). We work with local partners in the world’s most vulnerable communities and with people across Ireland to tackle the deep roots of poverty and injustice. We believe everyone has the right to a life of dignity, free from violence, inequality and hardship.

Poverty isn’t just a lack of basics – it’s a lack of opportunity, a voice and control over your future. That’s why we support people to use their own power to create lasting change.

Our focus is on those hit hardest by poverty and inequality, especially women and girls who face unfair barriers and discrimination. We also inspire people in Ireland to stand up for global justice and make a difference.

We bring about change at four different levels:

Individual: We support people to stand up for their rights and live with dignity.

Community: We work with communities to build safer, more resilient and sustainable futures.

Civil society: We support local partners and civil society to challenge unfair policies, norms and structures and to amplify their voices.

Institutional: We push those in power to tackle inequality and to work effectively for the people they serve.

This approach shapes everything we do, from our humanitarian work to our long-term development projects and public outreach in Ireland. We hold ourselves accountable through careful monitoring, ongoing evaluations and reviews, always aiming to shift power and voice to local communities.

Our work is made possible by the generosity of the Irish public and support from institutional donors, including the Irish Government.

Together, we’re not just responding to crises—we’re tackling the root causes, including the worsening impacts of climate change, which hit vulnerable communities the hardest.

08/09

WE ARE MAKING A DIFFERENCE NOT JUST IN IRELAND, BUT ALL OVER THE WORLD

Gustavo Adolfo Ayala is town leader and local committee coordinator in Inguaya, Santa Barbara, Honduras. Gustavo is pictured here using a pluviometer to measure rainfall.

Gustavo is part of a European Union Humanitarian Aid supported, Trócaire project working with communities to strengthen their preparedness for disasters along the river basins of Guatemala.

Photo: Santiago Billy/Trócaire.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

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Where we work

In 2024, Trócaire supported over 2.13 million people across countries in Africa, Latin America, Asia and the Middle East.*

• People Supported are those who participate in our programming in some way and who we are confident will experience some change in situation as a result of our programming.

People directly supported 715,000 400,000 316,000 120,000 94,000 87,000 78,000 53,000 49,000 44,000 43,000 35,000 24,000 22,000 16,000 10,000 9,000 7,000 5,000 7,475	1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19		Countries where Trócaire operates Sudan Somalia Ethiopia Myanmar Malawi South Sudan Zimbabwe Democratic Republic of the Congo Occupied Palestinian Territories & Israel Lebanon Rwanda Honduras Kenya Sierra Leone Guatemala Syria Costa Rica Yemen
			Ukraine Other countries where small solidarity grants were provided including Afghanistan, Brazil, Morocco, Namibia, Nigeria & Tanzania.

Madina feeds her son Muriabi on plumpy nut therapeutic food that she receives from a supplementary feeding program provided by Trócaire at Thobo health center. Thobo IDP camp hosts over 50,000 people who escaped the ongoing war in Sudan.

Photo: Achuoth Deng/Trócaire.

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The approximate number of people directly supported in each country (rounded to the nearest thousand) beside the country name.

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Abeer Abed Al Ghani, a member of the of the Women Now for Development team in Lebanon. Women Now for Development are distributing dignity kits with the support of Trócaire and Irish Aid.

Photo: Jacob Russell/Trócaire.

In DRC Trócaire and its partner Heritiers du Development au Congo celebrated World Tree Planting Day in Walendu Bindi chiefdom of Ituri province through reforestation activities, with the aim of maintaining a green environment.

Photo: Trócaire.

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Luis Hernandez , of Trócaire partner Pastoral Social de Alta Verapaz, on the way to the village of Lagartos on the Polochic river, Guatemala.

Photo: Santiago Billy/Trócaire.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

STRONGER COMMUNITIES, RESILIENT FARMS – CLIMATE JUSTICE STARTS WITH LOCAL ACTION

Members of the Tiyanjane Irrigation Scheme , Chisupe Village, Machinga, Malawi. The scheme was implemented by CADECOM Zomba with support from Trócaire.

Photo: Muiru Mbuthia/Trócaire.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Meeting our challenges A message from the Chair of the Board

Year after year, I continue to be deeply moved by the generosity and solidarity shown by people across Northern Ireland. From parish collections during Lent to support for our Christmas and emergency appeals, your compassion has brought hope and practical support to

communities facing extraordinary challenges around the world. Thank you so much for that.

In 2024, the UK Government’s continued cuts to Official Development Assistance were a profound disappointment. These decisions have a real and lasting impact on the lives of people already living with the daily effects of conflict, climate change and poverty. Yet despite this, the steadfast support from communities across Northern Ireland – particularly through our Lenten Appeal – has allowed Trócaire to keep standing with those in greatest need. That support has never been more vital.

In July, I had the privilege of travelling to Honduras where I met a number of groups that Trocaire supports. One visit was with COPINH, the Civic Council of Popular and Indigenous Organizations of Honduras. They continue the legacy of Berta Cáceres, the renowned indigenous leader murdered for defending her community’s land rights. Trócaire supports their work in challenging environmental exploitation by corporate and state actors. It’s a powerful reminder of both the dangers faced by activists and the importance of standing alongside those defending human rights and the environment.

Honduras is one of the many places across the world where communities who have contributed least to climate change are amongst those being negatively impacted the most by it. Trócaire is working alongside communities affected by the droughts and extreme weather caused by climate change across the globe. The work of Trócaire’s partners with communities to develop early warning systems, grow drought resistant crops and to protect their natural resources are a reminder that even in the most challenging contexts, local leadership and innovation can drive real change.

Conflict continues to cast a long shadow across many parts of the world. Trócaire’s Christmas Appeal focused on Gaza, Sudan and other regions where truly awful violence has devastated lives. We are working with local partners to respond to these urgent humanitarian needs, often in extremely difficult conditions. Informed by this work on the ground we have also continued our advocacy to bring the violence to an end. While the scale of suffering is immense, we also witness extraordinary courage, resilience and acts of kindness. These moments reaffirm our shared belief that a more peaceful and just world can be achieved.

Closer to home, we are also committed to changing the narrative around international aid. Through our Global Citizenship Education (GCE) programme, young people across Northern Ireland are learning about global justice, sustainability and the power of collective action. The Gamechangers programme in particular has been inspiring and is a powerful example of how solidarity can be passed from one generation to the next.

As ever, I want to thank my great board colleagues, our highly committed staff, our inspirational partners on the ground and, most of all, our faithful and generous supporters. Every action – every donation, every word of encouragement – helps build a more just and compassionate world.

Thank you for continuing to walk with us.

Martin O’Brien

Chair of the Board, Trócaire NI

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Northern Ireland's compassion is helping to create change in communities worldwide.

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Visiting Honduras
in July 2024.
Photo: Trócaire.
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Trócaire Northern Ireland Annual Report and Financial Statements 2025

Climate, conflict and cuts. Message from the CEO

16/17

Climate, conflict and cuts. These three words defined the landscape in 2024 – a year that tested our resilience and demanded the very best of our global solidarity. And yet, through it all, Trócaire remained steadfast: rooted in justice, driven by compassion and committed to communities bearing the brunt of global inequality and injustice.

Let us start with the cuts. This year witnessed a sharp downturn in aid budgets across Europe, America and of course the UK Government’s continued reductions to Official Development Assistance. On the continent, political shifts following national and European elections saw governments across Europe swing to the right. Even in formerly progressive countries such as the Netherlands and Sweden, we’ve witnessed a rise in anti-immigration and anti-refugee sentiment that has not only reshaped policy but shaken the humanitarian sector. For organisations like Trócaire, which rely on the generosity of individuals, institutions and states, this shift poses a serious threat to our ability to respond where we are needed most and to our work to promote and protect human rights.

In the face of this shrinking global support, we are deeply grateful that Ireland has remained resolute. The Irish public’s support from across the whole island and the Irish government’s continued commitment to overseas development aid stands in stark contrast to a broader international trend of withdrawal. That steadfastness is not only a reflection of leadership, it is a statement of values and we are proud to stand alongside the Irish people in solidarity with communities around the world who are facing injustice.

The second c is the ever-present reality of conflict. In 2024, the crisis in Gaza deepened into unimaginable atrocities. Following the horrific attacks by Hamas on October 7, 2023 – war crimes in themselves – the Israeli military’s response brought about a humanitarian catastrophe in complete contravention of international law. We have borne witness to a campaign of collective punishment against 2.2 million people – a population already under siege and occupation. The destruction has been widespread, the suffering beyond comprehension. Trócaire and our partners have faced unimaginable obstacles in trying to reach those in need, yet we and they persist with courage and dignity.

This brutal war and the illegal occupation at its root, has been condemned not only by international institutions, such as the International Criminal Court and International Court of Justice, but by every person of conscience. The daily violations of international law cannot go unchecked. Justice demands accountability. We continue to call on our leaders to stand for peace, for rights and for the dignity of every human being. Our Palestinian colleagues – Reema, Hala and others – continue to send us messages when they can, reminding us that their lives hang in the balance. Their plea to "please keep advocating" is not just a call to action; it is a moral obligation.

While Gaza has rightly dominated the headlines, other conflicts have been all but ignored. Sudan is one such crisis. Amid conflict, displacement and famine, a total of 24.6 million people (around half the population) are acutely food insecure, while famine has been declared in multiple parts of the country. In the Nuba Mountains, we saw almost one million people displaced in 2024. Trócaire’s response, delivered through trusted local partners, has been bold,

fast and life-saving. We provided emergency nutrition, health, sanitation and food assistance to hundreds of thousands of Sudanese households, including those who fled into neighbouring South Sudan. Our team in Sudan, composed mainly of people from the very communities they serve, have worked under harrowing conditions often travelling days to reach remote and devastated areas. Their perseverance inspires us all.

In volatile regions like Ethiopia, Somalia and the Democratic Republic of Congo, access and security remain critical challenges. Today, being an aid worker (especially a local aid worker) comes with escalating risks. Humanitarianism no longer guarantees protection and this is unacceptable. Trócaire will continue to speak out and stand up for the safety and rights of those who work on the frontlines of justice and humanitarian response.

And then there is climate – the third and growing crisis. 2024 was the hottest year on record. Across the globe, we witnessed devastating droughts, wildfires and flooding, exacerbated by El Niño and a lack of meaningful global action. This is not just an environmental and biodiversity emergency. It is a matter of survival especially for the world’s poorest and most vulnerable communities, who have contributed least to the crisis and are suffering most from its effects.

At Trócaire, we responded with urgency, agility and vision. We expanded our clean energy and sustainable agriculture initiatives, supported communities in climate-resilient livelihoods, and elevated the voices of women leaders and of young people from across the Global South. From Rwanda to Zimbabwe to South Sudan, women-led and youth-led organisations spoke powerfully at international forums like COP29 and the UN Commission on the Status of Women, calling for fairer climate funding and deeper investment in local solutions.

We are proud to stand behind their leadership.

I truly believe that it is through local power that we will achieve global justice. And so, while it has been the privilege of my life to have been the CEO of Trócaire since 2018, I have taken the very difficult decision to move on. I have been a part of Trócaire for 25 years in total and I leave at a time when our commitment, in policy and in practice, to justice and to localisation has never been stronger. I know Trócaire will continue to go from strength to strength under the leadership of a new future CEO.

2024 was a year of extraordinary challenges but also of courage, perseverance and hope.

With your support, Trócaire reached over 2.1 million people this year with vital assistance. We fought for justice. We stood with those whose voices are too often silenced. And we helped communities not just survive but begin to rebuild.

As we look ahead, we do so clear-eyed and determined. The challenges may grow but so too does our resolve. Together, we will keep building a world where climate justice is real, human rights are upheld and no one is left behind.

Thank you for supporting us.

Caoimhe de Barra

Chief Executive Officer, Trócaire

Trócaire Northern Ireland Annual Report and Financial Statements 2025

“I FEEL GOOD BECAUSE IF I HAVE SOMETHING, I BELIEVE IN SHARING IT WITH OTHERS...”

“I feel good because if I have something, I believe in sharing it with others, and I find joy in seeing my friends also working”.

Donatire Uwiringiyimana is from the South of Rwanda, working with her community to combat deforestation and protect biodiversity.

Donatire lives beside Nyungwe rainforest, an important ecosystem which is under threat as people chop down trees for firewood. She is volunteering at a local level as a community biodiversity facilitator, educating people about the importance of protecting the rainforest.

She is also training women to learn how to sew, so they can earn a new income from tailoring and move away from selling firewood gathered from the rainforest.

Photo: Muiru Mbuthia/Trócaire.

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Trócaire Northern Ireland Annual Report and Financial Statements 2025

GOAL 1

Defending human rights and promoting access to justice

Standing up for justice in a world in conflict

against Israel under the Genocide Convention. Their research and advocacy also contributed to global divestment from companies profiting from Israel’s illegal settlements.

In 2024, people living with poverty and injustice around the world faced even greater risks as democracy, human rights and the rule of law came under pressure. Armed conflicts escalated while climate change drove hunger, displacement and deepened existing inequalities. Across Latin America, Africa and the Middle East, local communities sought to defend their land, their rights and their futures.

In Honduras, coastal communities in Zacate Grande were being pushed off their land by wealthy landowners. Our partner ADEPZA stood with them. After years of pressure, authorities finally recognised over 1,000 hectares as public land which meant fewer evictions and a chance for stolen land to be returned.

We stood beside them.

One local leader said: “ADEPZA wouldn’t have made so much progress without Trócaire’s support. They’ve stood with us every step.”

From indigenous groups in Guatemala and small-scale farmers in Honduras, to people living under occupation in Palestine, our local partners led efforts to hold governments and corporations to account. In every region, the same struggle played out: people pushed off their land, polluted by mining, displaced by violence or forced into poverty by drought and rising temperatures. Together, we challenged injustice through national and international courts, campaigns, protests and persistence.

Together with national movements like the Alliance Against Mining, we also backed efforts to halt mining operations and protect land from illegal exploitation.

In Guatemala, indigenous communities led a movement to protect democracy after the 2023 elections. With backing from local partners, they demanded fair treatment, more space for civil society and a seat at the decisionmaking table. Partners strengthened land rights for 20 communities and prevented forced evictions. In the Izabal region, 263 women activists defended rivers and forests from destructive industries. Over 1,100 women were trained in human rights, creating a growing network of local leaders protecting their communities.

Defending land, lives and livelihoods

In the occupied Palestinian territory, communities in the West Bank faced devastating loss. By the end of 2024, the highest numbers of Palestinian forced displacement in nearly two decades were recorded since the UN began documenting such incidents, with homes and farmland lost. Israeli settlers and soldiers continued to violently attack and block Palestinian farmers from their olive groves and to force them off their land. One of our partners, the human rights organisation Haqel, pushed back. With legal action and community support, they worked to increase access to farmland by 15% which was a vital win for families trying to survive.

Protecting rights, amplifying voices

In Zimbabwe, the space for activism continued to shrink as human rights defenders faced threats, harassment and violence. But they refused to stay silent.

With our partners, we provided legal help, trauma support and medical care to those targeted for speaking out. We also ran training sessions, equipping communities to defend their rights and advocate for change.

Significant progress has been made in pursuing accountability for crimes committed in the Occupied Palestinian Territory where partner submissions and input fed into two major international rulings: the ICJ’s decision in July 2024 that Israel’s occupation of Palestinian land is illegal, and the provisional measures ordered by the ICJ in the case taken by South Africa

In one example, the Evangelical Fellowship of Zimbabwe successfully lobbied the government to publish the People with Disabilities Bill in Braille, giving more people a say in the laws that affect their lives.

Contributing to Sustainable Development Goals: Goal 1, Goal 10 and Goal 16

20/21

A WORLD IN CONFLICT

A group of people make their way through the wreckage of Deir Al Balah, Gaza. Photo: Palm media/MAP.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

CASE STUDY

Partners also influenced new policies that gave communities more control over local decisions – important wins in a country where voices are often ignored.

Throughout 2024, our partners found creative ways to raise awareness. In Honduras, community radio became a powerful tool. In Playa Grande, broadcasts shared land rights updates and inspired others to take action. One activist told us: “People who didn’t know about our struggles are now talking on the radio, encouraging others to stand up.”

And in the humanitarian world, we tackled a difficult question: how do we stay neutral during crises while still defending human rights? A new study we commissioned – A Humanitarian Trap? – explores this challenge and offers guidance for aid groups everywhere. We launched the report with ODI Global to start a wider conversation.

Climate justice is human justice

Climate change is making hard lives even harder: Droughts destroy crops, floods wipe out homes, rising temperatures spark conflict over water and land. And in every case, it’s the most marginalised – indigenous people, women, smallholder farmers – who pay the highest price.

In 2023 alone, 196 environmental defenders were killed. Most of them were in Latin America. These were people trying to protect rivers, forests and biodiversity from powerful interests. We’ve seen this pattern again and again across the countries where we work, when communities try to stop mining or deforestation, they face threats and violence.

That’s why we support environmental defenders. That’s why we work alongside them on research, campaigns and legal action that hold polluters to account. And that’s why we push for global policies that treat climate justice as a human right.

We don’t do this work alone, we do it alongside farmers, local leaders, women’s groups and activists – people who are rooted in their communities and know what needs to change. The solutions to poverty and injustice come from those most affected and our job is to listen, support and act in solidarity with them.

Trócaire (Northern Ireland) contributed £0.5m to this Goal which was 7% of total group expenditure on Goal 1.

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Country People Supported
Guatemala 10,035
Honduras 22,114
OPTi 11,041
Zimbabwe 28,353
Other 6,305
Total 77,848
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Norma Sancir’s fight for justice

Defending the right to report

Free speech and access to information are the backbone of any fair society. But around the world, journalists risk their lives to expose the truth. One of them is Norma Sancir, a Mayan Kaqchikel journalist who has spent years defending her community’s land and speaking out against injustice in Guatemala.

In 2014, while covering a peaceful protest in Ch’orti’ Mayan territory, police arrested Norma and accused her of disturbing public order. She was thrown into jail without evidence in what was clearly an attempt to silence her. A few days later, she was released but her fight was far from over.

With the support of Trócaire partner CALDH (Centro para la Acción Legal en Derechos Humanos), Norma spent nine long years battling for justice. Her case became a rallying point for human rights groups, who worked together to hold authorities accountable. After years of legal delays, the court ruled that the police had violated Norma’s fundamental rights.

But the impact went beyond her personal case. The judge introduced new police training programs on protecting journalists and Guatemala’s Ministry of Public Health was ordered to provide physical and mental health care for journalists in vulnerable situations. This victory set a powerful legal precedent for community journalism and Indigenous rights.

Throughout the trial, the police tried to paint Norma as someone looking for a payout. But she never sought money, only justice.

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“I did it because the important thing was that justice was done, and to leave precedents, because as I have walked in the communities, I know how valuable the work of the colleagues on the front line is, exposing their lives.”

Norma Sancir

Nearly a decade later, Norma has no regrets. But life has changed.

“Before this event I was a very, very happy and free woman. After this… I can no longer walk as freely as I did before.”

In Guatemala, threats against journalists and activists continue to rise, especially for those defending land rights in the face of climate change and corporate exploitation. Side by side with local partners, Trócaire is committed to protecting human rights defenders like Norma, ensuring they have the support, accompaniment, and backing they need to keep speaking the truth, no matter the risks.

Juan López, a well-known environmental defender, Councillor of Tocoa and pastoral coordinator of the local Catholic Church was murdered on the night of September 14, 2024. Juan López was a recognised environmental defender, tirelessly raising his voice against mining projects that threaten to destroy Tocoa’s water sources in northern Honduras.

Photo: Trócaire.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

LOCAL LEADERSHIP SAVES LIVES IN TIMES OF CRISIS

Saida (28), and her son Tiranus (2), attending the malnutrition clinic in Thobo county, Sudan which is supported by Trócaire. Saida depends on farming but due to lack of rains last year, the family ran out of food and have nothing to eat. They had been surviving on nutritionally inadequate leaves and roots that have led to malnourishment of her child. She has received plumpy nut therapeutic food to feed Tiranus.

Photo: Achuoth Deng/Trócaire.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

GOAL 2

Achieve climate and environmental justice

Food, climate and justice: building resilience together

In 2024, climate change continued to hit the world’s most vulnerable communities hardest. Drought, floods and erratic weather made it harder to grow food, earn a living and plan for the future. But in the face of these challenges, communities across Africa, Central America and the Middle East stood strong, and we stood with them.

Trócaire worked alongside local partners in ten countries to support over 268,000 people in growing food, protecting natural resources and adapting to the changing climate. Together, we focused on long-term solutions, rooted in justice and sustainability. It was not about handing out aid – it was about shifting power, strengthening food systems and giving people the tools to lead their own response to the climate crisis.

Farming for the future

In places like Somalia, Sudan, Zimbabwe and Sierra Leone, families depend on the land to survive, but climate change is making farming harder than ever. That is why we backed communities to switch to sustainable, low-cost farming practices that protect the soil and boost harvests.

In Somalia, 200 farmers learned how to conserve water and build up soil health. Almost all reported stronger skills by the end of the training – an essential step in areas hit by repeated drought. In Sudan, 450 farmers grew vegetables using eco-friendly methods, then dried tomatoes and mangoes to eat during leaner months.

Sierra Leone saw nearly 1,000 farmers (most of them women) shift away from expensive fertilisers and pesticides and take up agroecology. In Zimbabwe, farmers set up seed banks to store hardy crops like cowpeas and sorghum. These climate-resilient varieties assisted families to get through extreme weather and grow their independence along the way.

From seeds to markets

Farming is just one piece of the puzzle. At Trócaire, we take an agroecological approach that looks at the bigger picture, focusing not only on farming but on strengthening whole livelihoods. Working closely with local partners, communities improve how they grow food, reach markets, build savings and grow small businesses. This lays the groundwork for steady incomes and a more secure future.

In Sierra Leone, nearly 300 people took part in financial literacy training so they could launch farm businesses and cope better with economic shocks. In Rwanda, community savings groups enabled 351 members to invest in tools, animals or small shops.

These efforts were not just about money, they were about dignity and choice. With more control over their livelihoods, families can stay on the land, send their children to school and decide for themselves how to adapt to a changing world.

Protecting land, water and community

Healthy land and ecosystems are key to surviving climate change. In Rwanda, our Climate Just Communities project restored over 600 hectares of degraded land. Farmers used terracing to stop soil erosion, which boosted harvests and protected the hillsides. We also distributed nearly 20,000 fuel-efficient stoves, cutting firewood use, improving air quality and saving time for women and people with disabilities.

In Ethiopia, communities brought 313 hectares of overused land back to life, improving grazing areas and reducing erosion. In Malawi, local committees raised money through honey sales to support environmental work and build financial independence. And in Zimbabwe, local advocacy led to new laws on forest protection and better management of shared natural resources.

These changes didn’t come from outside. They came from local leadership – supported, not directed, by Trócaire and our partners.

Contributing to Sustainable Development Goals: Goal 1, Goal 2 and Goal 13

26/27

STRONGER COMMUNITIES, RESILIENT FARMS – CLIMATE JUSTICE STARTS WITH LOCAL ACTION

Akimo Gevulo, secretary of the village protection committee, with newly planted trees in the village of Manduwasa in the Machinga region of Malawi. Trócaire partner CADECOM Zomba supplies communities with tree seedlings to reforest and help combat deforestation. Photo: Brian Lawless/Trócaire.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Pushing for change, together

Real solutions to the climate crisis go beyond any one farm or village. In 2024, we worked with partners to push for big-picture policy changes at national and global levels.

In Malawi, we promoted seed sovereignty, protecting farmers’ right to grow, save and share their own seeds. In Sierra Leone, we contributed to the launch of CliCNet, a new civil society coalition demanding stronger climate action. And at the global climate talks, with our partners, we advocated for climate justice that puts food, equity and frontline communities at the heart of every decision.

One of our most exciting steps was a solar energy pilot in Sierra Leone. This project came about thanks to a shared vision between Trócaire, our partners, Irish Aid and the local government. Rural communities tested a low-cost, community-led model for powering homes, schools and small businesses. It’s already changing lives – students can study after dark, families have light and power and local businesses are growing. It is proof that clean energy can open the door to opportunity and reduce reliance on outside aid.

Looking ahead

In 2024, we saw real progress. Together with our partners, we worked to build fairer food systems, restore damaged land, support climate-smart livelihoods and push for the rights of the communities most affected by climate change.

There is still a long road ahead. But the future looks stronger when the people most impacted by the climate crisis are the ones leading the response.

Trócaire (Northern Ireland) contributed £1.0m to this Goal which was 7% of total group expenditure on Goal 2.

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Country People Supported
DRC 17,583
Ethiopia 48,465
Malawi 72,221
Rwanda 37,218
Sierra Leone 13,466
Somalia 2,796
South Sudan 33,550
Sudan 25,913
Syria 1,225
Zimbabwe 15,582
Total 268,019
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CASE STUDY

Reclaiming livelihoods

In Nyaruguru distrct, Rwanda, Angelique took out a small loan through her local savings and credit cooperative (SACCO) to purchase 30 chickens.

Within weeks her chickens were laying 60 eggs every week – more than enough to feed her children and still have extra to sell.

Photo: Fred Hirwa/Trócaire.

How small loans and livestock are changing lives in Rwanda

In Nyaruguru district, Rwanda, farming is everything. But for Angelique Uwamahoro, like many small-scale farmers, the land was failing her. Soil fertility was declining, harvests were shrinking and putting food on the table for her children was getting harder. Climate change made things worse: unpredictable rainfall either washed away topsoil or left fields dry. Without manure or extra income, her family’s future looked uncertain.

For years, organisations gave livestock to farmers but many sold the animals to meet urgent needs or lacked the knowledge to care for them. The cycle of poverty and food insecurity continued.

A new approach: loans, not handouts

That changed when Trócaire, Caritas Gikongoro, and Irish Aid introduced a new, sustainable model. Instead of giving away animals, they worked with local savings and credit cooperatives (SACCOs) to provide affordable loans for families to buy pigs, goats and chickens.

By taking out loans, families became true owners who were invested in their animals’ success. As loans were repaid, new families could access funding, creating a cycle of support.

A pig, a plan and a fresh start

At first, Angelique was unsure. But after attending Trócaire’s training on agroecology, composting manure, and livestock breeding, she took a chance. She borrowed money to buy 30 chickens. Within weeks, they were laying 60 eggs a week which was enough to feed her family and sell the rest. The income meant she could repay the loan, buy school materials and cover expenses.

Encouraged, she bought a pig. It provided manure for her fields and soon had piglets which she sold for extra income. For the first time in years, Angelique felt financially secure.

A community transformed

Angelique’s story isn’t unique. Across Busanze and Nyabimata sectors, 101 households accessed livestock loans:

– 93 families bought pigs – 6 families bought goats – 2 families purchased 73 chickens

With more families using manure, soil fertility improved, and reliance on chemical fertilisers decreased. Families also became more resilient to climate shocks with extra income when droughts or pests hit.

For Angelique, this was about more than livestock, it was about control over her future. With a stable income, she plans to expand her farm and assist other women as they do the same.

This project proves that small-scale farmers can thrive, even in a changing climate: one family, one farm, one community at a time.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

INDIGENOUS SEEDS, SUSTAINABLE FARMING AND SMART SOLUTIONS FOR A CHANGING CLIMATE

Charles Dailo (55), Chair of the Committee for the Tiyanjane Irrigation Scheme, Chisupe Village, Machinga, Malawi. Photo: Muiru Mbuthia/Trócaire.

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Trócaire
Northern Ireland
Annual Report and
Financial Statements
2025
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SAFE SPACES ENSURE WOMEN HEAL, GROW AND LEAD Odette Muhimpundu , is a facilitator on the MASIDAMA programme in Rwanda where Trócaire works with partners to advance women and girls’ decision making and equip them with leadership skills, by using the MASIDAMA methodology. Photo: Fred Hirwa/Trócaire.

Trócaire Annual Report and Financial Statements 2025

3 20

GOAL 3

Supporting womens’ and girls’ protection, voice and influence

Changing attitudes, changing lives

Women and girls take the lead in the search for climate justice

Real change takes root when entire communities come together to rethink harmful norms and protect women’s rights.

In 2024, women and girls faced rising violence, conflict, and the ever-growing threat of climate change. Yet from Malawi to Gaza, from Sierra Leone to Lebanon, they also stood up – leading the way in building safer, stronger, more resilient communities.

In Malawi, we trained 127 Christian and Muslim community activists to speak out against gender-based violence. Just one year later, 60% of religious and traditional leaders openly condemned harmful practices, up from 45% the year before.

Trócaire and our local partners worked side-by-side with them. Together, we ensured survivors of violence found safety and support. We assisted women pushing for change in their homes, communities and countries and we backed their search for climate justice, making sure their voices shaped the policies that affect their lives.

Through programmes like SASA! Faith, we saw more women coming forward to seek assistance and more communities ready to listen and act.

In Rwanda, sessions on agency and leadership brought together 300 women and 120 men. The goal was more than sharing knowledge, it was to build confidence and spark action.

Safe, supported, and ready to lead

Our focus in 2024 was clear: support women and girls not just to survive crises, but to shape what comes next. That started with meeting urgent needs.

Joselyne, a mother from Rulindo district, said: “Before, I felt alone. The training helped me rebuild myself. I joined a savings group and paid for my child’s health insurance. Now, I can even afford better food for my family.”

In the Democratic Republic of Congo, Ethiopia and Somalia, we supported 75 health facilities to provide care for survivors of gender-based violence. In Ethiopia alone, more than 100,000 women and girls received medical and psychological support.

In Lebanon, we worked with the Lebanese Union for People with Disabilities to make sure women with disabilities could speak for themselves. One participant shared: “I’ve started to love myself and share my experiences without fear.”

Safe spaces played a vital role. In eight crisis-affected countries our partners ran 161 Women’s and Girls’ Safe Spaces – places where women could talk, heal and rebuild. In Gaza, one centre became a haven for women coping with trauma from the ongoing war. As one participant told us: “I used to feel invisible. Now, I feel like I matter.”

These are the voices of women claiming space – at home, in the community and beyond.

Women on the frontlines of the climate crisis

Climate change affects everyone, but not equally. In rural communities, it is often women who fetch water, grow food and care for children. When crops fail or drought hits, they carry the biggest burden and yet, they are too often left out of the decisions that could protect them.

These spaces are more than buildings. They are places of recovery, of connection, of hope. Many women leave them with new skills, new friendships and a renewed sense of purpose.

And we saw the difference. Globally, 94% of women and 95% of girls told us they were satisfied (or very satisfied) with the care they received.

In 2024, we focused on changing that.

But healing was only the first step.

Contributing to Sustainable Development Goals: Goal 3, Goal 5 and Goal 16

Trócaire Northern Ireland Annual Report and Financial Statements 2025

In Sierra Leone, women we worked with are now part of the national climate platform and their input is shaping the country’s climate policies. In Zimbabwe, 377 women shifted from rain-fed farming to diverse livelihood activities, such as preparing and selling food to local workers or processing and selling Marula nuts and honey, improving their resilience to climate shocks. In Malawi, over 800 women took on leadership roles in local government and so steer climate adaptation in their communities.

Globally, working with our partners, we supported 55 women’s organisations to provide lifesaving services to women and girls and to advocate for their rights. Because we have found that when women lead, everyone benefits.

A more just, equal future

Our work with women and girls will not stop until violence ends, equality is real and their voices are no longer an afterthought but a driving force.

In 2024, women and girls across our programmes:

• Found safety, care and dignity after violence.

• Built leadership skills and gained financial independence.

• Changed minds in their communities, one conversation at a time.

• Took bold steps into climate action and advocacy.

And we were there, not to lead, but to walk beside them. There is more to do. But thanks to the strength of women and girls, and the power of partnership, a fairer future is already taking shape.

Trócaire (Northern Ireland) contributed £0.7m to this Goal which was 7% of total group expenditure on Goal 3.

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Country People Supported
DRC 9,385
Ethiopia 220,244
Guatemala 1,568
Honduras 7,084
Lebanon 6,980
Malawi 14,822
Myanmar 15,939
OPTi 6,227
Rwanda 3,942
Sierra Leone 7,548
Somalia 3,996
South Sudan 3,057
Syria 375
Zimbabwe 8,280
Total 309,447
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CASE STUDY

Halima’s story

Building a future in the face of climate crisis

At just 24, Halima, a single mother of two, was forced to leave her home in Elbon, Bakol, Somalia. The prolonged drought, worsened by climate change, had made survival impossible. With no food or water, she and her children sought refuge in Jaziira Internally Displaced Persons’ camp in the Luuq district. But life in the camp brought its own struggles: overcrowding, scarce resources and limited opportunities to earn a living.

Determined to change her situation, Halima joined a skills-building programme at Trócaire’s Women and Girls Safe Space. This initiative gave her a place to learn, connect with others and build skills to support her family.

From training to thriving

Halima and other women in the programme trained in entrepreneurship, business management and tailoring. With this new knowledge, she saw a way forward. After completing her training, she and seven other women received a $5,600 start-up grant from Trócaire to launch a group business.

With her share of the profits, Halima bought a sewing machine, fabrics and tools to open a small tailoring shop inside the camp. Now, between her shop and the group business, she earns around $150 a month which is enough to feed her children three nutritious meals a day.

Saving for a better tomorrow

Halima didn’t stop there. She saved part of her income and bought a small piece of land. Her dream is to leave the camp and build a permanent home for her family. She also joined a savings group which gives her access to loans to grow her business further.

“The savings group has been a lifeline for me,” she says. “It helps me save consistently and invest in my tailoring business, giving me a steady income.”

Now, Halima makes her own financial decisions with confidence. She no longer depends on aid but stands on her own, securing a better future for her children – one stitch at a time.

Thanks to the strength of women and girls, and the power of partnership, a fairer future is already taking shape.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

WOMEN’S VOICES MATTER: STRONGER DECISIONS LEAD TO LASTING PEACE

Manar Mohamed Al Jamal pictured at a Trócaire funded food distribution carried out by Beit al Barakeh in Baalbek, Lebanon. Credit: Jacob Russell/ Trócaire.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

GOAL 4

Saving lives and protecting human dignity

Responding to crisis in 2024: conflict, climate and community

by war with famine declared in multiple locations, hospitals shut down and basic services collapsing. Local health workers in Trócaire’s partner organisations ran 17 clinics and dozens of outreach sites to provide care for displaced families. Others set up vaccination points and nutrition support centres, making sure people got assistance where they were located.

2024 was another catastrophic year for millions of people around the world. War, drought, floods and rising hunger pushed many communities to breaking point. But through it all, local organisations responded with strength, speed and care, backed by support from Trócaire and people across Ireland.

The fighting also pushed nearly a million Sudanese people into neighbouring South Sudan. There, we worked with our partners to support refugee families with clean water, toilets and food to prevent a second wave of suffering.

In places such as Sudan, Gaza, Zimbabwe and Ethiopia, our partners provided food, shelter and healthcare in response to trauma and violence, often in the toughest of conditions. And they did more than just respond to emergencies. They assisted people as they rebuilt and prepared for the challenges to come. At the same time, violent conflicts also continue to destroy the lives of millions.

Food, water and cash: meeting urgent needs

Elsewhere, Southern Africa was hit hard by drought in 2024. In Zimbabwe, failed harvests left families hungry. Our partner, the Zimbabwe Project Trust, got food rations to over 20,000 people during the lean season. Other partners like Fambidzanai Permaculture Centre and Women and Land in Zimbabwe assisted small-scale farmers get back on their feet with seeds and support to plant again.

Conflict and displacement: coping with catastrophes

Conflict created catastrophic conditions for millions of people throughout 2024, including in Gaza and Sudan.

In Gaza, Israel’s assault led to a dire humanitarian crisis leaving Palestinians displaced, desperate and on the verge of famine. Trócaire and our local partners responded through the provision of primary healthcare and medical assistance, shelter, cash assistance and psychosocial support as well as undertaking the documentation of war crimes. Our partner MAP provided emergency medicines and equipment to clinics and hospitals. Over 16,000 people, including thousands of children, received urgent care, many through paediatric and maternal health services. Despite the destruction, hospital teams managed a 100% success rate in emergency operations.

In Malawi, many communities were still reeling from past storms when the dry season dragged on even longer. Families needed relief fast so Trócaire and our partners provided cash directly to over 6,500 vulnerable people. This let them choose what to prioritise: food, medicine, school or transport. Others received seeds and organic fertiliser to recover their farms and restore their incomes.

In other regions, flooding has caused much harm. In the Democratic Republic of Congo, flash flooding destroyed shelters in a displacement camp. Our partner Caritas Wamba rebuilt homes and gave over 1,400 people emergency cash. In Ethiopia, hundreds were left stranded after the South Omo floods. ECC-SDCO/Soddo stepped in to provide shelter, clean water and essentials.

The crisis also spread to Lebanon, displacing over 1.1 million people by the end of the year. Trócaire’s partners responded within days, reaching over 15,000 people in just three months with food, money and health services. Here early intervention prevented much greater harm being done to people’s ability to cope with a huge humanitarian crisis.

These responses were fast, but they weren’t just quick fixes. In places like Somalia, South Sudan and Ethiopia, our partners assisted communities as they built flood barriers, improved drainage systems and accessed weather forecasts so they can act before the next disaster hits. Preparedness saves lives.

Sudan also saw one of the world’s worst humanitarian crises in 2024. More than 30 million people were affected

Contributing to Sustainable Development Goals: Goal 1, Goal 2, Goal 3, Goal 5 and Goal 6

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Trócaire Northern Ireland Annual Report and Financial Statements 2025

Locally led response: fast, flexible and fair

When disaster strikes, local groups are always first to respond. That’s why we worked in 2024 to make sure they had the funds and flexibility to act fast.

In Ethiopia, early funding prevented a livestock disease from spreading, saving animals that provide food and income to over 7,000 families. In Sierra Leone, when floods displaced hundreds of women and girls, local teams used pre-approved funds to deliver hygiene and dignity kits within hours, not days. We also expanded our Cash and Voucher Assistance (CVA) programmes, reaching over 91,000 people. These cash supports give families control over their own recovery. In Ethiopia, people earned money by restoring farmland and repairing water systems. In Somalia, giving cash directly to women dramatically reduced child malnutrition relapse rates. Wherever we used cash, families told us the same thing: it made a huge difference and it came at the right time.

Caring for those who care for others

The people providing aid often live through the same crisis as those they assist. In Gaza, Trócaire backed the Women’s Affairs Centre with extra resources to protect their staff’s wellbeing. In Ukraine, where Caritas Spes Ukraine has worked non-stop since the war began, we offered a retreat to give their team space to rest and recover.

This kind of care matters. It means frontline workers can keep showing up and communities continue getting the assistance they need.

Despite the scale of the challenges in 2024, our partners ensured hundreds of thousands of people survived, adapted and began to rebuild. In every crisis, they showed what’s possible when local leadership meets global solidarity. As we look to 2025, we’ll keep focusing on what works: timely cash aid, locally led action and preparation for climatedriven emergencies. Because every person deserves the chance not just to survive, but to thrive.

Trócaire (Northern Ireland) contributed £4.1m to this Goal which was 12% of total group expenditure on Goal 4.

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Country People Supported
DRC 31,882
Ethiopia 63,544
Guatemala 4,757
Honduras 13,215
Lebanon 41,507
Malawi 13,017
Myanmar 104,829
OPTi 32,023
Sierra Leone 419
Somalia 389,632
South Sudan 87,290
Sudan 688,992
Syria 8,481
Ukraine 4,980
Other Countries 8,085
Total 1,492,653
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CASE STUDY

Overcoming hunger after El Niño’s devastation

In Chikwawa District, Southern Malawi, extreme weather has made life harder year after year. Cyclones Ana (2022), Gombe (2022) and Freddy (2023) hit hard, but 2024’s El Niño made things even worse. The rains came late, and when they did, they were weak. Crops withered in dry fields, and by March, Malawi’s government had declared a State of Disaster in 23 out of 28 districts.

By October, the lean season had begun, and nearly 60% of Chikwawa’s people didn’t have enough food. Among them was Alefa Juliasi, a 52-year-old widow from Mailosi village. She and her two young children relied on a small plot of land to grow maize, millet and sorghum – staple crops that depend on steady rains. But with El Niño disrupting the weather, their harvest failed. To survive, Alefa took on whatever work she could find on other people’s farms, often pulling her children from school to assist her.

As the crisis deepened, Trócaire’s partner, CICOD, launched an emergency cash assistance program to support families like Alefa’s. When she heard she had been selected, she felt an overwhelming sense of relief. “I could see the light at the end of the tunnel” she said.

Alefa received two rounds of cash transfers to enable her to buy food and keep her family going through the long months ahead. When she got the first payment, she spent half of it on food – buying maize, pigeon peas, tomatoes and even a little sugar so her children could have a proper breakfast. That night, for the first time in weeks, they ate a full meal.

With the second round of support, Alefa made a smart decision. She bought more food but also invested in chickens. These birds would provide eggs and meat for her family and their chicks could be sold for extra income. Most importantly, her children no longer had to miss school to work.

Alefa named one of her chickens ‘Cicod’ to remind her of the support that enabled her rebuild. Now, with food on the table and a way to earn an income, she feels hopeful for the future.

Trócaire and our partners provided life-saving aid, financial support and disaster preparedness in conflict and climate crises.

Photo: Nixon Malemia/CICOD.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

THE ROADS WERE BEING BOMBED NOW AND THEN, AND WE FELT SCARED AND CRIED

Youssef was forced to leave his home in Lebanon when Israeli bombing commenced. ‘We were living in Mansouri while the bombing was happening. Suddenly, we had to leave our house. The roads were being bombed now and then, and we felt scared and cried. As soon as we got outside, cars were driving by, and we continued on foot until we reached here. We wish we could travel. Our situation is difficult, and we long to escape.’ Youssef left with his mother Kherriyye and his brothers and sisters. They have relocated to a school in the Bekka Valley that is now being used as emergency accommodation. They have been supported by Trócaire and Irish Aid through our partner Women Now for Development.

Photo: Jacob Russell/Trócaire.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

GOAL 5

Mobilising and educating in Ireland to achieve global justice

• Our social media following grew by 15%, with record levels of engagement – especially around climate justice and the crisis in Gaza.

Connecting communities for global change

We believe change starts with people. That’s why Trócaire works to inspire and support communities across Northern Ireland – and the whole island – to take action on global justice issues.

• Powerful coverage, like an RTÉ feature on Sudan, helped raise awareness of overlooked humanitarian emergencies.

We do this in many ways:

• A successful communications campaign to update the public in Northern Ireland on the change created by a UK Aid Match supported project in Zimbabwe.

• Sharing real stories through the media, social platforms and print.

• Engaging young people in schools through education, competitions and fundraising.

Engaging young people

• Hosting events to connect people of all ages with global issues.

We know that long-term change depends on the next generation. That’s why we engage with teachers and students across Northern Ireland, giving them the knowledge and confidence to engage with global justice issues. Specifically in 2024:

• Working with parishes to promote faith-based action, like Laudato Si’ workshops.

• Advocating for policy change by mobilising public support and lobbying decision-makers.

• We supported 225 educators through continual professional training and initial teacher training workshops, focusing on embedding Global Citizenship Education across their practices. 85% of educators reported an increase in confidence of at least 20% in using Global Citizenship Education in their practice.

With the support of our partners and the dedication of our volunteers, we’ve built a strong movement for justice that’s growing every day.

Sharing real stories

• Our work has directly impacted 1,032 young people across primary and post-primary settings, engaging them with global justice issues through our workshops and engaging programmes, Game Changers and the Right Focus.

At the heart of Trócaire’s communications are the real experiences of people living through crisis – whether it’s conflict, climate change or injustice.

The world is evolving more rapidly than ever. Amid changing demographics, beliefs, policies, and a more divided media landscape, conveying our messages clearly is becoming increasingly challenging.

– Our Game Changers programme has seen exceptional success in Northern Irish schools, with 20 schools receiving a workshop in 2024. This resulted in 50 games from schools across Northern Ireland entering the Game Changers 2024 competition, with 234 young people entering the competition.

In this volatile environment we’ve worked to amplify our voice across TV, radio, social media and print. Through our efforts to raise awareness and spark action across Ireland, we’ve achieved:

• Several of those games made it to the finals in the Helix in Dublin in May 2024 and some of them even reached the winners podium, including "Schoolnopoly", created by students from Springfield Primary School in Belfast and "Fun Farm" created by students from St Dominic’s Grammar School in Belfast.

• 179 total media hits featuring Trócaire in Northern Ireland across national and regional broadcast, print and online media outlets. This profile raising across the various platforms, particularly online, resulted in a total potential global audience reach of almost 20 million.

Contributing to Sustainable Development Goals: Goal 1, Goal 2, Goal 5, Goal 13, Goal 15, Goal 16 and Goal 17

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Trócaire’s Noreen Gumbo marches in Dublin as part of a national solidarity demonstration for Gaza, October 2024.

Photo: Garry Walsh/Trócaire.

Reporting From Sudan

A protest at COP29 in Baku, Azerbaijan, November 2024.

Photo: Sinéad Loughran/Trócaire.

Trócaire’s David O’Hare speaking to farmers in the Nuba Mountains, Sudan.

Photo: Trócaire.

Game Changers 2024

Dr. Nick Maynard’s Visit

Sophia from St. Dominic’s Grammar, Belfast shows off the school’s winning entry together with Trócaire’s Peter Heaney, Head of Region NI, and Karen Casey, Head of Community Engagement and Outreach.

Dr Nick Maynard, a volunteer with Trócaire partner, Medical Aid for Palestinians, spoke at an event in Belfast about his time volunteering at hospitals in Gaza, at a series of talks organised by Trócaire. Photo: Garry Walsh/Trócaire.

Xinka Parliament Visit

Luis Fernando García and Quelvin Jiménez of the Xinka Parliament speak at an event in Queens University Belfast alongside Fidelma O’Kane, Secretary of Save Our Sperrins. Photo: Nicholas Hanrahan/Trócaire.

Photo: Mark Stedman/Trócaire.

End Arms Sales To Israel

Trócaire’s Peter Heaney together with two of Trócaire’s Palestinian partners, Shawan Jabarin and Lubnah Shomali, in Belfast during their visit to Ireland in May to highlight the crisis in Palestine. Photo: Thomas McMullan, Belfast Media Group.

Occupied Territories Bill

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Hosting events

We created spaces where people could connect with climate and global justice in meaningful ways. Specifically, in Northern Ireland, we reached 2,131 people through 19 events, including:

• A panel event held as part of the Imagine Festival in Belfast’s Accidental Theatre encouraged the audience to imagine what a world with climate justice might look like.

• Trócaire’s Eyes of the Storm photo exhibition was launched at Belfast Féile in August, before moving onto the Derry Féile the following week and viewed by over 1,300 people. The exhibition shows the impacts of climate breakdown on communities in which Trócaire works.

– Trócaire held three events in Belfast with our partners and 156 attendees. In May, two Palestinian human rights activists, Lubnah Shomali of BADIL and Shawan Jabarin of Al Haq, gave an update of the situation in Gaza and the West Bank. In July, we hosted Dr Nick Maynard , a surgeon who has been visiting Gaza regularly since 2010 with Trócaire partner Medical Aid for Palestinians. In December, we welcomed representatives of the Xinka Parliament, Guatemala, an indigenous group fighting against a Canadian owned silver mine on their land.

– Staff, volunteers and campaigners from Northern Ireland also participated in the National Demonstrations for Gaza taking place on a monthly basis in Dublin, allowing a practical show of solidarity.

Other events run across the island also engaged those from Northern Ireland. In 2024:

• We ran 90 in-person and online events, engaging 11,295 people and influencing 10,000 more.

• Our Global Solidarity Hub returned to key festivals like All Together Now and the National Ploughing Championships, offering interactive experiences that highlighted climate action and international development.

Working with parishes

Faith-based communities continue to be a powerful force for change.

• Our Laudato Si’ project encourages Catholic dioceses and institutions to divest from fossil fuels and embrace ecological justice.

• By 2024, 13 out of 26 dioceses in Ireland had divested in this way, including Down and Connor.

– During Lent 2024 we worked with volunteers at 102 Masses across 32 parishes in the North to reach over 20,000 parishioners with our Lent story of Malita and her twins from Malawi to encourage them to donate to our Lenten Appeal. This included hosting Trócaire staff member Salome Mumba from Malawi who spoke at Mass in Armagh Cathedral and also at a special RTÉ broadcast

– We reached 3,395 people, including participants from Northern Ireland, through retreats and workshops focused on faith and climate justice.

• Two webinars related to Laudato Si’/climate change were held and Northern Ireland-based Laudato Si Animators took part in two training sessions to enable them to promote their activities in parishes.

Advocating for policy change

– Trócaire continued to speak out on the worsening crisis in Gaza and the West Bank. We launched a campaign urging an end to UK arms sales to Israel – first targeting the Conservative Government, then shifting focus to newly elected Northern Irish MPs after the General Election. Over 500 postcards were distributed, with 122 returned to Trócaire for bulk delivery to MPs. Public pressure contributed to the UK Government revoking a number of arms licences to Israel, though some remain in place.

– The unexpected early General Election gave us a chance to mobilise campaigners. We shared a pre-election policy briefing with over 1,000 supporters, equipping them with key issues and talking points for engaging candidates. After the vote, 13 people joined an online workshop to learn how to build relationships with their new MPs and continue campaigning.

• In response to UK Government cuts to the Overseas Development Assistance (ODA) budget, Trócaire joined with other organisations as part of the Coalition of Aid and Development Agencies in calling for these cuts to be reversed. We raised the issue both with the UK Government and Northern Irish parties resulting in the Alliance Party making a Member’s Statement in the Northern Ireland Assembly supporting ODA.

• We also kept up pressure for stronger laws on business and human rights through membership of the Corporate Justice Coalition. Their Good Business Matters Pledge helped us to secure support from 16 MLAs and one MP, showing cross-party backing in Northern Ireland for action on corporate accountability.

Standing up for climate justice

The climate crisis is a crisis of inequality. Communities we work with in the Global South are paying the price for the inaction of wealthy nations.

In 2024, we fought to change this by:

• Advocating for the UK Government to pay its fair share of climate finance.

• Demanding stronger global action at COP29 to support smallholder farmers and climate-resilient food systems.

Looking ahead

This year we conducted national research to better understand how to communicate about climate justice. One message clearly resonated:

Those suffering most from climate change are the ones least responsible for it.

This insight will shape our 2025 communications, helping us connect more meaningfully with the public on one of the defining justice issues of our time. Through education, storytelling, faith, activism and the generosity of the public, we will continue to work for a just world.

Trócaire (Northern Ireland) contributed £0.7m to this Goal which was 22% of total group expenditure on Goal 5.

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Trócaire Volunteers Gathering
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On June 6th, 2024 Trócaire volunteers from all regions met for the first time since 2019. It was an opportunity to meet each other, exchange experiences and to hear updates from Trócaire staff.

Photo: Trócaire.

2024; another remarkable year of volunteering

Imagine! Festival

Trócaire volunteers produced the Threads For Corporate Justice tapestry which attracted a lot of attention and discussion at the Imagine! Festival panel discussion featuring Dr Amanda Slevin and David Ford on Wednesday, March 20th, 2024 in Belfast.

Photo: Garry Walsh/Trócaire.

Jennifer Flynn delivers Lenten campaign training

Rathmore Grammar School Lent Appeal

Salome Mumba, Irrigation Officer for Trócaire, Malawi, meets the Head Girl and Head Boy from Rathmore Grammar School in Belfast to launch the 2024 Lent Appeal in their school.

Photo: David O’Hare/Trócaire.

Eye of the Storm exhibition

Volunteers Hadiza Lemo and Khawla Abdel with Trócaire’s Garry Walsh and Nick Hanrahan at the Belfast Féile launching “The Eyes of the Storm” photo exhibition.

Photo: Trócaire.

Lenten Campaign, Belfast

Students from Our Lady and St Patrick’s College, Belfast show their support for Trócaire’s Lenten campaign. Photo: Trócaire.

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Two of Trócaire’s Palestinian partners, Shawan Jabarin and Lubnah Shomali, in Belfast during their visit to Ireland in May, 2024 to highlight the crisis in Palestine.

Photo: Thomas McMullan/ Belfast Media Group

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Remembering Noreen Gumbo

This year, sadly and suddenly, we lost Noreen Gumbo, our Director of Global Programmes.

Noreen had worked with us in Trócaire for 15 years in a career spanning more than 30 years in international development. Her impact was multi-dimensional and global – she was a warm, insightful, experienced and committed development worker. Noreen had such a strong sense of justice and she was compassionate to her core. She was the very best of humanity, pure inside and out.

Her loss is a loss to our partners, the sector, the people we support and above all to her family, dear friends and colleagues.

Gone but never forgotten, thank you Noreen.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Building stronger, locally-led change

In 2024, Trócaire advanced its partnership and localisation strategy by deepening its commitment to equitable partnership, direct and flexible funding, and advocacy for locally led action. Across country programmes, partners strengthened their institutional capacity, secured direct donor funding, and influenced key policy discussions at national and international levels. We facilitated these shifts by adapting internal policies, expanding financial support mechanisms, and fostering strategic alliances to elevate the voices of local and national actors.

Key highlights

Grants to partners

56% (€51m) of organisational expenditure allocated to local and national partners across humanitarian, development and peace sectors.

Increased access to quality funding Over €1.4 million transferred to local and national partners as contributions to indirect cost recovery.

Increased access to direct funding Supported 13 partners to access over €5m directly from other donors.

Capacity strengthening

€0.7m allocated to capacity strengthening budget lines in partner project budgets for institutional strengthening.

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Left

Local partner Medical Aid For Palestinians distribute aid in AlShifa Hospital, Gaza, March 2024.

Photo: Mahmoud Shalabi/ MAP.

Below

Meeting with Disabled Women in Africa (DIWA) - November 2024. From Left: Ruth Mkutumula (DIWA), Aida Sarr (DIWA), Sheetal Rana (Trócaire), Conor Kelly (Trócaire), Mwayiwathu Kusakala (DIWA), Dumisani Muyaba (DIWA).

Photo: Jacquelyne Odero/ Trócaire.

We are working with community partners to lead, secure funding, and shape their futures.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Equitable partnership

We expanded the implementation of our Partnership Policy across all country programmes, advancing mutuality, trust and reciprocal accountability in partnerships. To operationalise the policy, guidance notes were developed for establishing long-term Memoranda of Understanding (MOUs) - co-created with partners, these will set out shared priorities and strategic collaboration beyond project-based grants and will be implemented in 2025.

The Partner Advisory Group (PAG) continued to support, guide and challenge our partnership and localisation priorities. Comprising leaders from eight partner organisations across eight country programmes, the PAG met quarterly in-person and virtually to review our progress on locally led actions globally and at country level. Our progress reflects their contributions.

Across 14 countries, 69% of local and national partners advanced institutional capacity strengthening. Over 40% of partners allocated at least 5% of their project funding to dedicated capacity strengthening which allowed greater flexibility to drive their institutional resilience and growth. We continued to advocate for donor flexibility to integrate these budget lines into partner project grants. Institutional capacity strengthening remained a core pillar of our support, with partners accessing assessment tools and technical assistance as needed.

56% of our total organisational expenditure went to partners, exceeding the 25% Grand Bargain commitment on direct funding.

Direct funding secured by partners across country programmes (Total €5m)

----- Start of picture text -----
7%
16%
14%
4%
1%
57%
■ Sierra Leone (57%)
■ DRC (16%)
■ Guatemala (14%)
■ Honduras (7%)
----- End of picture text -----

• South Sudan (4%)

• ■ Rwanda (1%) ■ OPTI (1%)

Local and national partners’ access to funding

Over €1.4m was transferred as ICR to local and national partners, in line with Trócaire’s Partner Indirect Cost Recovery (ICR) Policy. This unrestricted, non-timebound funding contributes to partners’ organisational resilience by covering essential institutional costs beyond project-specific grants. To strengthen transparency and accountability, we revised our Key Performance Indicator (KPI) to monitor both total ICR transferred to partners and the number of grants allocating ICR to partners. This ICR implementation was further enhanced by an internal review.

Partners also progressed toward their financial autonomy by securing direct donor funding with our support. 13 of the 26 supported partners obtained direct funding, collectively receiving over €5m from multiple donors. Individual grants ranged from €11k to €1.4m. This progress reflects sustained collaboration on institutional capacity strengthening. Support will continue during grant implementation in line with partners’ priorities.

We further enhanced partner-led resource mobilisation by creating a dedicated Partnership and Localisation role and developing partner support materials including an online resource mobilisation learning course.

Increasing the voice of local and national actors

Local and national partners expanded their participation in national, regional, and global platforms, shaping key discussions, strengthening alliances, and engaging with decision-makers. Partners from Rwanda, Zimbabwe, South Sudan, Honduras, Myanmar, and Guatemala contributed to sector-wide dialogues and built new connections with like-minded organisations and donors.

As part of these efforts, women-centred organisations further advanced their advocacy, with eight women leaders from Rwanda, Zimbabwe, and South Sudan engaging in strategic platforms. We supported their participation by providing financial support, refining advocacy messaging, identifying key engagement opportunities, and facilitating access to high-level discussions.

Women leaders from Musasa (Zimbabwe), Haguruka NGO, ARCT-Ruhuka, and DUTERIMBERE NGO (Rwanda) contributed to gender justice and women’s empowerment discussions at the Commission on the Status of Women (CSW68) in New York. A leader from Women for Change (WFC) in South Sudan participated in the Humanitarian Networks and Partnerships Week (HNPW) in Geneva, advocating for increased direct funding to women-led organisations and highlighting the barriers local actors face in humanitarian coordination mechanisms. At COP29, a leader from Women and Land in Zimbabwe (WLZ) engaged in climate finance discussions, calling for stronger commitments to gender-responsive climate action and advocating for dedicated funding to support women’s leadership in climate resilience initiatives.

Women leaders noted that these engagements enhanced their organisations’ visibility, strengthened their capacity to influence key decisions, and opened new opportunities for collaboration and funding.

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Strengthened coordination platforms for locally led action

CASE STUDY

We facilitated localisation networks to advance their localisation agendas in five countries.

In DRC and Kenya, Charter for Change (C4C) working groups expanded collaboration among local, national and international actors with a focus on strengthening coordination and accountability structures. In Zimbabwe and Ethiopia, newly formed C4C working groups brought together local, national and international actors to strengthen localisation efforts, with Ethiopia developing an action plan to guide the working group’s formal launch.

In DRC, the C4C working group further contextualised and progressed the national localisation roadmap by integrating performance indicators that set clear benchmarks for key localisation priorities. As part of this process, partners CONAFOHD-RDC and UPDDHE convened five localisation workshops bringing together over 200 local, national, and international actors, donors, and government representatives.

Donors and INGOs were called on to strengthen funding mechanisms for local and national organisations, more equitable partnerships, a due diligence passporting approach, and greater transparency in financial flows and decision-making. Government representatives were urged to create policies that incentivise locally led approaches and simplify registration processes for local organisations.

Sector wide localisation initiatives

At the sector level, the C4C Due Diligence Passporting initiative advanced with the aim to promote equitable partnership. We co-led the pilot phase working with six INGOs and engaging 43 local and national organisations across nine countries.

The pilot demonstrated that a single due diligence tool can be adopted by INGOs instead of conducting separate assessments using their own compliance systems. It further highlighted that collaboration can go beyond passporting assessments to coordinate capacitystrengthening efforts for local and national organisations. The tool can be applied two ways – joint assessment and passporting – with both leading to streamlined due diligence process and reducing the burden of assessment on local and national organisations. Building on these insights, we are now working with peer agencies to expand the initiative, engage more INGOs and donors, and strengthen advocacy efforts to mainstream passporting as a standard practice in the sector.

In fragile and conflict-affected contexts, coordinated security risk-sharing with local and national organisations progressed with 12 INGOs establishing a technical working group under our leadership. The working group collaborated to conduct interviews with local and national actors. These interviews highlighted systemic barriers to equitable security risk-sharing, including limited funding for partner security measures, exclusion from security resourcing decisions, and inadequate contextualisation of security-related capacity strengthening. Local and national actors’ insights shaped 2025 action plans aimed at addressing systemic gaps.

Enhancing financial resilience for local and national partners in Malawi

Trócaire worked with eight partners in Malawi to strengthen their resource mobilisation skills through a partner-led approach. Despite a competitive funding environment, they co-designed a five-day training course on innovative financing, sustainable financial planning and fundraising strategies. The initiative deepened collaboration, enhanced trust and tailored support to each partner’s needs, helping them build financial resilience and diversify income sources for long-term sustainability.

Following the training, partners progressed with plans to strengthen their resource mobilisation strategies and structures. Green Girls Platform developed a resource mobilisation action plan. BaseFlow has already developed their fundraising targets for 2025–2030 based on its new resource mobilisation strategy. Trócaire continues to provide coaching and mentoring, with regular check-ins and peer learning sessions planned among participating organisations. Additional support opportunities are also being mapped to complement the current efforts.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

WE ARE WORKING FOR JUSTICE, DIGNITY AND HOPE FOR THOSE MOST AFFECTED BY CLIMATE CHANGE

Ricardo Caal, from the village Lagartos, in Panzos, Alta Verapaz, Guatemala, shows a donated helmet for use in emergencies.

In areas of Guatemala and Honduras that are affected by climate extremes, European Union Humanitarian Aid supports Trócaire and partners to prepare communities for hurricanes, flooding and other climate-related crises.

Photo: Santiago Billy/Trócaire.

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Trócaire Northern Ireland Annual Report and Financial Statements 2025

Funding from institutions

In 2024/25, institutional funding contracted through Trócaire Northern Ireland amounted to £1,183,394.

These contracts are for a UK Aid Match project in South Sudan (£425,755), which is now in its final year and for a UK Aid Match project in Zimbabwe (£757,639), which is in year two of a total three years.

The current iteration of the UK Aid Match funding mechanism is finished and currently under review.

Looking ahead

Overall, the prospect of future funding from the UK government is uncertain given the cuts to the Overseas Development Assistance budget announced in February 2025. It has been announced that UK aid spending will decrease from 0.5% to 0.3% of GNI by 2027 in order to fund increased defence spending.

Annual spending cuts have been given for April ’25 (£0.5bn), April ’26 (£4.8bn), and April ’27 (£6.5bn) to arrive at a remaining Overseas Development Assistance budget in 2027 of £9.2bn.

The priorities for UK Aid are: Ukraine, Occupied Palestinian Territories, UK Overseas Territories, Sudan, addressing corruption, instability, climate change & global health. With indications that there will be less funding for education and gender.

Further information on the funding available from the UK is expected in autumn 2025 following the UK government’s spending review.

We look forward to working with the UK Government to explore future opportunities for collaboration and funding under these new priorities in order to continue to support those communities most at-risk around the world.

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CASE STUDY

Zimbabwean farmers receive life-changing support from UK Aid

'With traditional seeds, you won’t go wrong’. Kerita Maheya has embraced growing traditional seed varieties as part of a UK Aid Match supported programme in Zimbabwe.

Photo: Esby Chirimugiri/ Caritas Masvingo.

Kerita Maheya is one of the Zimbabwean farmers benefiting from the UK government’s UK Aid Match initiative. This initiative matched donations from people in Northern Ireland to boost funding for a selfsufficiency project in Zimbabwe by £2m. In 2024/25 the three-year project entered its second year and has already resulted in thousands of people seeing positive change in their lives.

A single mother with two children from Zaka District, Kerita, is among those who have borne the brunt of climate-induced impacts in Zimbabwe, facing significant challenges in providing food and income for her family.

“I must fend for my family since I have no one else to rely on. I used to use hybrid seeds, which required more synthetic fertilisers and were also vulnerable to diseases and pests. Each cropping season has been marred by crop failures due to mid-season dry spells and recurrent droughts, and we had to resort to one meal per day, eating whatever we would come across,” says Kerita.

“The introduction of the UKAM (UK Aid Match) project was an eye-opener for me. Prior to the project, I solely cultivated hybrid maize for my cereal needs and had never considered traditional seed varieties. However, after becoming one of the first farmers trained as a lead farmer, I had the opportunity to attend the Good Food and Seed Festival (GFSF). There, I was inspired by how other female farmers had embraced and benefitted from growing traditional seed varieties.”

Kerita now has enough cereal and pulses to last until the next harvesting period.

“My family can now afford at least three decent meals per day and my daughter who is in school has never missed a lesson due to non-payment of school fees this year,” says Kerita.

Trócaire Annual Report and Financial Statements 2025

Public support and fundraising

Heartwarming public generosity

In 2024, Trócaire raised £6.4 million of funding in generous donations from across Northern Ireland. This is part of a total of €26.8 million in public donations raised from across the whole of Ireland to support vulnerable communities around the world, surpassing the goal of €24.3 million we set out to raise.

Our fundraising campaigns last year included:

• A powerful Lenten Trócaire Box Appeal focused on climate change in Malawi.

• A moving Christmas Appeal highlighting children affected by conflict in Sudan and in Gaza.

Together, these appeals raised over £3.2 million from Northern Ireland and €11 million overall.

We reached over 935,000 people in Northern Ireland through media, growing awareness of Trócaire’s mission and deepening support across Ireland. In schools, students and teachers organised bake-offs, raffles and non-uniform days to raise funds – continuing a proud tradition of youth-led solidarity.

£6.4m Total raised in 2024 through public donations from across Northern Ireland.

935k

Number of people we reached in Northern Ireland through media in 2024.

£655k Total raised through philanthropy and partnerships in Northern Ireland.

16,362 Number of people donated to Trócaire across Northern Ireland in 2024.

Shahd from Gaza (7) is pictured as she helps Trócaire to launch their new Gift of Play and Healing as part of the 2024 Christmas “Gifts Of Change” campaign. Photo: Mark Stedman/ Trócaire.

In total, 16,362 people donated to Trócaire in Northern Ireland and 53,784 donated overall. Throughout the year we kept in touch – not just to ask for help, but to say thank you and show you the impact your donations are making.

We are fortunate to have many regular donors who contribute to our work every month, donating almost £1.4m in 2024/25.

Putting supporters first

Our supporters are the heart of everything we do. That’s why we’re committed to ensuring everyone feels valued, informed and connected to the impact of their generosity.

• New donors receive personalised welcome messages.

• We regularly share updates showing how your support is changing lives.

• Many of you send heartfelt messages, reminding us that Trócaire is more than an organisation; it’s a community rooted in compassion and solidarity.

Trócaire Northern Ireland continued to benefit greatly from Gift Aid, a scheme enabling registered charities to reclaim tax on donations made by UK taxpayers, effectively increasing the amount of their kind donations. Thanks to the diligent work of our Donor Services team to ensure Gift Aid records are accurate and up to date, Trócaire Northern Ireland received £635,000 in Gift Aid in the last financial year.

Philanthropy and partnerships

Philanthropic giving raised £654,675 in Northern Ireland last year, part of a total of €3 million raised across Ireland, thanks to the generosity of individuals and organisations committed to long-term change. Supporters from Northern Ireland were amongst those who attended a range of events designed to connect with new audiences. These events included a Christmas event with Roy Keane, hosted by the Ceann Comhairle Seán Ó Fearghaíl, a talk by Mary Robinson at the International Women’s Forum, a fine dining evening at The K Club and the development of strategic partnerships through the Health Summit, ESG Summit and The Business Post Leadership Awards.

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Emergency appeals

When crises strike, rapid response is critical. In 2024, we raised over £191,000 here in Northern Ireland to respond to emergencies like conflict, disaster and climate shocks.

The vast majority of these funds were donated towards Trócaire’s Middle East Emergency campaign to which people across Northern Ireland responded with compassion to those affected by conflict in Gaza and Lebanon – proof once again of the incredible solidarity shown in times of crisis.

Remembering our donors

In 2024, we honoured the memory of those who supported Trócaire in life and beyond. Families of deceased supporters joined us at a special remembrance mass, and we extend heartfelt thanks to those who chose to leave a gift in their will. Your legacy is saving lives and building a more just future.

In 2024/25, Trócaire Northern Ireland continued to benefit from the generosity of people who bequeathed a gift in their wills, contributing a total of £459,000. A legacy promotion event was held at Crumlin Road Gaol as part of Will to Give Week in September where 30 supporters heard about how their support is making an impact on the lives of people around the world and how leaving a gift in their will is another way they can choose to support people in need.

Using data to serve supporters better

Smart fundraising means understanding what works. In 2024, we used data and insights to refine how we communicate, fundraise and build lasting relationships with supporters, ensuring our messages resonate and our appeals are as effective as possible.

Right

Five-year-old Ava in Scoil Eoin national school in Innishannon, Co. Cork learns about climate justice and receives her first Trócaire box.

Left

Roy Keane speaking at a special Trócaire evening hosted by the Ceann Comhairle, Seán Ó Fearghaíl. Photo: Hu O’Reilly/Trócaire.

Right

Seven-year-old Laura is one of the many donors who sent us messages of support through 2024. Photo: Trócaire.

Maintaining the highest standards

We hold ourselves to the highest standards of integrity and accountability.

Trócaire adheres to:

• The UK Code of Fundraising Practice, ensuring excellence across Northern Ireland, Republic of Ireland, England and Wales.

– The Guidelines for Charitable Organisations on Fundraising from the Public (Charities Regulator, Ireland). Our operations are externally audited annually, providing transparency and assurance that your donations are used wisely.

Thank You

Thank you for supporting us in 2024. Your generosity continues to inspire us. It fuels our mission, changes lives and brings hope where it’s needed most. Because of you, Trócaire can help communities in crisis and work towards a more just and equal world.

Here’s to another year of making change happen together.

Photo: Mark Stedman/ Trócaire.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

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Report of the Directors

Detail of Twins Patrica and Patrick (12) eating at their home in Machinga District, Malawi.

Photo: Muiru Mbuthia/ Trócaire.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Report of the Directors

The Directors submit their report together with the audited financial statements of the company for the year ended 28 February 2025. The Strategic Report and Directors’ Report are presented, together as a Combined Strategic Report and Directors’ Report.

Public benefit - Vision, Mission and Values

Trócaire (Northern Ireland) envisages a just and peaceful world where people’s dignity is ensured and rights are respected; where basic needs are met and resources are shared equitably; where people have control over their own lives and those in power act for the common good.

Inspired by Gospel values, Trócaire (Northern Ireland) works for a just and sustainable world for all. Under its constitution and in line with Northern Ireland charity regulation its Objects are:

• the relief of poverty;

• the advancement of education; and

• to benefit the community by such further or other purposes as shall be exclusively charitable.

The work of Trócaire (Northern Ireland) is more specifically defined by the Subsidiary Objects in its constitution, which are:

• To support the empowerment of the poor and marginalised, enabling them to claim their rights and live free from poverty and oppression;

– To provide timely, needs-based assistance to people affected by crises, protecting their safety, dignity and fundamental human rights, and enabling communities to prepare for and be more resilient to future crises;

Trócaire (Northern Ireland) does this by:

• Working in partnership with Church and civil society organisations abroad and in Ireland;

• Working directly on development education, advocacy and campaigns that emphasise the underlying causes of poverty,

• Grounding our work in Catholic Social Teaching, which stresses the dignity of each person and their inalienable human rights, along with their responsibilities, regardless of culture, ethnicity, gender or religion; and;

• Putting the following values into practice to achieve our mission: solidarity, perseverance, participation, courage and accountability.

Trócaire (Northern Ireland) is a subsidiary of Trócaire (see below). Trócaire (Northern Ireland) carries out most of its international programme work through the Country Offices of Trócaire, which are branches of the parent entity registered in their respective countries in Africa, Central America, Asia and the Middle East. Trócaire (Northern Ireland) has a services and funding agreement in place with Trócaire, the parent body, which grants responsibility to Trócaire for the development and overall management of the overseas programmes within the framework of its strategic direction, policies and standards. Trócaire (Northern Ireland) directly implements programme activities including fundraising, development education, campaigning and advocacy in Northern Ireland, under the Trócaire (Northern Ireland) plans, in alignment with Trócaire’s strategy.

• To tackle the structural causes of poverty by engaging people in Ireland and abroad to take action on issues of global justice; and

– To provide such services connected with the Objects as are considered to be of assistance and benefit in furthering the Objects.

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Structure, Governance and Management

Registration and Constitution

Trócaire (Northern Ireland) is a company limited by guarantee not having a share capital, governed by its memorandum and articles of association. It is a charity registered and domiciled in Northern Ireland under the Charities Act (Northern Ireland) 2008 and with the Charity Commission (charity number NIC103321). Its principal, and registered, office is 60 – 64 Berry St, Belfast, BT1 1FJ.

Trócaire (Northern Ireland) was incorporated to aid communities in the developing world by the relief of poverty and the advancement of education. This is achieved by providing support and relief to communities through development and emergency projects around the world and by carrying out education, campaigning and advocacy work in Northern Ireland on the global causes of poverty and injustice.

Composition of Group

The company is a subsidiary undertaking of Trócaire, a registered charity in the Republic of Ireland. On 1st March 2020 the operations, assets and liabilities of Trócaire “The Trust” transferred to Trócaire “Company Limited by Guarantee (CLG).” The control of Trócaire (Northern Ireland) as a subsidiary company was transferred on 1st March 2020 as part of this transfer of operations with no break in control. Throughout this report the term Trócaire is used to refer to Trócaire (Northern Ireland)’s parent entity.

Trócaire is the sole company member of Trócaire (Northern Ireland). It is on this basis that Trócaire (Northern Ireland) has been deemed a subsidiary of Trócaire. Trócaire (Northern Ireland) leverages significant support from its parent entity including HR, Finance, ICT and management support. The Chief Executive Officer of Trócaire is Caoimhe de Barra.

Board of directors

The company is managed by a Board of Directors. Additional Directors may be appointed at any time by the existing Board of Directors. The members of the Board are subject to retirement by rotation. The Directors are also the charity trustees under Northern Ireland charity law. The Board meets formally at least four times a year. Board Directors undergo an induction programme to ensure that collectively they have the overview necessary for the proper governance of the organisation. Ongoing training is arranged as and when a need is identified. Trócaire (Northern Ireland) Board Directors are also encouraged to travel overseas to view Trócaire’s international programmes at first hand.

The Board currently consists of six Directors and includes one Director from the parent Board. The Head of Region for Trócaire (Northern Ireland) serves as Company Secretary, and this is currently Peter Heaney.

The Board of Directors regularly reviews and agrees the Terms of Reference document before changes are finally approved by the Trócaire Board. The Terms of Reference sets out details of the Board’s role in developing and approving annual plans, their stewardship for the finances of the organisation and the Directors’ responsibilities regarding safeguarding. It also sets out areas where the Board advise management including high level risk management, maintaining best practice in line with the charity sector in Northern Ireland and maintaining good relations with stakeholders.

During the year, the Directors provided oversight of the operations of Trócaire (Northern Ireland). The Directors reviewed strategic risks to the organisation which are summarised in the table on page 69.

Decision making

Company members

With the enactment of the updated constitution on 3rd April 2020 the sole Company Member is Trócaire, the parent entity registered in the Republic of Ireland with the Company Number 661147.

The Board of Trócaire (Northern Ireland) are the custodians of the vision, mission and values of the company; they approve the integration of the Ireland strategy in Northern Ireland, annual activity plans and budgets, and ensure the organisation is effective and accountable. Programmes are approved within agreed strategies on the basis of proposals that are subject to formal appraisal, approval, monitoring and evaluation. Trócaire (Northern Ireland) have a services and funding agreement in place with Trócaire, the parent body, which grants responsibility to Trócaire for the development and overall management of the overseas programmes within the framework of its strategic direction, policies and standards.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Profiles of Trócaire (Northern Ireland)’s current Board Members

Martin O Brien

(Chairperson)

Martin O’Brien is the Executive Director of the Social Change Initiative (SCI), a Belfast-based international NGO working with activists and donors to support and improve the effectiveness of their work for progressive social change, particularly in divided societies. Prior to joining SCI, Martin worked at the Atlantic Philanthropies where he was Senior Vice President. Martin previously led the Committee on the Administration of Justice in NI (CAJ). Martin took up his position as Chair on 1st January 2023.

Dr Satish Kumar

Dr M. Satish Kumar is a Director for Internationalisation, a member of the AHRC Peer Review College and a leading international expert on colonial and postcolonial studies on South Asia. Satish has been an advisor on international development and higher education to the UK Department for International Development, Northern Ireland Assembly and Indian Government. He has also held a number of Visiting Professorships in Banaras Hindu University, Jawaharlal Nehru University and the University of Calcutta.

JP Irvine

JP is a lawyer with over 20 years experience in the legal profession. As well as being a Partner in an international law firm, JP has served as non-executive, audit committee member and company secretary to a range of organisations at home and abroad. JP’s particular interests lie in corporate governance, regulation and data.

Ged King

Ged is a finance manager working with Lakeland Dairies. He is an ACCA qualified accountant with over 25 years of post-qualification experience. He has held a number of senior finance positions within industry, the cooperative movement, and the non-governmental sector including overseas work as a country financial controller in Afghanistan, Zimbabwe & Indonesia.

Catriona McCarthy

Catriona McCarthy is Director for Global Engagement at Ulster University. She has spent 20 years in the internationalisation of Higher Education, having previously worked for a number of Scottish Universities. Catriona is Vice Chair of the British Universities International Liaison Association (BUILA) and serves as a member of both the Universities and Colleges Admissions Service (UCAS) International Advisory Group and is also on the Strategic Advisory Committee of the UK Council for International Student Affairs (UKCISA). She sits on the Advisory Board of two successful Ed-Tech companies and on the Visit Belfast Ambassador Circle Steering Group.

Nicola Skelly

Nicola Skelly is the Washington Ireland Program’s Executive Director and has twenty years’ senior experience in higher level education, heading up the Vice-Chancellor’s office at Queen’s University Belfast, and holding a previous position as Head of the University’s Research Policy and Postgraduate Office. An advisor to five Vice-Chancellors at Queen’s University, Nicola has provided integral support on complex and sensitive issues and has worked closely with global figures such as Hillary Rodham Clinton, whilst leading the development and implementation of the work of the Queen’s University Executive Board.

Trócaire Northern Ireland (TNI) Board (Fully Owned Subsidiary)

----- Start of picture text -----
Member Attendance Tenure
Martin O'Brien (C) 5/5 6 years
Catriona McCarthy 5/5 1 year
Nicola Skelly 4/5 1 year
Gerard King 2/2 Joined Board
Oct 2024
Dr. Satish Kumar 3/5 6 years
JP Irvine 0/0 Joined Board
Feb 2025
----- End of picture text -----

Board focus 2024/2025

• Overseeing TNI operational activity and performance against strategic objectives including impact, KPIs, key achievements and priorities.

• Approving TNI’s annual budget, overseeing quarterly finances and improving TNI finance policies and reporting, including for the management of TNI reserves.

• Approving TNI audited financial statements and annual report at the AGM (12th September 2024).

• Reviewing compliance Trócaire compliance with the UK Code of Fundraising Practice.

• Overseeing TNI Strategic Risk Register and mitigations, reviewing progress on the implementation of audit recommendations, and undertaking deep dive into specific areas of risk management, with particular focus on safeguarding and health and safety. The TNI Board also received a Board Safeguarding training from Trócaire’s Head of Safeguarding.

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Volunteers

Trócaire (Northern Ireland) is dedicated to improving the lives of people living in poverty and dealing with human rights abuses and injustice around the world. Our outreach and awareness raising is central to that work, in enabling us to increase awareness of global issues here at home, helping people to understand the root causes of those issues and empowering them to take action in support of the people we work with. Our volunteers play a key role in supporting our work in schools and parishes throughout Northern Ireland. They help us to extend our reach, to fundraise for our work and to campaign and advocate on issues that are affecting the communities we work with overseas. Volunteers bring valuable skills, experience, local insight and energy to our work in Northern Ireland and we are incredibly grateful for their continued commitment to our work. We currently have 38 active volunteers across Northern Ireland who provide invaluable support to our major fundraising campaigns such as Lent and Christmas and who also engage with our advocacy work at local and international levels.

Safeguarding

Trócaire (Northern Ireland) believes that all individuals have the right to live with dignity and freedom from exploitation and abuse. Safeguarding people from exploitation and abuse caused by our representatives, programmes or activities remains a core commitment for Trócaire as part of the accountability framework. Trócaire has worked extensively to ensure that safeguarding is well embedded throughout all of our work.

In addition to group-wide Trócaire global safeguarding policies, additional policies and procedures have been developed to address specific safeguarding considerations associated with our work in Northern Ireland. These include a Policy on Communicating with Supporters who may be vulnerable, Visitors Policy and a use of Images Policy. Training on safeguarding and associated policies forms part of induction for all staff and volunteers with regular refreshers.

Trócaire’s Safeguarding Commitment Statement and policies are published on Trócaire’s website: https://www. trocaire.org/about/accountability/safeguarding/

Safeguarding concerns can be reported to Trócaire by contacting a member of staff or through our confidential e-mail address: [e-mail]

Complaints management

Trócaire (Northern Ireland) has an effective complaints policy and process in place that is reviewed regularly. In the last year we received 12 complaints. Trócaire (Northern Ireland) welcomes and values feedback from our stakeholders. Trócaire is committed to continuous improvement and learning; stakeholder feedback enables us to identify areas we can improve. Trócaire (Northern

Ireland) is also accountable to the Fundraising Regulator and ensures compliance to best standards and practice in fundraising and supporter communications.

Counter Modern Slavery and Trafficking in Persons

Trócaire (Northern Ireland) welcomes The UK Modern Slavery Act 2015 (as well as donor requirements) and the duty it places on organisations, including Trócaire (Northern Ireland), to disclose publicly the steps they are taking to prevent modern slavery in their own organisations and in their supply chains. Trócaire (Northern Ireland) considers that modern slavery and trafficking in persons both abuses and exploits an individual and will therefore not tolerate this within any of our programmes or activities or by any person representing Trócaire (Northern Ireland), including partner organisations whether within or external to our programmes and activities. Trócaire (Northern Ireland) has in place a Supplier Code of Conduct which outlines Human Rights, Ethical, Environmental and Labour standards which we expect all suppliers to adhere to. In particular:

• The Supplier Code of includes an explicit reference to the UK Modern Slavery Act 2015 as well as our Safeguarding Policies;

• As part of the contracting process, all suppliers must sign up to the Supplier Code of Conduct;

• A reference to the Supplier Code of Conduct is included in supplier contracts and/or purchase orders;

• In high-risk countries where we work, Trócaire actively engages with suppliers and partner organisations on this issue in order to risk assess suppliers.

Trócaire (Northern Ireland) is committed to continuing to review, monitor and evaluate our policies, procedures, agreements and training to ensure modern slavery and trafficking in persons does not occur in Trócaire (Northern Ireland)’s work.

Commitment to standards in fundraising practice

Trócaire (Northern Ireland) is fully committed to achieving the standards contained within the Code of Fundraising Practice as set out by the Fundraising Regulator in the UK. The Code of Fundraising Practice sets the standards that apply to fundraising carried out by all charitable institutions and third-party fundraisers in the UK.

The purpose of the Code of Practice is to:

• promote a consistent, high standard of fundraising;

• make sure charitable institutions, their governing bodies and fundraisers know what is expected of them;

• set out the standards to use when considering complaints;

• provide a benchmark for organisations and fundraisers to assess their practices against;

• develop a culture of honesty, openness and respect between fundraisers and the public.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Three Lines of Defence Model

----- Start of picture text -----
Board/Committees (ARC)
Senior Management
1st Line of Defence 2nd Line of Defence 3rd Line of Defence
Management of Risk Management Internal Audit
operations function
Policies and procedures Compliance functions
Process risk management
and internal controls
Regulator(s)
External Audit
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In the Three Lines of Defence Model, management control is the first line of defence in risk management and internal control, second line of defence is the various risk and compliance oversight functions established by management, and independent assurance is the third.

Trócaire (Northern Ireland) continues to work to meet the standards as set out in the Code of Practice that was updated in 2019 by the UK Fundraising Regulator and a review on compliance with the Code of Practice was presented to the board of Trócaire (Northern Ireland) in December 2024.

Ethical fundraising

Trócaire (Northern Ireland) has adopted Guidelines for Charitable Organisations on Fundraising from the Public. Staff, volunteers and anyone else fundraising on behalf of Trócaire (Northern Ireland) are fully trained.

Our approach to managing risk remains underpinned by the following:

• A high-level risk appetite statement, agreed annually with the Board.

• A process for identifying, assessing, mitigating and reporting / monitoring risks at a number of levels in the organisation, including at strategic, divisional, country, programme and major project levels.

• A three lines of defence approach to risk management and internal control.

We provide information on this approach below, together with commentary on key, strategic risks.

Risk Management

Risk Management is a crucial part of Trócaire (Northern Ireland) arrangements. With every year, its importance becomes more apparent. We operate in an increasingly uncertain environment that impacts on much of the work we do and we need to be constantly vigilant of emerging risks, the interconnections between risks and how they can impact on our ability to deliver our mandate.

The project to improve Trócaire’s Risk Management tools continued in 2024 with a revised Risk Management Framework, a new Risk Appetite Statement and a pilot for new Country Office risk registers and templates. Trócaire Northern Ireland also have a new risk register.

Three Lines of Defence Model

We adopt a three lines of defence approach to risk management and internal control. This is made up of:

1. A first line, comprising the policies, processes and procedures for the day-to-day management of operations and application of internal controls.

2. A second line, representing the risk management and compliance / oversight functions and activities.

3. A third line, the Internal Audit function / independent assurances on the management of the activity. Trócaire has a dedicated Internal Audit Unit that reports to its Audit & Risk Committee and undertakes a range of assurance and consultancy assignments both in Ireland and in our overseas operation.

68/69

Risk Management and Risk Registers

Trócaire has an established and structured process for identifying, assessing, evaluating, treating, monitoring, reviewing, and recording and reporting risks. This is carried out through risk registers maintained at several levels in the organisation, each including clear action plans for managing identified risks.

A revised Risk Management Framework formalises this multi-level approach by setting out clear processes for managing risks at Strategic, Directorate, Country Office, Grant, and Functional levels. This layered structure enables a comprehensive view of risk across the organisation and ensures consistency in how risks are assessed, escalated, and addressed.

Trócaire applies a standardised 5 x 5 scoring matrix to evaluate both the likelihood and impact of risks. Risk Owners are also expected to assess whether risks are being managed within the parameters of Trócaire’s Risk Appetite Statement.

Risk management is further strengthened through a model of cross-functional oversight. Risk areas are primarily managed at the level of the risk register, but where appropriate, they are also supported by Heads of Function — such as Security, Safeguarding, Finance, and Standards and Compliance. This dual oversight ensures that risks are not addressed in isolation and supports collaboration across divisions, country offices and functions. It enables mitigation strategies to be both context-specific and aligned with organisational standards, enhancing overall consistency, quality and effectiveness.

Key organisational risks across the Trócaire Group are captured in our Strategic Risk Register and are reviewed bi-annually by the Executive Leadership Team, the Audit and Risk Committee and the Trócaire Group Board. Risks related to Trócaire (Northern Ireland) are assessed in a designated risk register that is reviewed bi-annually and oversight is provided by the Trócaire (Northern Ireland) Board. Risks shown below represent risks assessed under the Revised Risk Management Framework in February 2024.

Risk	Ranking and Trend	Risk Description
1		NIR 01. Public Net Income:Risk of decrease in net unrestricted public income due to changing external environment, failure to adapt and/or failure to maintain a connection
		with NI audiences results in a reduced ability to deliver strategic goals.
		Trócaire’s public net income remained strong in 2024/25 based on the continued
		generosity of people across Northern Ireland. However, given the range of global and
		regional economic uncertainties a fall in income remains a risk. Trócaire continues to
		invest in communicating our work and seeking to reach new audiences.
2		NIR 03. Data and Information Security (DPIS):Risk of failing to manage and protect personal data due to poor systems, lack of control, inefective defences or error, results in reputational, legal and fnancial damage and/or potential negative impact on data
		subjects.
		Whilst this remains an increasing risk across most organisations both in and outside of
		the development and humanitarian sector, during 2024/25 we continued to strengthen
		our internal controls. We focused on incident management, access controls, and global staf awareness, supported by Trócaire’s global network of 51 Data Champions. Regular
		oversight through the DPIS Steering Group and deep dives by the Audit and Risk
		Committee ensure we maintain a proactive and resilient approach to managing this risk,
		as well as external independent assessments.
3		NIR 07. UK AIDMATCH Zimbabwe:The risk that project partners are unable to implement efectively due to changes in operating environment, increased shocks and stresses (e.g.
		climate) or extreme weather events resulting in project outcomes not being met.
		Trócaire ensured that the UK AIDMATCH project in Zimbabwe continued to successfully
		achieve its targets in 24/25. This was achieved through ongoing project monitoring
		and evaluation as well as strong engagement with partners, stakeholders and project
		communities. A positive Mid Term Review of the project was conducted in February
		2025.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Risk Ranking and Trend	Risk Description
4	NIR 02. Relevance, Reputation and Stakeholders:Risk of a decrease in TNI’s brand relevance or visibility, due to a failure to efectively engage a changing NI public, a failure
	in stakeholder management or poor communications, results in a decline in support leading to an inability to fulfl our dual mandate in NI
	Trócaire Northern Ireland continues to manage its relevance and reputation through
	implementation of brand and communication strategies and through regular engagement
	with key stakeholders.
5	NIR 04. Safeguarding:Risk that a failure to implement appropriate safeguarding procedures for staf, volunteers or 3rd parties due to a lack of awareness, training or
	embedding of policies, results in harm to persons (particularly children, at risk adults and Trócaire NI staf/volunteers).
	In 2024/25, Trócaire maintained strong controls including mandatory staf training,
	safeguarding focal points in-country, safe recruitment practices, and a CHS-aligned complaints
	handling framework. Oversight was provided through regular reporting to Organisation &
	Human Resources Committee (OHR)/ International Programmes Advisory Committee (IPAC),
	as well as reporting to the Trócaire (Northern Ireland) Board, and country-level audits.
6	NIR05. Finance (Fraud):Risk of mismanagement of Trócaire NI funds by staf, volunteers or third parties due to inadequate processes, error or misconduct, results in fnancial loss
	and/or reputational damage.
	In 2024/25, Trócaire maintained strong fnancial controls, evidenced by a clean external
	audit and a positive internal audit on public income in Trócaire (Northern Ireland) further strengthening fnancial assurance. Oversight was maintained through the Trócaire
	(Northern Ireland) Board, Audit and Risk Committee, Internal Audit function and ELT.
7	NIR 06. Compliance:Risk of failure of governance or non-compliance with NI regulatory requirements, due to inefective system of controls, policies and procedures, resulting in fnancial, legal and/or reputational damage.
	Trócaire (Northern Ireland) maintains strong governance practices with oversight provided
	by the Trócaire (Northern Ireland) Board and the Audit and Risk Committee. Trócaire
	ensures it remains in line with regulatory changes and best practice through participation
	in a relevant professional networks.

Internal Audit

Internal Audit is a key ‘third line’ of defence providing objective and independent assurances and advise on the organisation’s risk management, internal controls and governance arrangements. Trócaire has a dedicated Internal Audit function, comprising a Head of Internal Audit and an Internal Auditor, reporting to the Chair of the Audit & Risk Committee (the Committee covers both the Group and Trócaire (Northern Ireland) functionally to the Chief Executive.

The function reported to the Audit & Risk Committee on the outcomes of its work, progress against plan and investigation activity throughout the year. An internal audit of Trócaire (Northern Ireland) was carried out in June 2024 giving a reasonable assurance rating to the Audit & Risk Committee and Trócaire Northern Ireland Board.

Martin O'Brien Director

Catriona McCarthy Director

70/71

Financial Review

Detail of Mrs Souvenire preparing food in the Western Province of Rwanda.

Photo: Muiru Mbuthia/ Trócaire.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Financial Review

FINANCIAL MANAGEMENT ANALYSIS

The results for the year are presented on page 80 in the form of a Statement of Financial Activities and comply with Statement of Recommended Practice (SORP) Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard and relevant law applicable in the UK and Republic of Ireland (FRS 102).

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Total Income
£m
£10.0
£9.3m
£8.2m £8.2m
£8.0 £8.0m
£7.1m
£6.0
£4.0
£2.0
£0
28/02/2025 29/02/2024 28/02/2023 28/02/2022 28/02/2021
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FINANCIAL RISK MANAGEMENT

Financial stability risk is described on pages 69 under Principal Risks and Uncertainties.

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Public Donations and Investment Interest
£m
£10.0
£8.0 £8.0m
£7.6m
£7.6m
£7.0m £7.2m £7.0m
£6.7m
£6.8m £6.4m
£6.0 £6.6m
£4.0
£2.0
£0.6m
£0.4m £0.4m
£0.2m £0.1m
£0
■ Unrestricted Donations
■ Restricted Donations
28/02/2025 29/02/2024 28/02/2023 28/02/2022 28/02/2021
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72/73

Total Income

Total income in the period has decreased by £1.1m. This represents a 12% decrease from the income level achieved in 2023/24. Unrestricted income from the public remained strong at £6.4m (£7.2m in prior year). The £0.8m decrease was on all categories of Donations and Legacies. This was partially offset by a £0.3m increase in investment income.

Trocaire and our programme participants give special thanks to all of our donors who have continued to support our work.

Charitable Activities

In the current year, the organisation secured £1.2m from institutional donors in support of our work, a decrease of £0.5m (32%) on prior year. The £1.2m was received from the UK government (FCDO), a decrease of £0.3m on their prior year contribution. In the current year there was no funding from Jersey Overseas Aid Commission, who provided £0.2m in the prior year for a grant that has now finished.

EXPENDITURE

The statement of financial activities shows the analysis of charitable expenditure between charitable activities (overseas development, emergency, recovery, and education programmes) and the cost of raising funds. Our total expenditure for the year was £8.7m, a decrease of £0.4m or 5% on the previous year.

The decrease in overall programme spend was due to the decrease in total income this year. Humanitarian programme spend accounted for 56% of the total programme spend.

Charitable expenditure on programmes amounted to £7.2m and represented 83% of total expenditure. In the last financial year, we worked with partners in 19 countries. The largest country spends were in Somalia £1.9m, South Sudan £1.1m and Zimbabwe £0.7m.

Spend by the Goals as set out in the Trócaire strategic plan is as follows:

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Goal 1: Defending human rights & promoting access to justice £0.5m
Goal 2: Promoting climate & environmental justice £1.0m
Goal 3: Supporting women and girls - protection, voice & leadership £0.6m
Goal 4: Saving lives & protect human dignity £4.0m
Goal 5: Mobilise the public to achieve global justice £0.7m
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----- Start of picture text -----
Charitable Activities Income
£m
£2.0
£1.7m
€1.6
€1.2 £1.2m
£0.9m
€0.8
€0.4
£0.3m
£0.2m
€0
2024/25 2023/24 2022/23 2021/22 2020/21
----- End of picture text -----

----- Start of picture text -----
Expenditure
£m
18%
83%
■ Charitable Activities
■ Raising Funds
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Trócaire Northern Ireland Annual Report and Financial Statements 2025

In addition to the above Trócaire (Northern Ireland) funded small scale missionary projects through the international projects fund of £0.3m.

Expenditure on raising funds was at £1.5m. While this reflects only a marginal (3%) increase on the prior year. the percentage of total expenditure on raising funds has increased to 17% from 15% in 2023/24. This reflects the reduction in Charitable Activities Expenditure in parallel with the decline in public income.

Cost of Raising Funds £1.5m

FINANCIAL POSITION AND RESERVES POLICY

It is Trócaire (Northern Ireland)’s policy to maintain a prudent level of reserves to enable the charity to manage financial, governance and operational risk, deliver on our commitments and our mandate. An adequate and working reserve policy provides essential accountability to our beneficiaries, institutional funders, public supporters, and other stakeholders and assures them that the charity's activities are sustainable.

Trócaire (Northern Ireland)’s available resources at the end of the year were £6.7m (2023/24: £7.2m). Of the available resources, £0.4m (2023/24: £0.4m) is held in restricted funds. These restricted funds relate to institutional donor funds donated for specific areas and activities which will be spent in the coming year. Unrestricted funds of £6.2m (2023/24: £6.7m) are retained for organisational use and are split between general and designated funds.

• In managing its unrestricted reserves of £6.2m, the organisation has an agreed policy of holding a contingency reserve in its emergency fund to cater for emergencies and to allow the organisation to respond rapidly in such circumstances. The amount in this reserve on 28 February 2025 is £0.1m (2023/24: £0.1m).

• The general funds reserve stood at £5.2m (2023/24: £5.6m). This will be used to fund programmes overseas to further the objectives of the organisation.

• The designated funds reserve as at the end of FY2024/25 is £0.9m (2023/24: £0.9m). This is a prefinancing cash reserve held so that the organisation can fund the implementation of programmes while waiting for the cash receipt of the Institutional funding.

.

Free Reserves

Unrestricted funds are not all freely available, should the organisation need immediate access to reserves. To ensure that the organisation has access to funds it is necessary to adjust unrestricted reserves as recommended by Charities SORP (FRS102) by excluding Fixed Assets as it would be unlikely that the organisation would be able to liquidate the fixed assets in a timely manner. Therefore, free reserves are unrestricted funds less fixed assets less designated reserves. At 28 February 2025 free reserves were £5.1m (2023/24: £5.5m).

Reserves Policy

Trócaire (Northern Ireland) have a Board approved reserves policy of holding free reserves of an amount equivalent to 5-7 months of operating expenses of the company. This policy was further updated and approved by the Board in February 2022 to put in a framework for designated funds. As at 28 February 2025 Trócaire (Northern Ireland) held 9.1 months (2023/24: 13.8 months) of operating expenses as free reserves which is in excess of the agreed 5-7 months. The reduction in the current year level of free reserves is in line with the strategic financial management plan for the current year to bring the reserves in line with the approved policy and is as a result of increased planned spend in coming year in addition to the deficit in 2024/25.

TREASURY POLICY AND PERFORMANCE

During the financial year 2024/25, an updated Treasury Policy was approved by the Board and enacted. The policy has driven more active management of surplus cash & foreign exchange exposures across the organisation. EUR & GBP Term Deposits were established, and Foreign Exchange purchases of USD now happen in advance of requirements at more opportune rates. There is an ongoing project to rollout a treasury management platform that will use SWIFT messages to monitor daily bank balances across the organisation, which will further enhance the security of our funds, provide cash flow analysis and global south currency exposures.

The objective of the treasury policy is to maintain high liquidity while ensuring maximum security, meeting ethical standards, and achieving the highest possible return within these limiting factors. Investments will be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio, mitigating against credit risk, interest rate risk, currency risk and country risk. The interest earned on unrestricted income fund deposit is used by Trócaire to fund its work.

The primary mechanism for meeting the objectives is to invest in fixed interest deposit accounts, spreading the total invested and limiting the amount invested with any individual financial institution. The management of the organisation will determine the level of funds and the period of investment with these institutions considering the day-to-day cash flow requirements.

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28/02/2025 29/02/2024 28/02/2023 28/02/2022 28/02/2021
Average Rate of Return 0.03% 0.01% 0.00% 0.00% 0.00%
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The investment return in the current year was in line with expectations having factored in the rates currently offered by the banking sector.

74 /75

KEY PERFORMANCE INDICATORS

In addition to the above financial indicators there are several Key Performance Indicators. The following are key financial performance indicators of Trócaire (Northern Ireland) which are reported on by management as a measure of performance and financial strength.

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Grants to partners as a % of total expenditure
2024/25 2023/24 2022/23
46% 56% 53%
Support costs as a % of total expenditure
2024/25 2023/24 2022/23
8% 4% 4%
Return on fundraising spend
2024/25 2023/24 2022/23
£4.58 £6.63m £4.92m
Unrestricted reserves in months
2024/25 2023/24 2022/23
9.1 months 13.8 months 10.3 months
----- End of picture text -----

• Grants to partners is a measure of how much of our funds is spent by our partner organisations in the field. Trócaire works with a diverse, relevant portfolio of partners that can deliver innovative and impactful programmes in an accountable manner. This ratio has decreased from prior year due to overall decrease in charitable expenditure. Management will focus on increasing this ratio in the coming year.

• Support costs as a % of total expenditure shows how much of total expenditure is absorbed by essential but noncore activities and functions. This has increased on prior year

• Return on fundraising spend is how much we get back for every £1 invested. This return has decreased due to the reduction in public income in 2024/25 but is still considered a strong return on investment.

• Unrestricted reserves are a measure in months of how much resources Trócaire (Northern Ireland) has available to draw down, in order to continue its work in the event of an economic downturn.

The above indicators are considered satisfactory and in line with the expectations of the Directors.

STATE OF AFFAIRS AND EVENTS SINCE THE BALANCE SHEET DATE

There have been no events subsequent to the year-end that require any adjustment to or additional disclosure in the 2024/25 financial statements.

TAXATION STATUS

The company is a recognised charity within the meaning of the Income and Corporation Taxes Act 1988 (HMRC number XR 10431).

GOING CONCERN

The financial statements have been prepared on a going concern basis following the Board’s review of Trócaire (Northern Ireland)’s results for the year, the year-end financial position, the approved budget for the coming year, cash balances and the expected performance for a period of at least 12 months from the date of approval of the financial statements.

Trócaire (Northern Ireland) has the support, if it is required, of its parent entity Trócaire. While Trócaire (Northern Ireland) has a strong reserves position independent of its parent entity, it is heavily dependent on the structures of the parent company in order to carry out its operations. As noted on page 65, Trócaire (Northern Ireland) leverages significant support from its parent entity including HR, Finance, ICT and management support. Trócaire (Northern Ireland) carries out most of its international programme work through the Country Offices of Trócaire, which are branches of the parent entity registered in their respective countries in Africa, Central America, Asia, and the Middle East. Trócaire (Northern Ireland) has a services and funding agreement in place with Trócaire, the parent body, which grants responsibility to Trócaire for the development and overall management of the overseas programmes within the framework of its strategic direction, policies, and standards.

Due to the support of its parent entity and the high level of reserves at year end the Board believe that the charity has adequate resources to continue in operational existence for the foreseeable future and consequently believe there are sufficient resources to manage any operational or financial risks. There is no material uncertainty about the ability to continue.

POLITICAL DONATIONS

There were no political donations made during this financial year or the previous financial year.

DIRECTORS AND SECRETARY

The membership of the Board during the year and up to the signing of the financial statements is set out on page 66.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

STATEMENT OF DISCLOSURE OF INFORMATION TO THE AUDITORS

Each of the persons who is a Director at the date of approval of this report confirms that:

• 1) so far as the Director is aware, there is no relevant audit information of which the company’s auditors are unaware; and

• 2) the Director has taken all the steps that he/she ought to have taken as a Director in order to make himself/ herself aware of any relevant audit information 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. Based on its results for the current, and prior, financial year Trócaire (Northern Ireland) qualifies as a Medium Sized Company under the Companies Act 2006 and is entitled to the exemptions available to medium sized companies in preparations of its Directors’ report.

INDEPENDENT AUDITORS

Crowe Ireland have expressed their willingness to continue in office as auditors for Trócaire (Northern Ireland) and a resolution proposing their re-appointment will be submitted at the Annual General Meeting.

STATEMENT OF DIRECTORS’ RESPONSIBILITIES

The Directors are responsible for preparing the combined Strategic and Directors’ report, and the financial statements in accordance with applicable law and regulations, Companies Act 2006 and the Charities Act (Northern Ireland) 2008.

Company law requires the Directors to prepare financial statements for each financial year. Under that law the Directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law) including FRS 102 “The Financial Reporting Standard” applicable in the UK and Republic of Ireland. Under company law the Directors 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 company and of the statement of financial activities of the company for that period. In preparing these financial statements, the Directors are required to:

• select suitable accounting policies and then apply them consistently;

• make judgments and accounting estimates that are reasonable and prudent;

• observe the methods and principles in Statement of Recommended Practice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102);

• state whether applicable UK Accounting Standards, comprising FRS 102, have been followed, subject to any material departures disclosed and explained in the financial statements; and

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in business.

The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the company’s transactions and disclose with reasonable accuracy at any time the financial position of the company and enable them to ensure that the financial statements comply with the Companies Act 2006 and the Charities Act (Northern Ireland) 2008. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Approved by the Board and signed on its behalf by:

Catriona McCarthy Director

Martin O'Brien Director

Crowe rowe lrnl•nd 40 Ra•J Dublin 4 (XH C2N4 IrelaThl Tol +353 1448 Indopondent audltof• r•port lo dlrgCtor• ol TrOcalr• INorth•m Ir•land} Roport on th8 audit ol Iho financlal statemenls Oplnlon on the flnanclal slatements of Trtsalre (Northern Ireland) We have aud¢led the fina￿la1 statements of TrOcAre {Northem Ireland) Ithe 'Companll for the year ended 28 February 2025, whKh compn5e the Sialemenl ol Financial Activitie5. the 8alance Sheet, the Ststement ol Cash Flows and the related rN)les to the financial slatements. induding 8 summary of signfficant accounb'rKJ policies. finanrial rewts'ng framework Ihat has been aWle(l in their yeparalion is apFAicable law arld Unlted Kingdc Accnunting SlarKJarts. induding FRS 102 Tr Finanaal Rep￿ing Standard applicable in the UK and Republic of Ifelan(r and Ac(wnling and RewtThJ by Charities." Sialemenl of RecommerKJed Practic appl￿ble lo charities P￿P￿lT￿a Iheir a(yJyJnts in acC￿darKe Y•ith FRS 102. In our opinion. the aco)npanyrs finanda statements: give a Irue aThJ fair view of Ihe assets. liablities arKI fKwKial rX)Si￿n of ts Cunpany as at 28 February 2025 and ol ils nel rrn)vemenl in funds Ihe year then ended; have been Pfopefty prepared in ac and applicable law. I￿r rosFAJisibilrties under Ihose arbdards are further desutb&J in Ihe AudiiLYS' respffisibilitses lor the of the firon(aal statements sectlon of our rerth. We are independenl of the Company In accordance wilh Ihe ethtcal requirements that are rel￿nI to Our aLKltt of financial statements in UK. induding the FRC'S Ethical Standard. aTrY we have fuffilled our other elhlc21 resp￿SIbil[lIeS in actordanrn blrylh Ihese requirements. We believe Ihal the audit evthnc8 we have obtained is sufficieni and appyopriate lo provide a basis for our opini￿. We belleve that the audtt ovldonce we trwve oblained is suffMt and appro[￿ to womde a basLs ￿ our op1n14￿. Conclusions rn18ting io golng conc•rn In auditlrw financial statements. we have ¢(￿duded that Ihe (firecto￿. use ol IIMY c(xxzm basis of accounting in the preparation ol the finanaal slatements is ap(mpnate. Based on tre work we have p8rfomied. we have not idonttrth any rnalerial uncertainties relating lo events or Condit￿n$ thaL indmdually or collectivdy. may cast signsfKant doubt on the c(KApany's ability to corrtlnue as Ing ccmcem for a pefiod of at18ast twelve frcffi ttbe financial sialem8nls are aulhortsed for issue. Our responsibllilies and the respwbililies of Ihe dtreclors wlth respect kn golng ¢￿￿ern descrifJe(I In Iho relevanl $￿t￿8 of this r8poTL Olher inlormatlon The directors are ￿poNSible for Ihe other inlom)ai￿I. The other infMnaI￿ C(¥n￿Se$ the inlom)atiffi Ir￿uded Ihe Annual report, olher than the finanoal stateffthts and our Auditors. rekxirt thereon. Our O￿nIOn on Ihe fflnwyl statements dcrt not cover the ollw Informats'on and. except to the exnt ottrwlse explkluy slaled In In CA￿necti(￿ ¥ith audit of the fmanci81 statements, our respDrribrfty is to re￿1 lh8 other 1n1orn￿t￿)n and, In doing so. C4)nsMler wlther the othar #kntson is malerially I￿1￿1$￿16n1 with Ihe financial statements or Ouf knowledge obtair￿ in the audil ￿ otherwise appears to be malerially misslated. If we +derrtify such fffjterigl hKonsi5tenues or appaienl malerial misslatennts. we are required 10 delemiir whelher lhe￿ Is a materlal misslat8rrnnl In the ffinanclal stateffnts ￿ 8 nial8Flal misstalernenl of Ihe oltw InformalK￿.1ff, b8S8d on the w vrn porfornd. w• (xvKluda Ihat Ihete ts a malerlal n￿lement ol Ihls olhw informalwjn, wo are required k> Ihai fact.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

We have nothing to report in this regard.

Opinion on the Other Matters Prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

• the information given in the directors’ report for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the directors’ report has been prepared in accordance with applicable legal requirements.

Matters on Which We Are Required to Report by Exception

In the light of the knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ 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:

• adequate accounting records have not been kept; or

• the financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of directors’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit.

Responsibilities of Directors for the financial statements

As explained more fully in the Statement of Directors' Responsibilities, the directors 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 directors 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 directors are responsible for assessing the 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 management either intends to liquidate the Company or to cease operations, or has no realistic alternative but to do so.

Auditors’ 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.

The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below:

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud.

Based on our understanding of the company and its industry, we identified that the principal risks of noncompliance with laws and regulations related to the NI charity regulation, NI tax legislation, employment legislation, health and safety regulation, anti-bribery, corruption and fraud, money laundering, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements, such as the Companies Act 2006.

We evaluated the directors' and management's incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override 'of controls) and determined that the principal risks were related to posting manual journal entries to manipulate financial performance, management bias through judgements and assumptions in significant accounting estimates and significant one-off or unusual transactions.

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Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

• the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations;

• we identified the laws and regulations applicable to the company through discussions with directors and/or senior management, and from our commercial knowledge and experience of the sector;

• we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the charity, including Companies Act 2006, taxation legislation, data protection, anti-bribery, employment, environmental and health and safety legislation;

• we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspondence; and

• identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of non-compliance throughout the audit.

We assessed the susceptibility of the charity's financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

• making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; and

• considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations.

To address the risk of fraud through management bias and override of controls, we:

• performed analytical procedures to identify any unusual or unexpected relationships;

• tested journal entries to identify unusual transactions;

• assessed whether judgements and assumptions made in determining the accounting estimates set out in the notes to the financial statements were indicative of potential bias; and

• investigated the rationale behind significant or unusual transactions.

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

• agreeing financial statement disclosures to underlying supporting documentation;

• reading the minutes of meetings of those charged with governance; and

• enquiring of management as to actual and potential litigation and claims.

There are inherent limitations in the audit procedures described above and the primary responsibility for the prevention and detection of irregularities including fraud rests with management. As with any audit, there remained a risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal controls.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.

The Purpose of Our Audit Work and to Whom We Owe Our Responsibilities

This report is made solely to the 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 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 company and the company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Signed by:

Roseanna O'Hanlon (Statutory Auditor)

for and on behalf of:

Crowe Ireland

Chartered Accountants & Statutory Audit Firm 40 Mespil Road Dublin 4

Date: 29/8/2025 | 13:32 BST

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Statement of financial activities For the financial year ended 28 February 2025

Notes Incoming Resources: Donations and legacies 3.1 Charitable activities 3.2 Investment Income 3.3 TOTAL INCOME 3 Expenditure: Raising Funds 4 Charitable activities 5 TOTAL EXPENDITURE Net (Expenditure)/Income Reconciliation of Funds Fund Balances at beginning of the fnancial year 12/13 FUND BALANCES AT END OF THE FINANCIAL YEAR 12/13	Unrestricted Restricted Total Unrestricted Restricted Total Funds Funds 2025 Funds Funds 2024 £’000 £’000 £’000 £’000 £’000 £’000 6,429,444 217,900 6,647,344 7,166,974 390,372 7,557,346 - 1,183,395 1,183,395 - 1,746,269 1,746,269 323,619 - 323,619 1,549 - 1,549
	6,753,063 1,401,295 8,154,358 7,168,523 2,136,641 9,305,164
	(1,451,393) (111) (1,451,504) (1,402,983) (217) (1,403,200) (5,806,275) (1,406,801) (7,213,077) (5,608,624) (2,134,907) (7,743,531)
	(7,257,669) (1,406,912) (8,664,581) (7,011,607) (2,135,124) (9,146,731)
	(504,606) (5,617) (510,223) 156,916 1,517 158,433
	6,718,149 447,718 7,165,867 6,561,233 446,201 7,007,434
	6,213,543 442,101 6,655,644 6,718,149 447,718 7,165,867

There are no other recognised gains or losses other than those listed above. All income and expenditure derives from continuing activities.

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Balance sheet As at 28 February 2025

Notes FIXED ASSETS Tangible fxed assets 8 CURRENT ASSETS Debtors and prepayments 9 Cash at bank and on short term deposit 15 CREDITORS(Amounts falling due within one year) 10 NET CURRENT ASSETS TOTAL ASSETS FUNDS OF THE CHARITY Restricted funds 12 Unrestricted funds 13 TOTAL FUNDS	2025 2024 £’000 £’000 210,000 215,000
	753,371 1,007,382 8,746,661 10,937,404
	9,500,032 11,944,786
	(3,054,389) (4,993,919)
	6,445,644 6,950,867
	6,655,644 7,165,867
	442,101 447,718 6,213,543 6,718,149
	6,655,644 7,165,867

The financial statements of Trócaire (Northern Ireland), registered number: NI021482 and associated notes integral to the accounts, were approved by the Board of Directors on 10/06/2025 and signed on its behalf by:

Catriona McCarthy Director

Martin O'Brien Director

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Statement of cash flows For the financial year ended 28 February 2025

Notes Cash fows from operating activities Net cash (expended by)/generated from operating activities 14 Cash fows from investing activities Interest received 3.3 Cash fows generated from investing activities Change in cash and cash equivalents in the fnancial year Cash and cash equivalents at beginning of the fnancial year 15 Cash and cash equivalents at end of the fnancial year 15 Analysis of cash and cash equivalents: Cash at bank and on short term deposit	2025 2024 £’000 £’000 (2,514,361) 3,306,670
	323,619 1,549
	323,619 1,549
	(2,190,743) 3,308,219 10,937,404 7,629,185
	8,746,661 10,937,404
	8,746,661 10,937,404

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Notes to the consolidated financial statements For the financial year ended 28 February 2025

1 ACCOUNTING POLICIES

The following accounting policies are applied consistently in dealing with items which are considered material to the charity’s financial statements:

Basis of preparation

The financial statements have been prepared in accordance with the Companies Act 2006, the Charities Act (Northern Ireland) 2008 and 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 statements have been prepared on a going concern basis following the Board’s review of Trócaire (Northern Ireland)’s results for the year, the year-end financial position, the approved budget for the coming year and the expected performance for a period of at least 12 months from the date of approval of the financial statements. Trócaire (Northern Ireland) also has the financial support of its parent entity if required. Therefore, the Board believes that the charity has adequate resources to continue in operational existence for the foreseeable future and consequently believe there are sufficient resources to manage any operational or financial risks. There is no material uncertainty about the ability to continue as a going concern.

Trócaire (Northern Ireland) is availing of the exemption under FRS 102 (33.11) Related Party Disclosures not to disclose details of transactions with companies within the Group.

Trócaire (Northern Ireland) is a public benefit entity as defined by FRS 102.

Incoming resources

Income is recognised when the company becomes legally entitled to the funds, the income can be measured reliably and it is probable the funds will be received.

Where income has been received in advance, it is deferred until the conditions are met. Where income has not yet been received, but all criteria for recognition has been satisfied, the income is accrued as a debtor in the balance sheet.

Income reflected in the financial statements includes:

• Donations and Legacies: donations from the public, corporates, trusts, legacies, major donors and related tax refunds.

• Charitable Activities: Income from institutional donors which includes Governments and other agencies and groups.

• Investment Income: Income earned on deposits during the year.

Donations and Legacies

• Monetary donations from the public are recognised as income when the donations are received.

• Legacy income is recognised when confirmation of unconditional entitlement to the bequest is received.

• Tax refunds are recognised when all legislative requirements have been met and the amounts can be measured with reasonable certainty.

Charitable Activities

As per income recognition conditions under Charities SORP, grants from institutional donors are recognised when Trócaire is legally entitled to the income and is fulfilling the conditions contained in the related funding agreements which may be time or performance related. All grant agreements are reviewed using these criteria to ensure income is recognised consistently and correctly.

Trócaire (Northern Ireland) may be liable for any disallowable expenditure - no provision or disclosure has been made in these accounts for any such liabilities because the likelihood is deemed remote and immaterial.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

1 ACCOUNTING POLICIES (Continued)

Fund accounting

There are two types of funds maintained as follows:

• Restricted funds represent income which can only be used for particular purposes as specified by donors.

• Unrestricted funds are comprised of general funds and designated funds. General funds are expendable at the discretion of the organisation in furtherance of the objectives of the charity while designated funds are a portion of the unrestricted funds that have been set aside for a particular purpose.

Income is treated as being general and unrestricted, unless a donor has specified the manner in which the donation is to be spent, in which case it is treated as restricted income.

The Board review the restricted income funds on an annual basis. Where restricted public funds remain unspent three years following receipt and the Board consider that funds exist which are surplus to requirements, an appropriate transfer can be made to unrestricted funds.

Expenditure

All expenditure is accounted for on an accruals basis and has been analysed between cost of raising funds and charitable activities.

Functional and presentation currency

The financial statements are prepared in British Pounds (GBP). This is functional currency of the charity as the majority of funds raised by the company are in GBP.

Translation of foreign currencies

Transactions in foreign currencies during the financial year are translated at the rate of exchange ruling on the date of the transaction. Foreign currency balances at the balance sheet date are translated at the rate of exchange on that date. Any gain or loss arising from a change in exchange rates subsequent to the date of a transaction is included in the Statement of Financial Activities.

Pensions

Trócaire (Northern Ireland) operates a defined contribution pension scheme. Pension benefits are funded over the employees’ period of service by way of contributions from the organisation and employees. Contributions are charged to the Statement of Financial Activities in the year in which they become payable.

Trócaire (Northern Ireland) is a registered charity and therefore is not liable to income tax or corporation tax on income derived from its charitable activities. All its income falls within the various exemptions available to registered charities.

Expenditure can be subcategorised as follows:

Debtors

Charitable Activities

Programme costs: Those costs, including grants to partners, which can be directly attributed to our overseas and Ireland programmes. This expenditure is primarily spent in our countries of operation and is focused on partner capacity building, monitoring, evaluation and ensuring we maximise our impact. In Ireland our programme work is aimed at creating a greater awareness of the causes of world poverty and injustice and how change can be achieved.

Raising Funds

Costs of raising funds comprise the costs incurred in fundraising, including the costs of advertising, producing publications, printing, and mailing fundraising material and staff costs.

Support Costs

Support costs are those costs which cannot be directly attributed and have been allocated in proportion to estimated benefits received. These include costs such as finance and logistics, human resources, IT and communications, premises and governance costs. The support costs have been allocated as follows, 80% to overseas programme, 10% to Ireland programme, and 10% to raising funds.

Debtors are recognised at the settlement amount due after any discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Debtors and prepayments in countries of operation comprise balances arising from programme activities. Income recognised by Trócaire (Northern Ireland) from institutional funders, but not yet received at year end, is included in debtors.

Cash at bank and in hand

Cash at bank and in hand is comprised of cash on deposit at banks requiring less than 3 months’ notice of withdrawal. These are carried at amortised cost.

Creditors

Creditors and provisions are recognised where the entity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be reliably measured or estimated. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due and at their present value where the time value of money is deemed significant. Creditors in countries of operation comprise accruals and trade payables arising from programme activities. Funds already received from institutional donors that do not yet meet the criteria for recognition as income, are shown in creditors.

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1 ACCOUNTING POLICIES (Continued)

Operating lease

Rentals applicable to operating leases where substantially all the benefits and risks of ownership remain with the lessor are charged to the Statement of Financial Activities (SOFA).

Tangible fixed assets and depreciation

Tangible fixed assets costing £3,000 or more are capitalised and stated in the balance sheet at cost (or valuation) less accumulated depreciation. Depreciation is calculated to write off the cost of the asset over its expected useful life at the following annual rates:

----- Start of picture text -----
Leasehold property 2% straight line method
Fixtures & fittings 12.5% reducing balance
method
Computer& Software 33.3% straight line method
----- End of picture text -----

The carrying values of tangible fixed assets and leasehold property are reviewed annually for impairment in periods if events or changes in circumstances indicate the carrying value may not be recoverable. Tangible fixed assets held by overseas locations are not included in the tangible fixed assets in the balance sheet but expensed at the time of purchasing as part of the charitable expenditure due to the donor rules for the funds used to purchase tangible assets.

Stocks

The cost of publications and promotional and educational material is written off in the year in which it is incurred.

Financial assets are recognised when and only when a) the contractual rights to the cash flows from the financial asset expire or are settled, b) the entity transfers to another party substantially all of the risks and rewards of ownership of the financial asset, or c) the entity, despite having retained some, but not all, significant risks and rewards of ownership, has transferred control of the asset to another party. Financial liabilities are recognised only when the obligation specified in the contract is discharged, cancelled or expires.

2 CRITICAL ACCOUNTING JUDGEMENTS AND KEY SOURCES OF ESTIMATION UNCERTAINTY

In the application of the entity’s accounting policies, which are described in note 1, the Board are required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision and future periods if the revision affects both current and future periods. This includes material items such as independent valuation of fixed property assets and income recognition of institutional funding contracts in line with SORP rules.

Financial instruments

Financial assets and financial liabilities are recognised when the entity becomes a party to the contractual provisions of the instrument. Financial liabilities are classified according to the substance of the contractual arrangements entered into.

All financial assets and liabilities are initially measured at transaction price (including transaction costs), except for those financial assets classified as at fair value through profit or loss, which are initially measured at fair value (which is normally the transaction price excluding transaction costs), unless the arrangement constitutes a financing transaction. If an arrangement constitutes a financing transaction, the financial asset or financial liability is measured at the present value of the future payments discounted at a market rate of interest for a similar instrument.

Financial assets and liabilities are offset in the balance sheet when, and only when there exists a legally enforceable right to set off the recognised amounts and the entity intends either to settle on a net basis, or to realise the asset and settle the liability simultaneously.

Trócaire Northern Ireland Annual Report and Financial Statements 2025

3 INCOMING RESOURCES

3.1 Donations and Legacies Lenten Campaign General Donations & Legacies Committed Giving Special Appeals 3.2 Charitable activities UK Government, DFID Jersey Overseas Aid Commission 3.3 Investment income Deposit Income Total Income	Unrestricted Restricted Total Unrestricted Restricted Total Funds Funds 2025 Funds Funds 2024 £’000 £’000 £’000 £’000 £’000 £’000 2,433,491 7,391 2,440,882 2,483,130 - 2,483,130 2,640,942 15,106 2,656,048 3,453,298 500 3,453,798 1,355,011 80 1,355,091 1,230,546 - 1,230,546 - 195,323 195,323 - 389,872 389,872
	6,429,444 217,900 6,647,344 7,166,974 390,372 7,557,346
	- 1,183,395 1,183,395 - 1,512,073 1,512,073 - - - - 234,196 234,196
	1,183,395 1,183,395 - 1,746,269 1,746,269
	323,619 - 323,619 1,549 - 1,549
	6,753,063 1,401,295 8,154,358 7,168,523 2,136,641 9,305,164

4 RAISING FUNDS EXPENDITURE

Costs of generating donations and legacies Cost of generating Lenten Campaign Cost of generating Committed Giving Cost of generating Special Appeals Support Costs (see note 5.1)	2025 2024 £ £ 938,608 867,847 260,495 277,213 184,198 188,986 1,026 5,326 67,067 63,828
	1,451,393 1,403,200

Difference in breakdown of raising funds expenditure is due to a change in how expenditure is now classified on system. Expenditure related to raising funds was funded from unrestricted resources apart from nominal amount of £111 (2024: £217).

During the year an amount of £1,359,426 (2024: £1,338,072) was recharged from Trócaire in respect of costs of generating donations and legacies by Trócaire on behalf of Trócaire (Northern Ireland). This recharge is based on the expenditure incurred per fundraising campaign by Trócaire apportioned in line with the proportion of level of effort of the fundraising team on that campaign for Trócaire (Northern Ireland). This new recharge policy between Trócaire and Trócaire (Northern Ireland) occurred in the prior year.

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5 CHARITABLE ACTIVITIES EXPENDITURE

CHARITABLE ACTIVITIES EXPENDITURE
Overseas Programme Strategic Plan 2021-2025 Goal: 1: Human rights/Access to justice 2: Climate & environmental justice 3: Women & girls protection 4: Save lives/Protect human dignity Partnership and Localisation International projects Ireland Programme Goal: 5: Mobilise the public to achieve global justice	Programme Support Total Total Costs Costs 2025 2024 £ £ £ £ 439,155 39,387 478,542 360,024 918,551 82,384 1,000,935 943,945 599,262 53,747 653,009 848,530 3,726,872 334,260 4,061,133 4,884,687 55,538 4,981 60,519 14,112 252,654 22,660 275,315 228,068
	5,991,563 537,421 6,529,453 7,279,366
	616,446 67,178 683,624 464,165
	6,608,479 604,599 7,213,077 7,743,531

Analysis of unrestricted and restricted Charitable Activities expenditure:

Overseas programmes People and leaders in Ireland acting for a just world	Unrestricted Restricted Total Unrestricted Restricted Total Funds Funds 2025 Funds Funds 2024 £’000 £’000 £’000 £’000 £’000 £’000 5,122,763 1,406,690 6,529,453 5,144,676 2,134,690 7,279,366 683,513 111 683,624 463,948 217 464,165
	5,806,275 1,406,801 7,213,077 5,608,624 2,134,907 7,743,531

The parent company Trócaire charges Trócaire (Northern Ireland) a portion of country office costs incurred by Trócaire on its behalf in relation to operating programmes funded by Trócaire (Northern Ireland). For 2025, this amounts to £199,257 (2024: £190,133).

Trócaire Northern Ireland Annual Report and Financial Statements 2025

5.1 Support costs

Support costs
Activities Governance (note 6)	2025 2024 £ £ 662,951 615,795 8,826 22,483
	671,776 638,278

The parent company Trócaire charges Trócaire (Northern Ireland) a portion of support costs incurred by Trócaire on its behalf in relation to HR, finance, IT and compliance costs. For 2025, this amounts to £216,567 (2024: £167,413).

Support costs which cannot be directly attributed have been allocated in proportion to estimated benefits received. These include costs such as finance and logistics, human resources, IT and governance costs and are apportioned as follows:

– 80% to the Overseas Programme (Goals 1-4)

– 10% to People and leaders in Ireland acting for a just world (Goal 5)

– 10% to Raising Funds

Overseas Programme (Goals 1-4) People and leaders in Ireland acting for a just world (Goal 5) Raising funds (See note 4)	2025 2024 £ £ 537,421 510,622 67,178 63,828 67,178 63,828
	671,776 638,278

6 GOVERNANCE COSTS

GOVERNANCE COSTS
Audit fee Strategic management	2025 2024 £ £ 8,826 16,759 - 5,724
	8,826 22,483

The audit fee relates to external audit only. No other service is provided by our auditors, Crowe Ireland.

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7 STAFF COSTS

The average number of employees in Trócaire (Northern Ireland) during the financial year was 29 (2024: 16). The aggregate amounts paid to or on behalf of staff based in Trócaire (Northern Ireland) was as follows:

Salaries Employer’s social security contributions Employer’s pension contributions	2025 2024 £ £ 1,301,331 625,927 114,844 64,839 97,458 58,617
	1,513,633 749,383

The increase in salary costs above is as a result of a reclassification of costs in our Somalia and Sudan programmes from programmatic costs to programme support costs.

The Board members do not receive remuneration for their services as Directors and members of the Board. Directly incurred expenses are reimbursed, if claimed, and amounted to £nil (2024: £nil). The remuneration of the key management team was £74,000 (2024: £60,000). This includes Salaries, Employer’s social security and pension contributions.

There were 4 (4 in 2023/24) employees contracted in Northern Ireland whose total employee benefits (excluding employer pension costs) were greater than £60,000 and less than £70,000 in the current financial year.

Trócaire (Northern Ireland) has a compensation strategy, compensation framework, salary management processes and benchmarking mechanisms to determine pay and benefits including pension arrangements of all staff. Trócaire (Northern Ireland)’s market reference point is set to construct pay ranges and to benchmark remuneration around the median of the market having regard to similar employment in the NGO sector as well as general business/public service sectors where appropriate.

8 FIXED ASSETS

Cost Balance at 1 March 2024 Balance at 28 February 2025 Accumulated depreciation Balance at 1 March 2024 Charge the year Balance at 28 February 2025 Net book value Balance at 29 February 2024 Balance at 28 February 2025	Leasehold Fixtures Computer Total property & fttings & software £ £ £ £ 405,144 172,456 1,526 579,126
	405,144 172,456 1,526 579,126
	190,144 172,456 1,526 364,126 5,000 - - 5,000
	195,144 172,456 1,526 369,126
	215,000 - - 215,000
	210,000 - - 210,000

Trócaire Northern Ireland Annual Report and Financial Statements 2025

9 DEBTORS AND PREPAYMENTS

Amounts falling due within one year: Donor income accrued Taxation refundable Other debtors/prepayments	2025 2024 £ £ 540,025 827,386 203,851 179,896 9,495 100
	753,371 1,007,382

Included in donor income accrued is an amount of £nil(2023/24: £25,000) relating to legacies and £nil (2023/24: £nil) due from Institutional funders.

Amounts owed from Trócaire are receivable upon demand and are not interest bearing.

10 CREDITORS: Amounts falling due within one year

Amounts due to Trócaire Sundry creditors & accruals	2025 2024 £ £ 3,004,496 4,899,090 49,893 94,829
	3,054,389 4,993,919

Amounts owed to Trócaire are payable upon demand and are not interest bearing.

11 ANALYSIS OF NET ASSETS BETWEEN FUNDS

Fixed assets Net current assets	Unrestricted Restricted Total Total Funds Funds 2025 2024 £’000 £’000 £’000 £’000 210,000 - 210,000 215,000 6,003,543 442,100 6,445,644 6,950,867
	6,213,543 442,100 6,655,644 7,165,867

In the opinion of the Directors, sufficient resources are held in an appropriate form to enable each fund to be applied in accordance with the restrictions imposed. The majority of funds are held in short term cash deposits to enable the charity to respond rapidly to unforeseen emergency situations.

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12 RESTRICTED FUNDS

Institutional funding and donor advised funds Specifc Funds: Yemen Syria and refugee crisis Ukraine South Sudan Gaza Sudan East Africa Middle East Appeal Morocco	Balance at Incoming Expenditure Balance at start of year resources end of year £ £ £ £ 413,788 1,198,006 (1,174,558) 437,236 - 520 (520) - - 2,180 (2,180) - 17,881 2,222 (20,103) - - 850 (850) - - 19,125 (19,125) - - 4,865 - 4,865 - 145 (145) - - 173,382 (173,382) - 16,049 - (16,049) -
	447,718 1,401,295 (1,406,912) 442,101

13 UNRESTRICTED FUNDS

UNRESTRICTED FUNDS
General funds Designated funds Emergency contingency	Balance at Incoming Expenditure Balance at start of year resources end of year £ £ £ £ 5,718,149 6,753,063 (7,257,668) 5,213,543 900,000 - - 900,000 100,000 - - 100,000
	6,718,149 6,753,063 (7,257,668) 6,213,543

(a) General Funds

General Funds are used to support relief and development programmes overseas, in partnership with local communities.

(b Designated Funds

Designated Funds are set aside for pre-financing of projects in advance of receipt of Institutional Funding income. They remain the same in 2025 at £900k (2023/24: £900k) in line with expected prefinancing required.

(c) Emergency Contingency

The Emergency Contingency is set aside out of general income to enable Trócaire (Northern Ireland) to react in the event of a disaster or emergency for which resources may not be otherwise available.

14 RECONCILIATION OF CHANGES IN RESOURCES TO NET CASH FLOW USED IN CHARITABLE ACTIVITIES

Net (expenditure)/income for the fnancial year Depreciation Interest income Net movement with group undertakings Decrease/(increase) in debtors (Increase)/decrease in creditors Net cash (expended by)/generated from charitable activities	2025 2024 £ £ (510,223) 158,433 5,000 5,000 (323,619) (1,549) (1,894,594) 3,365,850 254,011 (466,061) (44,936) 244,997
	(2,514,361) ,306,670

Trócaire Northern Ireland Annual Report and Financial Statements 2025

15 ANALYSIS OF CHANGES IN NET FUNDS

ANALYSIS OF CHANGES IN NET FUNDS
Cash at bank and on short term deposit	1 March Cash Flows 28 February 2024 2025 £ £ £ 10,937,404 (2,190,743) 8,746,661

16 DETAILS OF GUARANTEE

The company is limited by guarantee having no share capital. At 28 February 2025, there was 1 member (2024: 1) where guarantee is limited to £1. This guarantee continues for one year after membership ceases. The company is exempt from including the word limited in its name.

17 GROUP AND RELATED PARTY TRANSACTIONS

Trócaire (Northern Ireland) is availing of the exemption under FRS 102 (33.11) Related Party Disclosures not to disclose details of transactions with companies within the Group.

18 LEASE COMMITMENTS

Total future minimum lease payments under non-cancellable operating leases as follows:

Leasehold premises Within one year Between two and fve years After fve years	2025 2024 £ £ - 29 - - - -

19 TAXATION

Trócaire (Northern Ireland) is a registered charity and therefore is not liable to income tax or corporation tax on income derived from its charitable activities. All its income falls within the various exemptions available to registered charities.

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20 FINANCIAL INSTRUMENTS

The carrying value of the company’s financial assets and liabilities are summarised by category below:

Financial Assets

Measured at undiscounted amount receivable.

Financial Assets Measured at undiscounted amount receivable.
Donor income accrued Other debtors Financial Liabilities Measured at undiscounted amount payable Amounts due to parent Sundry creditors and accruals	2025 2024 £ £ 540,025 827,386 9,495 100
	2025 2024 £ £ 3,004,496 4,708,090 49,893 94,829

21 SUBSEQUENT EVENTS

There have been no events subsequent to the year-end that require any adjustment to or additional disclosure in the 2024/25 financial statements.

22 ULTIMATE CONTROLLING PARTY

The company is a subsidiary undertaking of Trócaire, a registered charity in the Republic of Ireland. Since Trócaire (Northern Ireland) was established, Trócaire appointed the company members of Trócaire (Northern Ireland). It is on this basis that Trócaire (Northern Ireland) has been deemed a subsidiary of Trócaire. With the enactment of the updated constitution of Trócaire (Northern Ireland) on 3rd April 2020, Trócaire the parent entity became the sole company member of Trócaire (Northern Ireland). Trócaire (Northern Ireland) leverages significant support from its parent entity including HR, Finance, ICT and management support. The Chief Executive Officer of Trócaire is Caoimhe de Barra. Copies of the group accounts are available to the public on Trócaire’s website www.Trócaire.org

Trócaire Northern Ireland Annual Report and Financial Statements 2025

Supplementary Information

(Not covered by the Independent Auditor’s Report)

APPENDIX 1 – CHARITABLE EXPENDITURE BY COUNTRY For the financial year ended 28 February 2025

The following table shows the breakdown of charitable expenditure to overseas programme. This includes grants to partners, programme activities and support costs.

partners, programme activities and support costs.
Country	2025	2024
	£’000	£’000
Somalia	1,953,491	1,518,854
South Sudan	1,108,910	1,348,809
Zimbabwe	689,672	1,122,766
Occupied Palestinian Territory	337,641	512,377
Lebanon/Syria	297,041	438,564
Honduras	333,335	387,296
Costa Rica	370,151	361,975
Guatemala	281,330	278,289
Ethiopia	107,763	275,903
Rwanda	366,662	273,641
Sierra Leone	175,715	272,515
Malawi	84,394	129,768
Myanmar/Thailand	67,157	84,038
Other Countries and Projects	222,193	80,801
Kenya (Partnership and Localisation Hub)	-	1,754
Democratic Republic of Congo	134,000	1,016
Total overseas programme costs	6,529,453	7,088,366

Spend in Other Countries and Projects relates to programmes in locations where Trócaire does not have a country office. Spend in Kenya relates to our Localisation Hub and our Global Support Office, both of which are based in Nairobi.

94/95

APPENDIX 2 – TOP 50 GRANTS TO PARTNERS

	Partner name Country	Partner name Country	GBP£
1	CAFOD - South Sudan South Sudan		514
2	CAFOD UK South Sudan		483
3	CADEC / CARITAS Masvingo Zimbabwe		220
4	Musasa Project Zimbabwe		161
5	Beit El Baraka Lebanon/Syria		130
6	Adigrat Diocesan Catholic Secretariat - Adigrat Ethiopia		81
7	ASOCIACION CENTROAMERICANA PARA EL DESARROLLO
	Y LA DEMOCRACIA RED LOCAL Costa Rica		78
8	IBUKA Rwanda		70
9	Fundación Centro de Derechos Sociales del Inmigrante Costa Rica		60
10	Asociación Coordinadora Comunitaria de Servicios para la Salud-ACCSS Guatemala		56
11	CAFOD UK South Sudan		56
12	Pastoral Social San Marcos Guatemala		56
13	Nabad Assoctaion Lebanon/Syria		54
14	Colectivo de DD HH para la memoria histórica de Nicaragua Costa Rica		45
15	FSAR Fundacion San Alonso Rodriguez Honduras		43
16	DIOCESIS DE QUICHE Guatemala		43
17	Nomadic Assistance for Peace & Development Somalia		43
18	Fundación CEJIL-Mesoamerica Costa Rica		43
19	ADEPES Asociacion de Desarrollo Pespirense Honduras		42
20	Asociacion de Organismos No Gubernamentales de Honduras Honduras		39
21	CASM Comision de Accion Social Menonita Honduras		39
22	CARITAS, Pastoral Social Arquidiocesis de Tegucigalpa Honduras		39
23	Asociación Puntos de Encuentro para transformar la vida cotidiana Costa Rica		37
24	Active in Development Aid Somalia		36
25	Caritas Lebanon Lebanon/Syria		35
26	Women's Afairs Centre Occupied Palestinian Territory		34
27	CADECOM MANGOCHI Malawi		33
28	Welfare Society for the Disabled Sierra Leone		30
29	COMMISSION EPISOPALE JUSTICE ET PAIX Rwanda		30
30	Presentation Mission Ofce Republic of Ireland		26
31	Ofek - The Israeli Centre for Public Afairs Occupied Palestinian Territory		25
32	Unidad de Defensa Jurídica Costa Rica		24
33	Gannaane Somalia		24
34	PS Verapaz - Pastoral Social – Cáritas, Diócesis de la Verapaz Guatemala		21
35	Mzuzu Diocese Malawi		21

Continued over

Trócaire Northern Ireland Annual Report and Financial Statements 2025

APPENDIX 2 – TOP 50 GRANTS TO PARTNERS (Continued)

36 Sadaka	Occupied Palestinian Territory	19
37 Support Byumba Diocese to provide food to
vulnerable people as COVID-19 Response	Rwanda	18
38 Rwanda Civil Society Platform	Rwanda	17
39 Duharanira Amajyambere y'Icyaro	Rwanda	17
40 Rwanda Women's Network (RWN)	Rwanda	14
41 Duterimbere asbl	Rwanda	13
42 Partner 1	Myanmar/Thailand	13
43 Partner 2	Myanmar/Thailand	13
44 Centro de Capacitacion SILOE	Honduras	13
45 Partner 3	Myanmar/Thailand	13
46 CADEC / CARITAS Bulawayo	Zimbabwe	12
47 Partner 4	Myanmar/Thailand	11
48 Commission Diocesaine Justice et Paix Nyundo	Rwanda	9
49 CDJP Kibungo	Rwanda	9
50 ABCOLOMBIA	Republic of Ireland	9
Total Top 50 Grants to Partners		2,969
Other Grants to Partners		1,037
Total Grants to Partners		4,006

Trocaire is availing of SORP FRS102 clause 16.22 to not disclose the name of recipient partner organisations in Myanmar/Thailand due to local security considerations.

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Trócaire Annual Report and Financial Statements 2025

Ways you can help and support us

Trócaire has been able to do its work for over 50 years now thanks to the generosity of the Irish public. With your help we strive to bring about positive and lasting change in the world as we support those affected by climate and social injustice, conflict and poverty.

If you wish to support our work towards a more just world, there are many ways you can do so.

Ways to give

Every donation helps us to bring about positive and lasting change in the world. Ways to give to Trócaire include making a one-off donation, buying a gift of change, becoming a regular giver, making a gift in your will or in memory of someone special to you, or having a Trócaire box in your home during lent.

Click to find out more about ways you can give.

Corporate partnerships

Many organisations who share our vision for people and planet partner with us. We can support your ESG journey - working together to create meaningful change. Support from trusts and foundations is essential to our work, creating change that can be carried through generations.

Click to find out more about corporate partnerships, ESG, trusts, and foundations.

Ways to fundraise

Individuals, communities, companies, parishes and schools support us through a variety of fundraising activities – running marathons, hosting events like Trad for Trócaire or the Big Day of Hope.

Click to find out more about how you can fundraise.

Educators

We have developed free resources, videos and games to support you in exploring global justice issues with your class or youth group. These materials have been developed for Early Childhood, Primary, Post Primary and Youth audiences.

Click to find a range of resources of educators.

Volunteering

Our volunteers take part in a range of activities and events across Ireland to help Trócaire spread the word about what we do.

Whether it’s marching for justice, mass speaking or faith-based climate action, volunteering with Trócaire is an opportunity to make a positive difference to the world.

Become a campaigner

Join our activist community to view our documentaries, get invitations to our events, and be part of making real changes that impact positively on people’s lives.

Click to find out more about becoming a campaigner.

Click to find out more about volunteering with Trócaire.

Thank you!

Trócaire

60-64 Berry Street, Belfast, BT1 1FJ, Northern Ireland T: [phone] E: [e-mail]

Trócaire

Maynooth, Co. Kildare, Ireland W23 NX63 T: [phone] E: [e-mail]

Trócaire

9 Cook Street, Cork, T12 F583 T: [phone] E: [e-mail]

www.trocaire.org