CARE International UK...CARE INTERNATIONAL UK • ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 30...

CARE International UK Annual Report 2015-16

CARE International UK Annual Report and Accounts for the year ended 30 June 2016

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Organisational detailsThe trustees of CARE International UK are directors for the purposes of company law and trustees for the purposes of charity law (hereinafter referred to as ‘the trustees’). The trustees are as follows: Oliver Stocken CBE (Chair)1 Professor Michael Adler CBE1 [retired 23 June 2016]Olamide Bada3 [resigned 29 September 2016] Edward Bickham3

Carolyn Clarke2

Angela Cluff1 [Vice-Chair from 31 August 2015]Michael Dyson3 Dr Susan Liautaud [resigned 23 June 2016 in order to join the CARE International Board]William Macpherson2

Francis Plowden2

Marian Rose2 [appointed 24 September 2015]Dr Fiona Thompson [retired 31 August 2015]1, 2

Willem van Eekelen3 [resigned from Board on 17 March 2016, remains member of Programme and Policy Committee]

Additional committee membersMichael Fanning2

Randolph Kent3 [retired 1 October 2015]Susana Klien3 [resigned September 2016]Lyndall Stein3 [resigned November 2016]Andrew Studd2 [retired June 2016]Willem van Eekelen3 [from March 2016]

Senior management teamLaurie Lee Chief Executive Sarah Taylor Peace Marketing and Communications Director [resigned 11 September 2015]Shabnam Amini Director Fundraising, Partnerships and Communications [from 1 January 2016]John Plastow Programme Director [resigned 30 June 2016]Lyndall Stein Interim Programme Director [from 1 July 2016]Rachel Hewitt Finance DirectorHarbinder Kaur Director People and Organisational Development

1 Nominations and Remuneration Committee 2 Finance and Audit Committee 3 Programme and Policy Committee

Registered office

CARE International UK, 9th Floor, 89 Albert Embankment, London SE1 7TP

CARE International UK is a registered charity (registration number 292506) and a company limited by guarantee (registration number 01911651, England and Wales)

CONTENTS

What we do 2

Where we work 4

About CARE International 6

Message from the Chair 7

TRUSTEES’ ANNUAL REPORT (INCLUDING THE STRATEGIC REPORT)

Progress against our priorities 2015-16 8

Our priorities for 2016-17 28

Structure, governance and management 29

Financial review 33

Independent auditor’s report to the members of CARE International UK 36

FINANCIAL STATEMENTS

Consolidated statement of financial activities 38

Group and Charity balance sheet 39

Consolidated statement of cash flows 40

Notes to the accounts 41

Advisors 61

Thanks to our supporters 62

CARE INTERNATIONAL UK • ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2016 1

CARE INTERNATIONAL UK • ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 30 JUNE 20162

WHAT WE DO

CARE’s global impact

millionSexual, reproductive and maternal health services and rights

Emergencyresponse

11.6million

Food and nutrition security and resilience to climate change

4.2million

Women’s economic empowerment

2.8million

In 2015-16, CARE helped more than 80 million people through 1,044 poverty-fighting development and humanitarian aid projects and initiatives

80million

People directly reached in our four priority areas in 2015-16:


2014-15: £46m

CARE International UK’s contribution – thanks to your supportCARE International UK provides funding for CARE’s poverty-fighting projects and initiatives around the world, and leadership and expertise on key areas of CARE’s work globally.

Expenditure in 2015-16 was recorded against the organisational themes used in the preceding years. During 2015-16 we refocused our work on the thematic areas set out in CARE’s global programme strategy for 2015-20: emergency response, women’s economic empowerment, maternal and child health, and food and nutrition. From 2016-17 we will be reporting against these thematic areas.

BREAKDOWN OF OUR WORK BY THEME 2015-16

BREAKDOWN OF OUR WORK BY REGION 2015-16

2015-16: £62m

Total charitable activity

Humanitarian response (core emergency work)

29%Africa 50%

Global projects 3%

Latin America 2%

Asia 32%

Middle East and Eastern Europe

13%

Humanitarian response (food security and climate change)

28%

Private sector engagement 8%

Governance 5%

Education 11%

Health 16%

Other development projects 3%

Humanitarian response (core emergency work)

29%Africa 50%

Global projects 3%

Latin America 2%

Asia 32%

Middle East and Eastern Europe

13%

Humanitarian response (food security and climate change)

28%

Private sector engagement 8%

Governance 5%

Education 11%

Health 16%

Other development projects 3%

52%increase

34%increase

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WHERE WE WORK

In 2015-16, CARE provided life-saving and poverty-fighting assistance to people from poor and excluded communities in 78 countries around the world.

Africa13. Benin14. Burkina Faso*15. Burundi16. Cameroon17. Central African

Republic*18. Chad19. Côte d’Ivoire20. Democratic Republic of Congo21. Ethiopia22. Ghana23. Guinea*24. Kenya25. Lesotho26. Liberia*27. Madagascar

Latin America and the Caribbean

1. Bolivia2. Brazil3. Cuba4. Dominican Republic5. Ecuador6. Guatemala7. Haiti8. Honduras9. Mexico*10. Nicaragua11. Panama12. Peru

1

2

13

19

2223

29

16

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38

35

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3128

43

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1832

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Middle East and Eastern Europe44. Albania*45. Armenia*46. Azerbaijan*47. Bosnia and Herzegovina48. Croatia*49. Egypt50. Georgia51. Iraq*52. Jordan

Africa (continued)28. Malawi29. Mali30. Morocco31. Mozambique32. Niger33. Rwanda34. Sierra Leone35. Somalia36. South Africa37. South Sudan38. Sudan39. Tanzania40. Togo*41. Uganda42. Zambia43. Zimbabwe

* Limited CARE presence or working through strategic partnerships

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Asia and Pacific62. Afghanistan63. Bangladesh64. Cambodia65. Fiji*66. India 67. Indonesia68. Laos69. Myanmar70. Nepal71. Pakistan72. Papua New Guinea73. Philippines74. Sri Lanka75. Thailand76. Timor-Leste77. Vanuatu78. Vietnam

53. Kosovo54. Lebanon55. Montenegro*56. Romania*57. Serbia58. Syria59. Turkey60. West Bank and Gaza61. Yemen

Members of CARE InternationalCARE International UK is one of 14 full members of the CARE International confederation. CARE members provide funding, technical assistance and programme management to CARE country programmes, and carry out policy and advocacy work in support of CARE’s goals. The 14 CARE members are:

AustraliaAustriaCanadaDenmarkFranceGermany-LuxemburgIndia

India, Peru and Thailand are CARE member countries which also have CARE country programmes. The CARE International Secretariat is based in Geneva, Switzerland, with offices in Brussels and New York.

JapanNetherlandsNorwayPeruThailandUKUSA


ABOUT CARE INTERNATIONAL

TALKING ABOUT CARE: In this report, when we refer to CARE International UK (or CARE UK) we mean the UK-based organisation, acting on behalf of the CARE confederation. When we refer to CARE International, CARE, or the CARE confederation, we mean the work of CARE globally.

VisionWe seek a world of hope, tolerance, and social justice, where poverty has been overcome and all people live with dignity and security.

MissionCARE works around the globe to save lives, defeat poverty and achieve social justice.

FocusWe put women and girls in the centre because we know that we cannot overcome poverty until all people have equal rights and opportunities.

CARE’s goalsBy 2020, CARE’s global objective is to support 150 million people from the poorest and most excluded communities to overcome poverty and social injustice. CARE focuses on taking action to improve the lives of poor and marginalised people in four priority areas:

• Emergency response

• Women’s economic empowerment

• Maternal and child health

• Food and nutrition

Across all our work, we will tackle the underlying causes of poverty and social injustice by:

• Strengthening gender equality and women’s voice

• Promoting inclusive governance

• Increasing resilience

CARE International UKCARE International UK is a member of the global CARE International confederation, and plays a major role in achieving CARE’s goals by raising funds for CARE’s work around the world and by providing leadership and expertise on key areas of CARE’s work.

In 2015-16, CARE delivered humanitarian and development programmes and projects in 78 countries. Programmes and projects are implemented in these countries through CARE country offices, or through strategic partnerships on programmes operating in those countries. These programmes and projects are supported with funding, technical assistance and programme management from CARE members, which also engage in advocacy at national and international level in support of CARE’s goals.

In the view of the Board and of the management, CARE International UK is an operational charity and is not a grant-making body.


MESSAGE FROM THE CHAIR

During the year we celebrated the 70th anniversary of CARE. While the organisation’s work has evolved from its initial purpose of providing ‘CARE packages’ of food and other supplies to families in Europe recovering from World War 2, our commitment to help people in need, wherever they are, is as strong as ever.

Our new strategy focuses our work on where we can make the most difference. CARE puts women and girls in the centre of all that we do, and our leadership of CARE’s work globally on women’s economic empowerment is essential to achieving CARE’s global goals.

In 2016, the world seems a more and more unstable place, but it’s important that the gains we have made in overcoming poverty, injustice and inequality are not overlooked, despite the scale of people’s continuing needs. During the year, we have seen growth in funding for our responses to humanitarian emergencies, and further investment in a range of long-term, large-scale development programmes that are bringing lasting change to the lives of poor and marginalised people.

At a time when international aid is coming under increased critical scrutiny, it’s imperative that CARE can demonstrate the value and importance of what we do. During the year, we aligned our impact indicators with the new Global Goals for Sustainable Development, so that we can demonstrate the contribution our work is making to global efforts to end poverty and injustice.

On behalf of the Board, I would like to thank all of our staff, partners, donors, supporters and trustees for their commitment and dedication – and in particular, to pay tribute to the strength, resilience and dignity of the people we work with and for, who continue to inspire us as we work alongside them for a world of hope, tolerance and social justice.

Oliver Stocken CBE Chair of Trustees


PROGRESS AGAINST OUR PRIORITIES 2015-16

Reducing inequality and povertyIn 2015-16, we made a major contribution to CARE’s impact around the world by raising funds for emergency responses and for long-term development programmes, and providing leadership and expertise on key areas of CARE’s work to reduce inequality and poverty.

WOMEN’S ECONOMIC EMPOWERMENTWe finalised CARE’s global women’s economic empowerment strategy for the next five years and will monitor progress against a detailed implementation plan from 2016-17 onwards. The strategy sets out a theory of change and five core areas of intervention – financial inclusion, value chains, dignified work, entrepreneurship and resilient markets.

During the year we played a key role in influencing global policy change to support women’s economic empowerment, including by:

• co-hosting, with the UK Department for International Development (DFID) and UN Women, a high profile event on women’s economic empowerment during the launch of the new Global Goals for Sustainable Development (SDGs) at the United Nations in September 2015

• participating in the inception group for the High Level Panel that was established by the UN to provide global leadership on women’s economic empowerment, following the launch of the SDGs

• submitting a set of recommendations to the UN High Level Panel, focused on evidence and proposals for scalable solutions

• working closely with Business Fights Poverty on a set of events to inform the UN High Level Panel’s first report and action plan, including an online discussion (May 2016) and a roundtable (June 2016) on business support for women’s economic empowerment.

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VSLAs: A savings-led revolution in women’s economic empowerment 2016 marks the 25th anniversary of the first Village Savings and Loan Associations (VSLAs) set up by CARE in Niger in 1991. A quarter of a century later, there are now 200,000 CARE-supported VSLA groups in 35 countries with 5 million members – an increase of nearly 1 million members since 2014. More than 70% of them are women.

The groups provide previously unbanked people – mainly women – with a safe place to save money and access to loans to help them meet household needs or to invest in or start a small business. CARE supports the groups with training and resources (including a lockbox and passbooks) and provides further training on financial management and business skills. We also use VSLAs as a platform for tackling some of the underlying barriers to women’s economic empowerment, including gender inequality and a lack of opportunities for women to participate in decision-making at household and local level.

Once VSLA groups are established, CARE helps them to make the next step toward full financial inclusion. Working with banks and mobile phone companies, we are developing and taking to scale formal financial products tailored to the needs of savings groups. To date CARE and our partners have provided 5,979 groups with access to formal financial products, which means that CARE has directly supported almost 150,000 people towards the SDG indicator of having access to financial services.

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VSLA members in Niger


EMERGENCY RESPONSECARE International UK is a major contributor of funds to CARE’s work around the world to assist people affected by disasters or conflict by providing emergency food, water, shelter, health, protection and livelihoods support. We provided £32m in funding for humanitarian programmes, including food security programmes in response to drought in East Africa, further support to programmes in the Syria region, and funding from the Disasters Emergency Committee (DEC) to assist people recovering from the Philippines typhoon, the Nepal earthquakes, the Ebola crisis in West Africa, and the continuing crisis in Gaza.

CARE UK’s humanitarian technical team includes CARE’s global emergency shelter team as well as expertise in climate change and resilience, and gender and protection. During the year, we supported protection programmes for Syrian refugees in Jordan, and helped carry out a gender analysis in Ethiopia to ensure that our emergency response to the food crisis met the specific needs of women and girls. Our emergency shelter team deployed 30 times to support country offices in Malawi, Benin, Fiji, Jordan, Lebanon and Serbia, among others, and to provide emergency shelter and rebuilding support following the earthquakes in Nepal.

Ensuring a successful outcome for women at the World Humanitarian Summit

Two years before the World Humanitarian Summit in May 2016, CARE was told by one UN official that ‘gender is not summit worthy’. Advocacy from CARE UK and CARE globally, working with our civil society partners and allies in international institutions, helped ensure that one of the seven leaders’ roundtables at the Summit focused on women’s empowerment in humanitarian action. Specific commitments made at the roundtable included endorsement, by the UK and others, of a set of Gender Core Commitments.

Building opportunities for local women’s organisations to participate in emergency responses

CARE UK played a key role in enabling the active participation, at the London Conference on Syria in February 2016, of women’s organisations from inside Syria. At the World Humanitarian Summit, CARE’s Secretary General shared his speaking slot at the leaders’ roundtable with a woman activist from Syria. The Summit’s first gender commitment is to empower women first responders and local women-led groups working on the ground to set up safe spaces, deliver aid, and advocate on protection concerns, among other things.

During the year, CARE UK worked with CARE offices in Greece, Pakistan, Philippines, Jordan, Lebanon and Turkey to enable local women’s groups to play a role in planning and implementing humanitarian responses. In Lebanon, we worked in partnership with ‘Women Now for Development’, a Syrian women-led group running women’s centres both in Lebanon and inside Syria. In Jordan, we started a new three-year programme to establish Syrian women’s refugee councils in urban settings. In Afghanistan and Pakistan, with funds from Hogan Lovells, we set up a project to bring together humanitarian agencies and local women’s groups to deliver humanitarian aid.

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Zimbabwe drought: Mobile money gets help to people, fastIn August 2015, the people of rural Zimbabwe were facing a food crisis. For the second year in a row, rainfall was well below normal, crop yields were down, pasture conditions were poor, and the region was entering a period of severe drought caused by the El Niño climate phenomenon.

In response, CARE set up a project with DFID funding to help 360,000 people in the southern provinces of Zimbabwe meet the challenges they and their families faced. We used a mobile-phone-based payment system to get money into people’s hands as quickly and efficiently as possible, so they could immediately meet their basic needs, including buying food, before irreversible asset loss and hunger became a reality. The system – Econet’s Ecocash – has the widest coverage in southern Zimbabwe and recipients were registered quickly through their mobile phone numbers or by being provided with a SIM card. Each household received a monthly cash transfer of $5-7 per person – enough to meet 75% of their dietary needs – which they could use immediately, primarily for local food purchase.

Alongside cash transfers, people were sent text messages with practical advice about nutritionally balanced diets, and about purchasing food in bulk while prices were low. Early warning weather messages and best practice advice for farmers was also sent out towards the planting season.

CARE project staff also worked with communities, and especially men, to raise awareness about the importance of shared control of household budgets, as women are more likely than men to prioritise household spending on meeting the family’s food needs.

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Setting up cash transfers in Zimbabwe

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Syria crisis: Creating sustainable ways for people to survive The ongoing conflict in Syria has created a major humanitarian crisis, with 6.3 million people inside Syria displaced from their homes by the conflict, and 4.8 million Syrian refugees in neighbouring countries in the region. CARE’s response is wide-ranging, including:

• running community centres in Azraq refugee camp in Jordan

• providing food, water and livelihoods support to refugees and host communities in urban settings in Lebanon and Jordan

• assisting refugee families in temporary camps in Serbia and Croatia with food packages, hygiene kits, and other items such as blankets, clothes, and shoes.

Inside Syria itself, we worked through local partners to provide emergency food, water, sanitation and hygiene support, and to build the long-term resilience of people and communities to cope during the crisis. With DFID funding, we set up two pilot projects which have created models for meeting community needs at a time when the usual support systems have collapsed:

• working in partnership with a local, youth-led humanitarian organisation, we set up community committees to consult with local people about their needs, and implement projects such as the rehabilitation of water wells and water grids

• in five locations in south Syria, we set up projects supporting vulnerable families, particularly women and small-scale farmers, to develop the skills needed to start and run small, sustainable businesses.

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A family in Syria with emergency relief supplies

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Yemen crisis: Building resilience while responding to desperate need A staggering 21 million people in Yemen – over 80% of the population – are struggling to find enough food and water to survive each day. With DFID funding, CARE is leading a consortium of international NGOs and local partners to address urgent humanitarian needs and build the resilience of affected communities.

The ongoing conflict makes this an extremely difficult environment in which to work, but CARE’s strong country presence and network of partners at community level enables us to respond in the most deprived and hard-to-reach areas. By the end of June 2016, our emergency response in Yemen had supported 647,000 people with food, water and cash transfers.

As well as providing emergency relief, we are working to build resilience by providing livelihoods training and support. Samar, a young mother, says people have “gotten used to living in war” and have to find ways to survive. “Before I received job training and tools, I was totally dependent on my husband,” she says. “Now I am able to provide for my family and my husband.”

Hanan, a young man from the marginalised Muhamasheen population who received training in business skills and baking, says: “There is no electricity, food prices are too high and the economic situation is so difficult. We’ve seen so many people, especially women and children, who are even more vulnerable than us and we want to help them. We are trying to collect money to buy food for the most vulnerable in our neighbourhood.”

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Emergency water distribution in Yemen

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CARE’s approachCARE tackles the underlying causes of poverty and social injustice by ensuring that all our work:

• promotes gender equality and women’s empowerment

• supports poor and marginalised people to know and act on their rights, and to hold power-holders and decision-makers to account

• increases the ability of people and communities to survive and thrive in the face of climate change, disasters and conflict.

GENDER EQUALITYAt the end of 2015-16, 25% of our humanitarian programmes included specific, targeted gender action; 30% had mainstreamed gender equality objectives across programme activities; 35% had taken gender issues into account; and 10% (two projects) had not addressed gender issues at all. This ‘Gender Marker’ system is now being used across CARE to assess and monitor our performance on gender equality throughout the project cycle, from proposal to implementation to evaluation. This new process will require more systematic gender analysis and the collection of supporting evidence at all stages of the project cycle, ensuring increased focus on gender equality outcomes.

Our shelter team produced practical guidance for shelter specialists on integrating gender into shelter programming. We also produced (in collaboration with the International Organisation for Migration) guidance on mitigating and reducing gender-based violence in shelter projects.

We co-chair the UK Gender and Development Network women’s political participation working group, which during the year has been working on guidelines for gender-sensitive political economy analysis (which analyses the governance situation at country and/or local levels to support women’s participation in development programmes).

We shared our knowledge and learning from gender equality programming through a research paper (produced with the Overseas Development Institute) on using Community Score Cards to enhance women’s influence in local governance in Rwanda, and an analysis of our women’s economic empowerment programming which shows that the most successful gender equality outcomes are achieved by working with groups that have a balanced gender mix and are led by women.

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Somalia: Getting more girls into schoolThe Girls Education Challenge (GEC) is a major DFID-funded programme to improve learning opportunities and outcomes for up to 1 million of the world’s most marginalised girls. CARE is the lead GEC partner in Somalia and is also supporting three other projects in Afghanistan, Ethiopia and Zimbabwe. In total, CARE is directly reaching 97,000 girls through the four projects.

An evaluation in 2015 – two years into the four-year GEC programme – shows significant positive results. In Somalia, there has been a 34% increase in girls enrolling in school, and 65% of the girls who were found to be out of school at the start of the project are now enrolled.

Despite these successes, the evaluation found that gender norms and socio-economic practices still present barriers for girls. Responding to this, CARE began using urban sheikhs (religious leaders) to train and coach rural sheikhs on the Qur’an, clearly noting that everyone should be educated. Rural sheikhs are now actively promoting girls’ education, leading to an increase in community awareness about the importance of girls going to school.

CARE also trained teachers on gender-sensitive approaches – the importance of engaging with girls and boys equally in the classroom – and on child protection. Since the project began, the proportion of community members, teachers, parents and children reporting that corporal punishment was taking place in the classroom has dropped from 95% to 16%.

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Girls in a classroom in Somalia

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INCLUSIVE GOVERNANCECARE UK leads CARE’s work globally to enable poor and marginalised people to have more power over how services are delivered, and to hold service providers, governments and decision-makers to account. During the year, we produced a comprehensive guidance note with detailed advice on how to implement inclusive governance programmes, and provided support and training to several CARE country offices including Afghanistan, Bangladesh, Kenya and Pakistan. We also designed a set of indicators to measure how well our programmes are supporting poor people to have a say in the decisions that affect their lives.

Ahead of the launch in September 2015 of the new Global Goals for Sustainable Development, we argued that the SDGs are meant to improve the lives of poor people, so poor people must be the judges of whether they are working. In partnership with World Vision International and Kwantu, we set up the Everyone Counts initiative which will use mobile phones and online tools to enable people from poor and marginalised communities to share data about their experiences at a national and a global level. The project initially focuses on five countries in Africa – Kenya, Malawi, Rwanda, Tanzania and Zambia – with the aim of then scaling up globally.

During the year, we helped develop a range of other new projects, such as youth-led citizen journalism in Bangladesh, accountability groups for Egypt’s national cash transfer programme, and a system for citizen monitoring of services addressing gender-based violence in Rwanda.

RESILIENCEIn many countries where we work, people face chronic drought year after year, endure severe flooding every monsoon season, and live in areas of long-standing conflict. Supporting people and communities to deal with repeated crises and disasters, and helping them tackle the circumstances that make them vulnerable to shocks and stresses such as failed crops or loss of income, is critical for helping people out of poverty.

CARE UK plays a key role in supporting resilience work within CARE globally. In 2015-16, we organised a workshop bringing together colleagues from across CARE offices to learn from each other’s work on resilience, and worked with other CARE offices and with CARE’s centre of excellence on climate change (CARE’s Poverty, Environment and Climate Change Network) to develop a global strategy on resilience for CARE.

On the ground, we are implementing projects in Bangladesh, Ethiopia, Ghana, Kenya, Malawi, Mozambique, Niger, Papua New Guinea, Syria and Zimbabwe, helping people build their resilience at the community level. In late 2015, many countries where we work were hit by the severe impacts of the El Niño weather phenomenon, causing significant drought in many areas. Resilience-building has been critical in helping communities in these countries deal with these impacts. Projects included helping vulnerable people in Papua New Guinea grow drought-resistant crops and implement water-saving measures, and helping people in Mozambique, Zimbabwe and Niger get through the drought and be ready to plant crops when the rains eventually come, by providing cash transfers and access to seeds and agricultural inputs.

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Bangladesh: Helping citizens have a say in government spendingPoor people in northwest Bangladesh used to have very little say in local government decisions about how to spend public money. Our JATRA project (Journey for Advancement in Transparency, Representation and Accountability), funded by the World Bank, set out to change that.

Before the project started, public budget-planning meetings were dominated by local elites, while poor and marginalised people – and particularly women – had no real say. CARE trained 953 members of poor communities (45% of them women) and supported them to participate in these meetings. In the first year of the project, 60% of participants in these budget-planning meetings now came from poor and marginalised households, nearly half of them (48%) were women, and more than half of the issues raised by citizens in the meetings were raised by poor and marginalised people.

Before the project, vulnerable groups and poor communities received few services, government standards for safety net programmes were often not met, and no grants were specifically used for women and their capacity-building. The project set up a Community Score Card process so that people could provide feedback to local governments on the allocation of social safety net benefits, and which development projects to fund with public money. A significant outcome was that local governments began allocating more funding to women’s empowerment: in 2015-16, 27% of budgets in the project area were allocated to women’s empowerment initiatives.

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A budget-planning meeting in Bangladesh

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Malawi: Using mobile technology to monitor standards in schoolsCARE’s experience shows that when citizens participate in decision-making and service providers engage with them seriously, the quality of services for poor people improves. In Malawi, CARE UK’s innovation expert Ken Banks (pictured above, second from left) helped set up a project, funded by the World Bank, to enable community members and parents to monitor the quality of education provided by 90 schools in six districts.

Before the project, teacher absenteeism was a serious problem, meaning too many students often had no-one to teach them. The project set up School Monitoring Committees who visited the school each day and sent information on teacher attendance by mobile phone text message to a database managed by the project. A monthly report is then shared with schools and education authorities. The process has led to a drop in teacher absenteeism – for example, one school saw a 70% drop in the level of teacher absences.

The project also enables School Monitoring Committees, in partnership with head teachers, to track the supply and use of school materials such as text books, to make sure that the materials ordered are delivered and used, without going missing.

Both processes give community members and parents greater access to and involvement in the life of the school, while giving them a mechanism to hold teachers, head teachers, and education authorities to account over the quality of the education that their children receive.

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CARE staff with a School Monitoring Committee member

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Ethiopia: Helping drought-affected communities to recover and rebuildAn extreme and prolonged drought in Ethiopia, worsened by the El Niño weather cycle, caused two successive crop growing seasons to fail in 2015. Over 80% of the Ethiopian population relies on agriculture and the resulting low harvests and poor livestock health, accompanied by an increase in food prices, left over 10 million people without enough food to eat in 2016.

CARE, in partnership with the Relief Society of Tigray, the Organisation for Rehabilitation and Development in Amhara, and Save the Children, is working with communities in the Tigray, Oromiya and Amhara regions of Ethiopia to help them recover from the drought and rebuild socio-economic stability.

The EC-funded project is supporting more than 330,000 smallholder farmers (including women) to recover their livelihoods by providing seeds, fertilisers, tools and livestock in preparation for the two crop growing seasons in 2016. It is also building household resilience to cope with further shocks, such as future droughts, by increasing people’s ability to save money and to access loans using CARE’s established Village Savings and Loan Association methodology (pictured), and supporting alternative income-generation opportunities such as poultry or bee-keeping.

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Members of a VSLA group in Ethiopia

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Kenya, Ghana, Niger: Helping vulnerable people adapt to climate changeThe Adaptation Learning Programme for Africa (ALP), funded by DFID, the Ministry of Foreign Affairs of Denmark, and Austrian Development Cooperation, supports people to develop community-based ways of dealing with and preparing for the impacts of climate change. In 2015-16, we directly provided training and support to just under 9,000 people, more than two-thirds of them women. But how does this translate into sustainable improvements not just for them, but for their communities?

In Niger, where communities depend on farming to sustain their livelihoods, having accurate information about rainfall is especially critical. Dela Jari (pictured) is a 65-year-old farmer in Aman Bader village. Along with other volunteers in Dakoro county, every time it rains Dela heads to her village rain gauge and records the amount of rainfall. Using a dedicated phone, which she keeps charged using solar power, Dela passes the information to the Chief’s office, which then passes it on to the district meteorological services. With mobile phone communication, the rainfall recordings from all the villages are soon shared on the national radio, often by mid-day on the same day.

“The information helps with our decisions on how we act,” says Issa Sakola, the local mayor in Bader Goula commune. “We distribute improved seeds or warn the health centre of impending diseases. Farmers have learnt what works for their own environment and this has become a powerful tool for decision-making and food security.”

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A volunteer rainfall monitor in Niger

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Funding to achieve our goals

FOCUSING OUR FUNDRAISING EFFORTS ON CORE PROGRAMMATIC PRIORITIES CARE International UK makes a major contribution to CARE’s work globally by raising funds for CARE’s humanitarian and development programmes. Our overall income in 2015-16 was £79 million; of the 14 full CARE members, we are the second largest funder of CARE’s work globally.

In 2015-16, 95% of our programme funds and 85% of our humanitarian funds were focused on the key areas of women’s economic empowerment, women’s health, food and nutrition security, inclusive governance, gender equality, shelter, and water and sanitation.

We have systems in place to respond immediately to humanitarian disasters, and are continuing to raise funds for humanitarian responses for the ongoing crises in Syria, Yemen and South Sudan, and for the response to the impacts of the El Niño weather phenomenon. More than one-quarter of CARE’s earthquake response in Nepal was funded by donations from the UK public made directly to CARE or through the DEC, and by grants from the UK government.

EXPLORING NEW CORPORATE PARTNERSHIPS AND SOCIAL ENTERPRISE OPPORTUNITIESDuring the year, we continued to benefit from the expertise and commitment of our partners in order to innovate and expand on existing initiatives and develop new ones:

• Through our Cocoa Life partnership with Mondele- z International, we developed new approaches to empowering women leaders in cocoa farming communities in Ghana and Côte d’Ivoire and tackling gender inequalities at household and community level.

• Working with our Banking on Change partners Barclays and Plan, we produced The State of Linkage Report to encourage financial service providers to offer savings accounts and other financial services to previously unbanked people in emerging economies. In Uganda, we extended our partnership with Barclays Uganda to pilot new financial products including two digital apps and an overdraft product for savings groups.

• Our partnership with GSK supporting the training of community health workers expanded to Chad, bringing the programme to a total of seven countries across Africa and Asia. To date, almost 20,000 community health workers have been trained, which – alongside setting up community health groups and building and equipping health facilities – means that more than 4 million people in remote and poor rural communities now benefit from quality health services.

• In partnership with Barclays and GSK, we set up and piloted the Live Well social enterprise in Zambia (see case study).

• With M&S and GSK, we began exploring ways to improve working conditions for female garment workers in Bangladesh through addressing health challenges and promoting worker empowerment.

• Working with Accenture, we produced the Within Reach report, presenting six key ways in which banks in emerging economies can grow profitably by offering financial services to previously unbanked or under-served communities. The launch was followed by a series of promotional events targeting banks in Ghana, Bangladesh and Vietnam.

• We launched our Adding Value to Value Chains report at an expert round table titled ‘Invisible women in global value chains: a missed opportunity?’ which was attended by leading retailers and consumer goods companies.


Help Her Live, Learn and Earn: Matching supporter donations with UK government fundingCARE supporters donated a massive £567,000 to our Help Her Live, Learn and Earn campaign, which ran from March to June 2016. Under the UK Aid Match scheme, these donations were matched with £508,000 of UK government funding for a new CARE project to increase access to water, sanitation and hygiene facilities for very poor and marginalised people in the Afar region of Ethiopia.

In order to win UK Aid Match funding, CARE had to demonstrate to the UK Department for International Development that our campaign would effectively raise awareness among the UK public of the role of international development in improving the lives of women and girls in poor communities. The campaign exceeded its targets, reaching audiences new to CARE and bringing in new individual supporters.

The additional UK Aid Match funding unlocked by the campaign will fund a two-year project to reduce the extreme vulnerability of 14,000 pastoralists and school students in Ethiopia by:

• increasing access to safe water (via the construction or rehabilitation of water schemes) and sanitation facilities and improving hygiene practices

• running gender equality clubs in schools to tackle the attitudes that lead to gender discrimination and inequality

• setting up four new Village Savings and Loan Associations for women’s groups, and providing training on business and leadership skills to women members.

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Women in the Afar region of Ethiopia

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Live Well social enterprise: Delivering health products to marginalised communitiesMillions of Zambians suffer needlessly from health conditions that are easily treatable or preventable because they lack awareness about, and access to, basic products and services.

Live Well is a new CARE social enterprise in Zambia that addresses a real need at household level by raising awareness of health issues and providing access to high quality health products. Live Well will also create jobs in communities of high unemployment, and so provide improved livelihood opportunities and increased family incomes for thousands of people across the country.

The partnership between CARE, Barclays and GlaxoSmithKline, with support from Living Goods, will build on an existing network of rural volunteers embedded in their communities to create a robust private-sector supply chain able to consistently deliver health products to previously inaccessible areas. Since the pilot stage began in January 2016, Live Well has recruited and trained a network of over 250 Community Health Entrepreneurs who will provide a door-to-door service promoting healthcare and selling a range of vital health products.

Live Well aims to become fully self-funding within three years, and over the coming seven years aims to make more than 150 million sales and support the livelihoods of 7,000 Community Health Entrepreneurs.

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A Community Health Entrepreneur collects health products

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DEVELOPING THE STRATEGY FOR THE NEXT PHASE OF LENDWITHCAREIn June 2016, Lendwithcare reached the milestone of £10 million lent to entrepreneurs. Lendwithcare was launched in 2010 to enable people in the UK to make loans to people in developing countries to help them start and develop small businesses. Once the first loan has been repaid by the entrepreneur, Lendwithcare supporters can either withdraw their money or use it to make another loan to another entrepreneur. The £10 million in total loans is made up of £4.9 million in loan capital and £5.1 million in money that, once the first loan has been repaid, has been reinvested in further loans.

During the year, Lendwithcare supporters contributed £1.4 million of new loan capital, and at the end of 2015-16 we had over 31,000 lenders and 13 microfinance partners (including three new partners who joined us in 2015-16). Our strategy to ensure continued sustainable growth includes increasing the number of microfinance institutions we partner with, identifying new countries to work in, and expanding our work with women’s groups. So far, more than 22,000 women have been supported through over 1,600 women’s groups.

DEVELOPING OUR APPROACH TO VALUE FOR MONEYDuring the year, we worked with consultants the New Economics Foundation to review how teams across CARE UK can ensure value for money in all our activities. The consultation delivered an organisational framework and set of indicators for value for money which are being piloted in selected programmes. Following the pilots, the framework and indicators will be reviewed and implemented across all organisational activities.

ROLLING OUT OUR TRANSPARENCY AND OPEN INFORMATION POLICIESOur Open Information Policy was launched in December 2015 and published on our website. The policy draws on good practice within the UK charity sector and the worldwide development community and builds on the progress we have already made through our commitment to the International Aid Transparency Initiative and the information published in the transparency section of our website.

During the year, the CARE UK governance team helped to revise the global CARE accountability framework. We also began piloting in three countries a new approach to gathering beneficiary feedback, based on asking fewer questions very often rather than engaging beneficiaries in long and time-consuming surveys once a year. This will provide useful data for programme managers to take effective and timely decisions, while enabling us to become more accountable to the people who we seek to support to improve and change their lives.


People and partnerships

BUILDING STRONG RELATIONSHIPS WITH PARTNERS, FUNDERS AND SUPPORTERSWe continued to play a leading role within CARE in developing partnerships with the private sector. Recognising that relationships with corporate partners extend beyond the UK to programmes and initiatives across countries, regions and even globally, during the year we developed a set of global communications messages and tools for engaging with corporate partners. We also restructured our Strategic Partnerships team in order to build stronger partnerships with both the private sector and institutional funders. We will track this work through a new ‘relationship barometer’ based on an annual survey of key private sector relationships and institutional donors.

During the year we worked to strengthen our relationships with individual supporters. We are continuing to monitor this through an external mystery shopping report. Our last report showed that we came first out of the 60 participating charities in the category of Trust and Service Quality. We also measure how well we are retaining regular givers – people who have been supporting us for more than 12 months. This year, our retention level rose to over 81%, up 3% from the previous year. We are also looking for ways to collect more regular, quick feedback from our supporters to build up a supporter satisfaction index.

In February 2015 we launched a sponsored seven day bicycle ride from Vietnam to Cambodia which offered supporters the opportunity to see CARE’s field work and to meet with Lendwithcare entrepreneurs and CARE field staff. In the coming year, we have added a trek in Nepal, which allows participants to meet with communities who were assisted by CARE’s emergency response to the 2015 earthquakes, which many of our supporters generously donated to.

To mark International Women’s Day in March, we held another successful rally and celebration in London attended by over 800 people. The event promoted our Walk In Her Shoes fundraising challenge, while providing an opportunity for CARE supporters to join with others and show their solidarity for and commitment to women’s rights.

We welcome the passing of the Modern Slavery Act 2015. During the coming year we will carry out a risk assessment, develop a mitigation framework, and publish a statement on Slavery and Human Trafficking. Our strategy to promote dignified work for women identifies steps we can take to influence and support governments, companies and civil society to work towards eradicating modern slavery.


CARE Then and Now: Bringing the story of CARE to life2015 marked the 70th anniversary of CARE International, which was set up in the USA in 1945 to send ‘CARE packages’ to people in Europe recovering after World War 2. Capitalising on UK public nostalgia for the post-war years, our CARE Then and Now campaign brought to life the story of how, within living memory, people in the UK received CARE packages after World War 2.

We then linked these stories to CARE’s modern-day work providing aid to people in need around the world today. The objective was to build brand awareness of CARE with UK audiences, and support for CARE’s work providing overseas aid at a time when international aid is under attack from powerful voices in the UK media and society.

The first phase of the campaign was a media and online publicity campaign to find original recipients of CARE packages in the UK, using the theme ‘Charity began at home’. We achieved 184 pieces of national and local print and broadcast media coverage, and 8.5 million ‘opportunities to see’ on social media. As a result, 70 original recipients of CARE packages came forward to share their stories, which we incorporated into an interactive exhibition held at the Oxo gallery in London. We featured one of the recipients, Ruth Martin, in a ‘Send real help now’ fundraising campaign based around the story of CARE packages. The CARE Then and Now story also helped us to be chosen for the Telegraph Christmas appeal, which raised £223,000 in funding for a range of projects responding to the Syria crisis, including support for a women’s centre in Damascus.

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The Kilgallon family receiving a CARE package in 1948


DEVELOPING OUR STAFFWe delivered a wide range of learning and development opportunities to support our staff in implementing the CARE UK strategy, including safety and security training for staff working on humanitarian aid projects in high risk environments; coaching and performance management training for people managers; and specific training on fraud awareness, negotiation skills, managing commercial contracts and employment law.

During the year, we benchmarked salaries and benefits to remain competitive in the sector, and we will develop our capability and capacity-building plan over the coming year to enable us to take a more planned approach to growth.

SUPPORTING AND STRENGTHENING SOUTHERN MEMBERSHIP OF THE CARE CONFEDERATIONCARE UK is committed to helping to drive CARE’s transformational shift by supporting new members from the global South to join the CARE confederation by 2020. To support this transformation, we increased our financial contribution to the CARE International Secretariat in 2015-16, and will do so again in the years ahead. Ten countries are currently developing business models for full membership of the CARE confederation, and once their business plans are ready we will plan how we will accompany and assist one or two of these countries on their journey.


OUR PRIORITIES FOR 2016-17

We will report on our work in 2016-17 under the following headings:

• Women’s economic empowerment

We will oversee programme design and implementation of CARE’s women’s economic empowerment strategy.

• Humanitarian response

We will strengthen our capacity to secure funds for CARE’s global emergency responses, and provide technical and operational leadership on shelter in emergencies, and gender and protection in emergencies.

• Sharing expertise

We will lead CARE’s work on inclusive governance and provide key support to CARE’s work on gender equality and resilience.

• Understanding our impact

We will set milestones and monitor progress against CARE’s key outcome areas.

• Multiplying our impact

We will use evidence, learning and innovation from our humanitarian and development programmes to influence broader social change and scale-up life-saving, poverty-fighting solutions to reach and benefit more people.

• Mobilising funding

We will focus on securing bigger, more impactful grants from institutional donors, and invest in growing our income from individual supporters by providing our supporters with opportunities to meaningfully engage with us and our work.

• Working effectively

We will become an employer and partner of choice for people, funders and partners committed to supporting people from the world’s poorest and most excluded communities to overcome poverty and injustice.


STRUCTURE, GOVERNANCE AND MANAGEMENTGOVERNING BODY AND GOVERNANCECARE International UK is a private company limited by guarantee. The objects of the Company, as set out in the Memorandum and Articles of Association, are to relieve poverty and sickness, to promote the preservation and protection of health and to advance education among the world’s poor.

The governing body of the Charity is the Board of Trustees. The Board meets formally four times a year. In addition there are three standing committees:

• Programme and Policy Committee

• Finance and Audit Committee

• Nominations and Remuneration Committee

These committees are made up of members of the Board and other independent individuals with relevant experience under specific terms of reference from the Board.

Potential candidates for both the Board and committees are recruited through an open and transparent process, including by advertisement in the press, online and through trustee recruitment organisations, as well as on the CARE UK website. The Nominations and Remuneration Committee selects potential new members of the Board who are then approved by the Board before appointment. Members of the Board and committees serve for a three-year period and may be re-elected for a maximum of two further three-year terms. A formal induction process is followed for new Board and committee members.

The key management personnel of the charity are the Trustees and the Senior Management Team (as listed under Organisational Details above). None of the members of the Board received any remuneration for their work as Trustees. The remuneration of the Chief Executive is set by the Nominations and Remuneration Committee, and the remuneration of the Senior Management Team is set by the Chief Executive in consultation with the Chair of Trustees.

Following a review of committee roles and responsibilities, the Board will create a new Ethics and Risk Committee with responsibility for oversight of a range of non-financial issues, including the aspects of fundraising which the Charity Commission expects trustees to oversee.

TRUSTEES’ RESPONSIBILITIES STATEMENTThe trustees (who are also directors of CARE International UK for the purposes of company law) are responsible for preparing the Trustees’ Annual Report (incorporating the Strategic Report) and the financial statements in accordance with applicable law and regulations.

Company law requires the trustees to prepare financial statements for each financial year. Under that law the trustees 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 trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable company and group for that period. In preparing these financial statements, the trustees are required to:

• select suitable accounting policies and then apply them consistently

• observe the methods and principles in the Charities SORP (FRS 102)

• make judgments and accounting estimates that are reasonable and prudent


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

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

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable 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. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees confirm that:

• so far as each trustee is aware, there is no relevant audit information of which the charitable company’s auditor is unaware; and

• the trustees have taken all the steps that they ought to have taken as trustees in order to make themselves aware of any relevant audit information and to establish that the charitable company’s auditor is aware of that information.

The trustees 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.

INTERNAL CONTROLS The trustees have overall responsibility for ensuring that the Charity has an appropriate system of control, financial and otherwise. They are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Companies Act 2006.

The systems of internal control are designed to provide assurance against material misstatement or loss. They include:

• strategic plan and budgets approved by the Board

• regular monitoring of Key Performance Indicators (KPIs) and a full implementation plan developed from the strategic plan

• quarterly consideration by the Board of financial performance and variance from budgets

• the use of committees in meeting their duties and delegating certain functions of the Board

• appropriate identification and management of risk, and key policies and procedures

• structured delegated and financial authorities which are signed off by the Board

• internal auditing, as carried out in accordance with the CARE International UK Audit Charter, focused on overseas projects and CARE International UK processes and procedures.

Trustees continue to review the adequacy of the Charity’s internal control environment with the Finance Director and Senior Management Team. They consider whether controls are sufficient on an annual basis.

In accordance with the CARE International UK Internal Audit Charter, a risk-based assessment internal audit approach is taken. In 2016 the focus was predominantly on the programme portfolio; the annual audit plan is approved by the Finance and Audit Committee.

In the view of the Board and the Finance and Audit Committee, the Head of Internal Audit and Risk Management is sufficiently independent, with unrestricted access to both the Finance and Audit Committee and the Boards of CARE International UK and CARE International.

The Board believes that the Charity’s internal financial controls conform with best practice and with guidelines issued by the Charity Commission.


PRINCIPAL RISKS CARE International UK has an established risk management process and the Head of Internal Audit and Risk Management reports through the Finance and Audit Committee to the Board. Strategic risks are reviewed and discussed quarterly by the Senior Management Team’s Risk Management Committee, half yearly by the Finance and Audit Committee and annually by the Board.

CARE International UK uses recognised risk management protocols and standards assessing financial, operational, regulatory, external and strategic risks.

The significant risks at this time can be summarised as:

• The end of the Programme Partnership Arrangement (PPA) with DFID (December 2016): this is an important source of funding so, while management continues to engage with DFID, contingency planning is in progress.

• Lack of diversity and over-dependence on DFID in the programme funding portfolio: a review of the approach to bidding for institutional funding for programmes was carried out in 2015 and the recommendations implemented in 2016, including a continued focus on private sector partnerships and the addition of resources focused on institutional donors other than DFID.

• The impact of the outcome of the EU referendum: foreign exchange fluctuations have had an immediate impact on programmes where costs are incurred in dollars. CARE International UK is working with other international NGOs and partners to mitigate this impact.

• Reliance on partners to deliver programme activities effectively: this is managed through due diligence, capacity building where required, and ongoing monitoring of programme outcomes and financial management.

FRAUDS AND LOSSESOur Frauds and Losses Policy requires all incidents or allegations of fraud, loss and bribery to be reported regardless of financial materiality. A specific fraud, loss and bribery question is included in every audit programme and an annual questionnaire is sent to all Country Directors.

In total the cost of matters related to fraud after recovered amounts was 0.50% of CIUK’s total annual expenditure (2015: 0%). We work hard to minimise all fraud but the reality is that from time to time, despite our best efforts, we will be victims of ever-more-sophisticated fraud as a result of the nature of the environments we operate in. We will continue to take all appropriate measures to minimise such costs.

Ten cases were reported and investigated during the year (2015 eight cases). These were:

• two incidents of looting leading to loss of project equipment and warehouse stocks in Yemen and one theft from a marooned vehicle in Nepal

• two incidents relating to cash distributions in Zimbabwe and Bangladesh – in both cases the diverted funds were recovered from the programme partner

• one whistle-blowing report alleging falsification of beneficiary distribution lists in Turkey – investigations showed that distributions took place but due to insecurity in the area documentation was partially incomplete

• an incident of fraud by a member of staff in Madagascar resulting in the theft of funds

• an incident of falsification of expense claims by staff in Zimbabwe

• falsification of donor information by a fundraiser employed by a UK fundraising agency – the loss was covered by the agency

• an external incident of cyber fraud against a project in India and our supporting partner. This is still under investigation by the police.


Action taken included withholding of payments to partners or suppliers, termination of contracts, and tightening of controls over procurement, transfer of funds to programme partners, monitoring and due diligence. Cases have been reported to the relevant donors and UK bodies, including the Charity Commission, as appropriate.

EQUAL OPPORTUNITIES POLICY CARE International UK is an equal opportunities employer and applies objective criteria to assess merit. It aims to ensure that no job applicant or employee receives less favourable treatment on the grounds of age, race, colour, nationality, religion, ethnic or national origin, gender, marital status, sexual orientation or disability. Selection criteria and procedures are in place to ensure that individuals are selected, promoted and treated on the basis of their relevant abilities and merits.

STATEMENT OF PUBLIC BENEFITThe trustees confirm that they have complied with the duty in the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit, ‘Charities and Public Benefit’. That guidance addresses the need for all charities’ aims to be, demonstrably, for the public benefit.

The objects of the Company, as set out in the Articles of Association, are to relieve poverty and sickness, to promote the preservation and protection of health and to advance education among the world’s poor.

CARE International UK’s approach to fighting poverty in our priority areas (emergency response; women’s economic empowerment; maternal and child health; food and nutrition; gender equality; inclusive governance; resilience) and advocating on behalf of the poorest and most vulnerable people allows us to meet directly the following criteria for public benefit as defined by the Charity Commission guidance:

• the prevention or relief of poverty

• the advancement of human rights, conflict resolution or reconciliation or the promotion of religious or racial harmony or equality and diversity

• the relief of those in need, by reason of gender, age, ill-health, disability, financial hardship or other disadvantage

• the advancement of health and the saving of lives

• the advancement of education

• the advancement of environmental protection or improvement.

We have structured this report to highlight some of our achievements in our priority areas.

We are clear in our aims and objectives and adhere to codes of governance which reach across the wider humanitarian sector, including the Core Humanitarian Standards, the Sphere Handbook (a set of principles and standards agreed by the major humanitarian organisations, including CARE) and Red Cross codes of conduct. Our approach is to listen to the people we work for and take great care to ‘do no harm’.

We aim to help the poorest and most marginalised members of society, and no person is excluded on the grounds of race, religion, gender, sexual orientation or social position.


FINANCIAL REVIEW

The financial statements of the Charity, which is a public benefit entity under FRS 102, have been prepared in accordance with the accounting policies set out on pages 41-42 and comply with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the 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) [Charities SORP (FRS102)] and the Charities Act 2011 (or) Companies Act 2006.

RESULTS IN OVERVIEWDuring this year overall income increased to £78m (2015: £52m) and the overall results show a surplus of £11.3m for the year (2015: £0.9m) made up of:

• an unrestricted operating surplus of £561k (2015: £1.7m)

• restricted programme funds received in advance of activity on projects of £10.8m (2015: net outgoing funds £0.8m).

Total reserves therefore increase to £28.9m (2015: £17.6m), made up of:

• unrestricted general fund of £2.2m (2015: £1.6m), which after deducting £247k (2015: £221k) tied up in fixed assets, leaves a balance of free reserves of £1.9m (2015: £1.4m), which is within our reserve policy limits

• a designated innovation fund of £1.5m, of which £0.5m has been allocated to five initiatives supporting our strategic objectives which started towards the end of 2016

• restricted funds of £25.3m (2015: £14.5m) being programme funding received from donors and held at year end to be spent on current programmes in future years.

INCOMEThe Charity’s total income for the year was £78m (2015: £52m), an increase of 52% on the previous financial year. We secured increases in funding from all three of our main donors: DFID, the EC and ECHO. This includes funding for food security programmes in response to the El Niño drought in East Africa – from DFID for Zimbabwe and from the EC for Ethiopia; increased ECHO and DFID funding for the Syria region; as well as continuing our work in Latin America with EC funding for Haiti.

We maintained overall income from private sources, with increased income from our corporate donors, but a fall in income from individuals reflecting the challenges of the external fundraising environment. We continue to support the DEC and received further funding for the Philippines typhoon, the Nepal earthquakes, the Ebola crisis in West Africa and the continuing crisis in Gaza.

EXPENDITURETotal expenditure was £67m (2015: £51m), with increases across all programmes, and significant growth in humanitarian programmes in particular, which now accounts for 48% of our charitable expenditure (2015: 32%). The breakdown of programme-based expenditure by theme is shown in the notes to the accounts below, with growth in programmes focusing on food security and health.

FINANCIAL RISKThe Charity’s unrestricted income is very sensitive to the external pressures on charity giving, which has been particularly challenging during a period of increased media scrutiny, and to the timely


delivery of overseas programmes. We monitor these risks closely through the Senior Management Team and Finance and Audit Committee.

Cash flow risks are minimised by setting an appropriate reserves policy, including adequate levels of working capital, and close monitoring of institutional funding flows from donors to country programmes. Exposure to foreign exchange risk arising from funding in Euros or US dollars is managed by holding restricted donor funds in that currency until transferred to the relevant country operation.

RESERVES POLICYUnrestricted reserves are defined as general funds and are available to enable CARE International UK to meet its objectives. Net free reserves are defined as unrestricted reserves less any designated funds and the value of tangible fixed assets.

The aim of a reserves policy is to ensure that a charity’s ongoing and future activities are reasonably protected from unexpected financial risk. This includes:

• unexpected increase or decrease in funding streams or costs

• working capital required to meet cash flow needs

• specific funds required to meet unexpected one-off expenditure impacts.

Following the annual review, the trustees endorsed the reserves target of £2m, to provide against key risk items:

• hold a level of reserves to provide going concern continuity

• reserves to cover the known liability of the Pension Deficit Recovery Plan (provision of £368k in 2015, increased to £546k in 2016) for which a provision has been raised, in accordance with FRS 102

• volatility of unrestricted funding, including the end of the DFID Programme Partnership Agreement funding

• mitigation against the financial risks arising from the changing nature of aid, especially the movement towards payments by results in both grants and contracts.

Currently our total reserves stand at £28.9m. Our net free reserves (defined as total unrestricted reserves less designated funds less tangible fixed assets) stand at £1.9m (2015: £1.4m), and the unrestricted investment fund that we have chosen to hold as a designated reserve stands at just under £1.5m.

At 30 June 2016 our restricted reserves were £25.3m (2015: £14.5m). These are committed funds which will be spent on specific programmes in future years. In the event of such funds no longer being required for their intended purposes, any balance would be returned to the original donor. As most institutional donors require that funds are held as cash and cash deposits, the Board has taken the decision to keep these funds and our unrestricted reserves in cash, and focus on security of assets. As such we are not investing these for long-term returns.

After reviewing the Charity’s forecasts and projections over the Strategic Planning period and its reserves, the trustees have a reasonable expectation that the Charity has adequate resources to continue in operation for the foreseeable future. The Charity therefore continues to adopt the going concern basis in preparing its financial statements.


TRADING SUBSIDIARYThe Charity’s wholly owned subsidiary carries out trading activities for the Charity. These activities provided a profit before tax of £91k (2015: £132k), which is transferred to the Charity through the HMRC gift aid scheme.

The Trustees’ Report, incorporating the Strategic Report, was approved by the Board on 24 November 2016 and signed on its behalf on 6 February 2017 by:

Oliver Stocken CBE Laurie Lee Chair of Trustees Chief Executive


INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF CARE INTERNATIONAL UK

We have audited the financial statements of CARE International UK for the year ended 30 June 2016 which comprise the group and charity balance sheets, the consolidated statement of financial activities, the consolidated cash flow statement, and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland.

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members as a body, for our audit work, for this report, or for the opinions we have formed.

Respective responsibilities of trustees and auditor

As explained more fully in the Trustees’ Responsibilities Statement set out on pages 29 and 30, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s Ethical Standards for Auditors.

Scope of the audit of the financial statements

A description of the scope of an audit of financial statements is provided on the Financial Reporting Council’s website at www.frc.org.uk/auditscopeukprivate

Opinion on financial statements

In our opinion the financial statements:

• give a true and fair view of the state of the group’s and parent charitable company’s affairs as at 30 June 2016 and of the group’s incoming resources and application of resources, including its income and expenditure for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Opinion on other matter prescribed by the Companies Act 2006

In our opinion the information given in the Trustees’ Annual Report (including the Strategic Report) for the financial year for which the financial statements are prepared is consistent with the financial statements.


Matters on which we are required to report by exception

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or

• the parent charitable company’s financial statements are not in agreement with the accounting records and returns; or

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

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

Carol Rudge Senior Statutory Auditor for and on behalf of Grant Thornton UK LLP Statutory Auditor, Chartered Accountants London 6 February 2017


Consolidated statement of financial activities(Incorporating an Income and Expenditure Account)For the year ended 30 June 2016

2016 2016 2016 2015 2015 2015 Unrestricted Restricted Total Unrestricted Restricted Total funds funds funds funds funds funds Notes £’000 £’000 £’000 £’000 £’000 £’000 Income from:

Donations and legacies 2 4,891 7,506 12,397 7,079 8,117 15,196 Charitable activities 2 5,380 60,018 65,398 2,839 33,324 36,163 Other trading activities 238 - 238 225 - 225 Investments 43 - 43 31 1 32 Other income 96 - 96 123 0 123

Total income 11 10,648 67,524 78,172 10,297 41,442 51,739

Expenditure on: Raising funds 3 4,658 36 4,694 4,433 66 4,499 Trading costs 147 - 147 94 - 94

Sub total 4,805 36 4,841 4,527 66 4,593

Charitable activities 4 Humanitarian and emergency response 2,029 27,012 29,041 1,299 13,895 15,194

Development work 2,609 29,559 32,168 2,371 28,099 30,470Advocacy 644 128 772 422 181 603

Sub total 5,282 56,699 61,981 4,092 42,175 46,267

Total expenditure 11 10,087 56,735 66,822 8,619 42,241 50,860 561 10,789 11,350 1,678 (799) 879 3,096 14,524 17,620 1,418 15,323 16,741

3,657 25,313 28,970 3,096 14,524 17,620

Net income/ (expenditure) Funds balances brought forward

Funds balances carried forward

The results for the year shown above all derive from continuing operations. There are no recognised gains or losses for the year other than those shown above. There are no material differences between the results for the year as stated above and those calculated on a historical cost basis.


Group Group Charity Charity 2016 2015 2016 2015 Notes £’000 £’000 £’000 £’000Fixed assets

Tangible assets 7 247 221 247 221 Investments 8 39 39 39 39

286 260 286 260

Current assets

Debtors 9 18,730 12,795 18,868 12,889 Cash at bank and in hand – general funds 7,308 4,087 7,163 3,970 Cash at bank and in hand – overseas projects 13,002 7,447 13,002 7,447

39,040 24,329 39,033 24,306

Creditors Amounts falling due within one year 10 (9,866) (6,648) (9,859) (6,625)

Net current assets 29,174 17,681 29,174 17,681

Creditors Amounts falling due after more than one year 10 (490) (321) (490) (321)

Net assets 28,684 17,360 28,684 17,360

Total assets 28,970 17,620 28,970 17,620

Represented by

Restricted funds 11 25,313 14,524 25,313 14,524 Unrestricted funds - General Reserves 2,178 1,596 2,178 1,596 - Designated 1,479 1,500 1,479 1,500Unrestricted funds total 11 3,657 3,096 3,657 3,096

Total 12 28,970 17,620 28,970 17,620

The accompanying notes on pages 41 to 60 form an integral part of these Financial Statements.

Approved by the Board on 24 November 2016 and signed on its behalf on 6 February 2017:

Oliver Stocken CBE William Macpherson Chair of Trustees Chair, Finance and Audit Committee Registered company number: 1911651

Group and Charity balance sheetFor the year ended 30 June 2016


Group Group 2016 2015 Notes £’000 £’000

Net cash flows provided by/(funded by) operating activities 16a 8,834 (993)

Net cash flows provided by/(funded by) investing activities 16b (58) (10)

Increase/(Decrease) in cash and cash equivalents in the year 8,776 (1,003)

Reconciliation of net cash flow to movement in cash and cash equivalents

Increase/(Decrease) in cash and cash equivalents in the year 8,776 (1,003)

Movement in cash and cash equivalents in the year 8,776 (1,003)

Cash and cash equivalents at the beginning of the year 11,534 12,537

Cash and cash equivalents at the end of the year 16c 20,310 11,534

Consolidated statement of cash flowsfor the year ended 30 June 2016


Notes to the accountsfor the year ended 30 June 2016

1. Accounting policies

a) Basis of preparationThe financial statements of the charity, which is a public benefit entity under Financial Reporting Standard 102, have been prepared under the historical cost convention in accordance with the Financial Reporting Standard Applicable in the UK and Republic of Ireland (FRS102), the 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) (Charities SORP (FRS102)) and the Charities Act 2011 and Companies Act 2006.

This is the first year that accounts have been prepared under FRS102, and additional disclosures are made in this transition year. See Note 21 for details of the changes arising on transition.

The Consolidated Statement of Financial Activities (SoFA) and Balance Sheet consolidate the Financial Statements of the Charity and its subsidiary undertaking. The results of the subsidiary are consolidated on a line by line basis. No separate Statement of Financial Activities has been presented for the Charity alone as permitted by Section 408 of the Companies Act 2006. The charity has also taken the exemption under FRS102 1.12(b) to not include a parent only cash flow statement in these accounts.

After reviewing the group’s forecasts and projections, the trustees (who are the directors for the purposes of company law) have a reasonable expectation that the group has adequate resources to continue in operational existence for the foreseeable future. The group therefore continues to adopt the going concern basis in preparing its consolidated financial statements.

b) IncomeIncome is included in the SoFA when the Charity is entitled to the income and the amount can be quantified with reasonable accuracy and receipt is probable.

All income is considered unrestricted unless specifically restricted by the donor, or raised in an appeal for a specific purpose. Income is only deferred when the Charity has to fulfil conditions before becoming entitled to it or where the donor or funder has specified that the income is to be expended in a future accounting period.

Grants receivable based on performance are accounted for as the Charity earns the right to consideration by its performance. Where income is received in advance

of performance its recognition is deferred and included in creditors. Where entitlement occurs before income is received the income is accrued.

c) Contributions in kindContributions and donations in kind are recorded at fair values on the date of contribution.

d) ExpenditureAll expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to that category. Where costs cannot be directly attributed to particular headings, where practicable, they have been allocated to activities on a basis consistent with use of the resources. Central overhead costs are allocated to operational and fundraising functions on the basis of their use of support services measured by direct cost.

CIUK sub-contracts programme implementation to CARE country offices, but continues to provide effective management and oversight of its work held there. As such we account for our project work as an operational charity, and our expenditure reflects funds utilised by country offices.

Fundraising costs are those incurred in seeking voluntary contributions and include the costs of disseminating information in support of the charitable activities.

Governance costs are those which relate to the provision of the governance infrastructure of the Charity. Included within this category are costs associated with the strategic management of the Charity’s activities, and all Trustee and committee costs.

Irrecoverable VAT is not separately analysed and is charged to the SOFA when the expenditure to which it relates is incurred, and is allocated as part of the expenditure to which it relates.

e) Property and equipmentNon-programme expenditure of more than £1,000 per item for buildings, equipment and leasehold improvements is capitalised at cost. Depreciation is provided on a straight-line basis over the estimated useful lives of the assets as follows:

Leasehold improvements: over the remaining life of the lease IT equipment: 3 years Other equipment: 7 years


f) Operating leasesRentals paid under operating leases are charged to the SOFA on a straight-line basis over the term of the lease.

g) Fund accountingUnrestricted funds comprise funds available for use at the discretion of the Board in furtherance of the objectives of the Charity.

Designated funds are unrestricted funds ring-fenced for initiatives supporting our strategic objectives.

Restricted funds are subject to specific restrictions imposed by donors or by the purpose of the appeal under which they were raised.

h) InvestmentsInvestments held as cash deposits denominated in foreign currency are translated into UK sterling at the rate of exchange prevailing at the balance sheet date. Differences arising on currency translation are expressed as movements in the market value of investments.

i) Foreign currenciesMonetary assets and liabilities in foreign currencies are translated into sterling at the rates of exchange ruling at the balance sheet date. Transactions in foreign currencies are translated into sterling at the rate of exchange ruling at the date of the transaction. Exchange differences are taken into account in arriving at the net movement in funds. Both the functional and presentational currencies of the charity are sterling.

j) Financial instrumentsFinancial assets and liabilities are defined as basic financial instruments under FRS102. These are measured at amortised cost.

k) Areas of significant judgement and estimates

Cost Allocation methodology:The cost allocation methodology requires a judgement as to the most appropriate basis to use to apportion support costs; these are reviewed annually for reasonableness. Support costs are allocated on a pro-rata basis, based on expenditure.

Pensions Trust scheme deficit:The details of the potential liability relating to withdrawal from the Pensions Trust scheme are set out in Note 22. The trustees consider the chance of this liability crystallising to be extremely unlikely.

The trustees do not consider there to be any other areas of judgement or estimates.

l) PensionsContributions to the defined contribution pension scheme are recognised in the SOFA when they are payable. The money purchase nature of the scheme assures there will be no funding deficit or surplus accruing to the Charity in the future. The pension scheme is independently administered and the assets of the scheme are held separately from those of the Charity.

The Charity also participates in the Pensions Trust Growth Plan, a multi-employer pension scheme where it is not possible to separately identify the assets and liabilities of participating employers. This is a money purchase arrangement but it has some historical guarantees. The scheme is subject to the funding legislation outlined in the Pensions Act 2004. Participating employers are legally required to meet their share of the scheme deficit on an annuity purchase basis on withdrawal from the scheme. A full actuarial valuation for the scheme was carried out at 30 September 2014. This valuation showed a deficit, and to eliminate this funding shortfall, the pension trustees have asked for the participating employers to pay additional contributions to the scheme. These recovery plan contributions are allocated to each participating employer in line with their estimated share of the scheme liabilities. The liability recognised for this obligation is the net present value of the deficit reduction contributions payable under the plan.

The current overall position of the fund and the assumptions made are provided in note 22.

m) TaxationAs a registered charity, CIUK is exempt from taxation of income and gains to the extent these are applied to charitable objectives.


2a. Consolidated income

European Commission’sDirectorate-General for Humanitarian Aid and Civil Protection (ECHO)

2016 2016 2016 2015 2015 2015 Unrestricted Restricted Total Unrestricted Restricted Total funds funds funds funds funds funds £’000 £’000 £’000 £’000 £’000 £’000Donations and legacies

Individuals (including legacies and events) 3,732 143 3,875 4,524 552 5,076

Charitable foundations - - - 1,500 40 1,540 Corporate donors 1,070 5,922 6,992 923 5,219 6,142 Disasters Emergency Committee (DEC) 89 1,441 1,530 132 2,306 2,438

Total 4,891 7,506 12,397 7,079 8,117 15,196

Charitable activities

Department for International Development (DFID) 3,162 37,976 41,138 1,364 22,159 23,523

DFID Programme Partnership Arrangement (PPA) 550 2,135 2,685 400 2,833 3,233

European Union (EU) 511 8,025 8,536 109 452 561

268

5,449 5,717 72 1,013 1,085

Others 889 6,433 7,322 894 6,867 7,761

Total 5,380 60,018 65,398 2,839 33,324 36,163

2b. Included in the above are the following projects

2016 Unrestricted

funds£’000

2016Restricted

funds£’000

2016Total funds£’000

2015Unrestricted

funds£’000

2015Restricted

funds£’000

2015Totalfunds£’000

Donor Project name

DFID Adaptation Learning Programme (ALP) for Africa

- 1,150 1,150 94 1,008 1,102

DFID Adolescent Sexual and Reproductive Health in Goma, DR Congo (Aid Match)

- - 112 - - -

DFID Agents of Change VAWG Rwanda - - - 40 490 530

DFID Bangladesh Needs Assessment Support project

1 16 17 1 20 21

BLF Big Lottery Fund Grant – 0010256089 - - - - 42 42

BLF Big Lottery Fund Grant – IS/4/010311390

- - - - (40) (40)

DFID via KPMG

BRACED (Building Resilience and Adaption to Climate Extremes and Disasters) Project

116 1,338 1,454 44 580 624

DFID Community Based Resilience in Grand Anse, Haiti

53 604 657 60 1,003 1,063


2016 Unrestricted

funds£’000

2016Restricted

funds£’000


2015Unrestricted

funds£’000

2015Restricted

funds£’000


Donor Project name

DEC Ebola Crisis Appeal Phase 2: WASH, health promotion and health strengthening

17 224 241 24 322 346

DFID Emergency Assistance and Longer Term Recovery from the Impact of the Syria Crisis in Jordan

- 2,118 2,118 137 1,961 1,998

DEC Emergency livelihoods response to small-scale farmers affected by the Gaza crisis

11 152 163 - - -

DEC Emergency relief for earthquake-affected communities in Dhading and Gorkha districts, Nepal

15 198 213 35 759 794

DEC Emergency relief for earthquake-affected communities in Dhading and Gorkha districts, Nepal (Phase II)

7 92 99 - - -

DFID Emergency shelter intervention to increase the resilience of earthquake affected households against extreme winter weather, and mainstreaming gender-based violence prevention – Nepal Earthquake

124 994 1,118 - - -

DFID via Christian Aid

Enhancing Community Resilience Programme in Malawi

- 1,037 1,037 20 943 963

DFID Financial Sector Deepening – Zambia - 27 27 3 66 69

DFID Gaza Rapid Response - - - 40 460 500

DFID via Save the Children

Girls Education Challenge: Pastoralists Afar Girls’ Education Support Project (PAGES) – Ethiopia

8 87 95 10 110 120

DFID via World Vision

Girls Education Challenge: Improving Girls Access through Transforming Education (IGATE) – Zimbabwe

58 766 824 51 475 526

DFID Girls Education Challenge: Somali Girls Education Promotion Programme (SOMGEP)

347 3,996 4,343 253 2,919 3,172

DFID Girls Education Challenge: Steps Towards Afghan Girls’ Educational Success (STAGES)

262 2,354 2,616 118 1,724 1,842

Danish Refugee Council

Governance and Peacebuilding in Somalia

- - - 46 541 587

Big Lottery Fund

Household Economic Security for Poor Women – Ghana

- 141 141 - - -

DFID Initiative Rural Rehabilitation (Livelihoods) – Jordan

12 98 110 - - -

DFID Initiative Rural Rehabilitation (Peacebuilding) – Jordan

11 89 100 - - -

DFID INSO (International NGO Safety Organisation) Mali

- - - 5 158 163


2016 Unrestricted

funds£’000

2016Restricted

funds£’000


2015Unrestricted

funds£’000

2015Restricted

funds£’000


Donor Project name

DFID Integrated Recovery Programme in support of conflict-affected groups in North and South Yemen

222 2,948 3,170 240 3,528 3,768

Hand in Hand Job Creation Programme – Rwanda 12 430 442 34 835 869

DFID via Mott Macdonald

Keeping girls at school – design and management of Innovation and Capacity Development Funds (Innovation for Education) – Rwanda

2 24 26 30 269 299

British Council

Local Partnership for Account - - - 17 133 150

DFID via Options

Maternal and Neonatal Health Improvement (MANI) – Kenya

18 200 218 4 20 24

DFID Nepal Earthquake 2015 Rapid Response Fund

- - - 44 656 700

DFID via Oxfam

Nepal Flood response 2014 - - - 7 94 101

DFID Rapid Response to Cyclone Pam, Vanuatu

- - - 3 297 300

DFID via Oxfam

Recovery for flood-affected people in North-West Bangladesh (NARRI consortium)

- - - 11 157 168

DFID Relief Support for flood and cyclone affected Population in Need in South-East Bangladesh (RESPONSE)

254 2,035 2,289 - - -

DFID Research Entrepreneur Ecosystem - - - 9 63 72

START Fund Response in Malawi - 74 74 - - -

START Fund Response in Niger 15 135 150 - - -

START Fund Response to Bangladesh Floods - - - 6 44 50

START Fund Response to Burundi Elections - 1 1 18 129 147

START Fund Response to Ecuador Earthquake 16 147 163 - - -

START Fund Response to impact of Syria Crisis in Lebanon

10 90 100 - - -

START Fund Response to India Flooding 12 106 118 - - -

START Fund Response to India Floods 2015 2 22 24 - - -

START Fund Response to India Floods Dec 2015 10 90 100 - - -

PLAN UK Response to Influx of Refugees – Cameroon

- - - - 67 67

START Fund Response to Mali Internal Displacement

- - - 104 104

START Fund Response to Myanmar flooding 15 133 148 - - -

START Fund Response to refugees Balkans 56 445 501 -

START via ACF Response to refugees in Cameroon 38 341 379 - - -

START Fund Response to Somalia Drought 2016 15 135 150 - - -

START Fund Response to Sri Lanka Floods - - - 11 88 99

DFID Skilling for Change (Rwanda) - - - 3 191 194


2016 Unrestricted

funds£’000

2016Restricted

funds£’000


2015Unrestricted

funds£’000

2015Restricted

funds£’000


Donor Project name

DFID Social Accountability in ELIIP - - - 20 137 157

DEC Syria Crisis Appeal II - - - 29 272 301

DFID Syria Crisis Response – Turkey/Jordan - - - 187 2,187 2,374

DEC Typhoon Yolanda Livelihoods Recovery and Shelter “top-up” Programme – Philippines

50 662 712 31 529 560

DFID via Met Office

Weather and Climate Information Services for Africa (WISER) Decentralised Climate Information

5 71 76 - - -

DFID Zimbabwe Humanitarian Response 1,402 11,226 12,628 - - -

2016 2016 2016 2015 2015 2015 Unrestricted Restricted Total Unrestricted Restricted Total funds funds funds funds funds funds restated restated £’000 £’000 £’000 £’000 £’000 £’000

Individuals 3,122 36 3,158 2,950 66 3,016 Institutional donors and foundations 483 - 483 289 - 289 Corporate donors 319 - 319 496 - 496 Fundraising events 339 - 339 338 - 338 Communication costs 168 - 168 121 - 121 Support costs (note 5) 227 - 227 239 - 239

Total 4,658 36 4,694 4,433 66 4,499

3. Expenditure on raising funds

This table provides details of income for projects where the contractual terms require such disclosure.


4. Expenditure on charitable activities

2016 Humanitarian Development Advocacy 2016 response work Total £’000 £’000 £’000 £’000Humanitarian response Core emergency work 13,431 2,933 - 16,364 Food security and climate change 12,817 2,863 - 15,680

Development Private sector engagement 117 4,617 - 4,734 Governance - 2,966 - 2,966 Conflict - 231 - 231

Other development projects Education 235 5,787 - 6,022 Health 101 8,766 - 8,867 Other development 311 1,396 - 1,707 Advocacy - - 128 128 Other direct costs 573 1,121 604 2,298 Support costs (note 5) 1,456 1,488 40 2,984

Total 29,041 32,168 772 61,981

2015 Humanitarian Development Advocacy 2015 response work Total £’000 £’000 £’000 £’000Humanitarian response Core emergency work 13,775 3,883 - 17,658 Food security and climate change 85 - - 85

Development Private sector engagement - 6,378 - 6,378 Governance - 744 - 744 Conflict 35 849 - 884

Other development projects Education - 8,039 - 8,039 Health - 5,581 - 5,581 Other development - 2,625 - 2,625 Advocacy - - 181 181 Other direct costs 583 879 413 1,875 Support costs (note 5) 716 1,492 9 2,217

Total 15,194 30,470 603 46,267


Expenditure was incurred in the following geographic areas:

2016 Humanitarian Development Advocacy 2016 response work Total £’000 £’000 £’000 £’000Africa 15,473 13,035 91 28,599 Asia 5,322 12,892 - 18,214 Europe and Middle East 5,113 2,061 38 7,212Latin America 1,105 151 - 1,256Global projects 573 2,542 603 3,718Support costs (note 5) 1,456 1,488 40 2,984

Total 29,042 32,169 772 61,983

2015 Humanitarian Development Advocacy 2015 response work Total £’000 £’000 £’000 £’000Africa 2,420 11,586 181 14,187 Asia 3,458 12,411 - 15,869 Middle East and Eastern Europe 7,850 1,943 - 9,793Latin America 98 263 - 361Global projects 652 2,775 413 3,840Support costs (note 5) 716 1,492 9 2,217

Total 15,194 30,470 603 46,267


5. Support costs2016 Management Office Finance Human Governance Total costs and IT resources 2016 £’000 £’000 £’000 £’000 £’000 £’000Charitable activitiesHumanitarian response 310 268 496 274 109 1,457 Development work 317 273 506 280 111 1,487 Advocacy 8 7 14 8 3 40

635 548 1,016 562 223 2,984 Fundraising Fundraising costs 48 42 77 43 17 227

Total 683 590 1,093 605 240 3,211

2015 Management Office Finance Human Governance Total costs and IT resources 2015 £’000 £’000 £’000 £’000 £’000 £’000Charitable activitiesHumanitarian response 155 176 216 89 80 716 Development work 312 375 451 186 168 1,492 Advocacy 3 2 3 1 - 9

470 553 670 276 248 2,217 Fundraising Fundraising costs 68 46 71 27 27 239

Total 538 599 741 303 275 2,456

Included in Support Costs are the following: Total Total 2016 2015 £’000 £’000

Auditors remuneration 44 41 Depreciation charges (see note 7) 75 67 Operating lease – rent 362 373


6. Staff costs Total Total 2016 2015 £’000 £’000

Wages and salaries 4,187 4,073 Social security costs 425 408 Pension costs 233 253 Other staff costs 316 142

Total 5,161 4,876

The average number of UK employees was: 2016 2015 Number Number

Charitable activities 54 52 Fundraising 39 38 Support 19 21 Total CIUK employees Staff seconded to other CARE members 5 -

Total 117 111

Included in total staff costs above are the wages and other staff costs relating to five staff employed by CARE International UK and seconded to other members of the CARE confederation. The costs relating to these staff are £156,040 (2015: £0) which are fully reimbursed by the relevant CARE member.

In addition to full-time permanent staff, CIUK employed temporary staff at a cost of £120,000, this was due to some key positions being filled on an interim basis through consultancy and agency contracts (2015: £15,028). Termination payments totalling £3,000 were made during 2016 (2015: £12,000).

The number of CIUK employees whose remuneration (wages and employer pension contribution) during the year amounted to over £60,000 was as follows*:

2016 2015 Number Number£60,001-£70,000 2 3£70,001-£80,000 3* 1£80,001-£90,000 1 1£90,000-£100,000 - -£100,001-£110,000 - 1£130,001-£140,000 1 -

* This includes one member of staff seconded to CARE International in a global role.

The highest paid individual in the organisation is the Chief Executive Officer. In 2016 the Chief Executive’s remuneration (pay and pension) placed him in the £130,001-£140,000 band (2015 actual costs placed him in the £100,001-£110,000 band, and the annualised cost in the £110,001-£120,000 band).

CIUK has formal pay scales in place for all levels of staff.

We benchmark our salaries each year against similar organisations in the NGO sector and pay at the median of salaries for each grade, and we are a London living wage employer.

The remuneration of the Chief Executive is set by the Nominations and Remuneration Committee, and the remuneration of the Senior Management Team is set by the Chief Executive in consultation with the Chair of Trustees.

Our pay ratio (the ratio between the highest paid member of CIUK staff and the median) is 3.62 (2015: 3.55), and this ratio is one of the indicators used to monitor the organisation’s approach to pay.

Employer contributions are made to a defined contribution pension scheme in respect of six higher paid employees (2014: four). Total employer contributions in respect of higher paid employees during the year amounted to £37k (2015: £30k).

The key management personnel of the charity are the trustees and the Senior Management Team (as listed under Organisational Details in the Annual Report). The short term employee benefits (as defined in FRS102 28.4: wages, pension and social security contributions) for the Senior Management Team for 2016 was £502k (2015: £420k), the increase being largely due to vacant positions in 2015. None of the members of the Board received any remuneration for their work as Trustees (2015: Nil). Expenses reimbursed to trustees for travel undertaken on the Charity’s behalf amounted to £7,305 for 4 members (2015: £8,229 for 9 members). The Charity paid £4,505 (2015: £4,505) for Trustees’ Indemnity Insurance cover. Trustees’ donations to CARE were £12,882 (2015: £21,557).


7. Tangible fixed assets

Group and Charity Leasehold Office IT Total improvements equipment equipment 2016 £’000 £’000 £’000 £’000Cost At 1 July 2015 201 89 278 568 Additions 0 50 51 101 Disposals 0 0 0 0At 30 June 2016 201 139 329 669

Depreciation At 1 July 2015 79 50 218 347 Charge for the year 21 13 41 75 Disposals At 30 June 2016 100 63 259 422

Net book values At 30 June 2016 101 76 70 247

At 30 June 2015 122 39 60 221

Group and Charity Leasehold Office IT Total improvements equipment equipment 2015 £’000 £’000 £’000 £’000Cost At 1 July 2014 201 89 236 526 Additions 0 0 42 42 Disposals 0 0 0 0At 30 June 2015 201 89 278 568

Depreciation At 1 July 2014 59 37 184 280 Charge for the year 20 13 34 67 Disposals At 30 June 2015 79 50 218 347

Net book values At 30 June 2015 122 39 60 221

At 30 June 2014 142 52 52 246


Group Group Charity Charity 2016 2015 2016 2015 £’000 £’000 £’000 £’000

Due from EC/ECHO 641 1,070 641 1,070 Due from DFID 4,139 4,570 4,139 4,570 Due from other donors 2,005 1,883 2,005 1,883 Due from other CARE International offices 54 85 54 85 Sundry debtors 559 125 505 96 Due from subsidiary undertaking - - 196 123 Prepayments and accrued income 123 85 119 85 Project balances held overseas in country offices 11,209 4,977 11,209 4,977

Total 18,730 12,795 18,868 12,889

Project balances held overseas represent funds transferred to other CARE International offices but not yet expended. Likewise, a programme creditor is where money has been expended by other CARE International offices in advance of funding and we are entitled to recover this money from donors and funders (see note 10).

8. InvestmentsGroup and Charity 2106 2015 £’000 £’000Market value

At 1 July 2015 39 39

Movement in year 0 0

At 30 June 2016 39 39

a) Subsidiary companyInvestments held by the Charity include a £2 (2015: £2) investment in the subsidiary company at cost. The Charity holds 100 per cent of the issued share capital of CI Enterprises Limited, which is registered in England and Wales. The company’s principal activity is to undertake trading for the Charity. A summary of the subsidiary’s results and its position at 30 June 2016 is given in note 14.

b) CARE InternationalDuring the year, the Charity participated in the Revolving Fund established with other members of the CARE International confederation, maintaining its investment of €€45,500. The Fund, which is administered by the CARE International Secretariat in Geneva, is used to provide short-term interest-bearing loans to finance projects across CARE International.

The unlisted investment represents a cash investment in the CARE International Revolving Fund (see (b) below).

9. Debtors

Group Group Charity Charity 2016 2015 2016 2015 £’000 £’000 £’000 £’000

Amounts falling due within one yearProgramme creditors and other CARE offices 7,195 4,792 7,195 4,792 Suppliers 1,030 441 1,030 441 Taxation and social security 251 110 251 110Provision for pension deficit recovery plan 56 47 56 47 Sundry creditors 241 629 241 629 Accruals 1,089 591 1,086 568 Deferred income 4 38 0 38

Total 9,866 6,648 9,859 6,625Amounts falling due after one year Provision for pension deficit recovery plan 490 321 490 321

Total 490 321 490 321

10. Creditors


1 July Income Expenditure Transfer 30 June 2015 between 2016 funds £’000 £’000 £’000 £’000 £’000

Restricted funds 14,524 67,524 (56,735) - 25,313

Unrestricted funds General funds 1,596 10,648 (10,087) 21 2,178 Designated funds 1,500 0 0 (21) 1,479

Total unrestricted funds 3,096 10,648 (10,087) 0 3,657

Total funds 17,620 78,172 (66,822) - 28,970

1 July Income Expenditure Transfer 30 June 2014 between 2015 funds £’000 £’000 £’000 £’000 £’000

Restricted funds 15,323 41,442 (42,241) - 14,524

Unrestricted funds General funds 1,418 10,297 (8,619) (1,500) 1,596 Designated funds 1,500 1,500

Total unrestricted funds 1,418 10,297 (8,619) 0 3,096

Total funds 16,741 51,739 (50,860) - 17,620

11. Consolidated statement of funds

Group Fixed Current Current liabilities Current liabilities Total 2016 assets assets within 1 year more than 1 year 2016 £’000 £’000 £’000 £’000 £’000

Restricted funds - 32,525 (7,212) - 25,313 Unrestricted funds 286 5,036 (2,654) (490) 2,178 Designated funds - 1,479 - - 1,479

Total 286 39,040 (9,866) (490) 28,970

Group Fixed Current Current liabilities Current liabilities Total 2015 assets assets within 1 year more than 1 year 2015 £’000 £’000 £’000 £’000 £’000

Restricted funds - 19,942 (5,418) - 14,524 Unrestricted funds 260 2,887 (1,230) (321) 1,596 Designated funds - 1,500 - - 1,500

Total 260 24,329 (6,648) (321) 17,620

Restricted funds are those project balances held on behalf of institutional donors, corporate partners and foundations for future work.Designated funds are unrestricted funds that have been ring-fenced for initiatives supporting our strategic objectives.Opening 2015 and 2016 funds have been restated on transition to FRS102 (see note 21).

12. Analysis of net assets between funds


CI Enterprises Ltd 2016 2015 £’000 £’000 restated

Total trading income 238 225 Cost of sales (145) (90)

Gross profit 93 135

Administrative expenses (2) (3)

Profit before charitable donations and taxation 91 132

Interest receivable 0 0

Profit before charitable donations and taxation 91 132

The aggregate of the assets and liabilities were: Assets 210 146 Liabilities (202) (109)

Funds 8 37

The Charity owns the whole of the issued ordinary share capital of CI Enterprises Ltd, a company registered in England and Wales (company number 2306212). The subsidiary is used for trading activities to provide income for the Charity. The activities during the year were the provision of IT support to five European CARE International offices and one external charity, fees charged to corporate partners for use of the CARE name and logo, and receiving donated royalties from book sales.

The lease agreement for office space was extended during the year, for a further five years.

Land and buildings Equipment

Group and Group and Group and Group and Charity Charity Charity Charity 2016 2015 2016 2015 £’000 £’000 £’000 £’000

Minimum operating lease payments falling due

- within one year 264 218 9 1 - within two to five years 1,023 - 25 14 - over five years - - - -

Total 1,287 218 34 15

13. Commitments

14. Subsidiary company


15. Lendwithcare

Lendwithcare (www.lendwithcare.org) is a peer-to-peer lending relationship between people in the UK and people in the developing world. It is an innovative way of raising microfinance to help entrepreneurs in developing countries to lift themselves out of poverty. The total number of lenders, since inception, has grown to 31,348 (2015: 24,063).

We disclose the value of lenders’ funds loaned to entrepreneurs, through micro-finance partners, from the inception of Lendwithcare in 2010 to date. This includes the funds that lenders have re-loaned as part of the scheme, and is different from balances held in trust for lenders at any point in time.

Loan capital does not form part of the assets of CIUK and is therefore not consolidated within the financial statements.

The operating costs of the scheme and unrestricted income (including donations from lenders) are consolidated in the financial statements and its notes and not separately disclosed.

Loan capital

The total amount lent and re-loaned since inception of the scheme is:

2016 2015 £’000 £’000

Loans since inception 10,293 7,698

The value of new funds added to the scheme by existing and new lenders is:

2016 2015 £’000 £’000

Loan capital added to the scheme 1,504 1,113

The amount of loan capital held by microfinance partners and entrepreneurs is:

2016 2015 £’000 £’000

Amounts at year end 2,114 1,572


2016 2015 £’000 £’000

a) Reconciliation of net income to net cash flow provided by/(used in) operating activities Net income 11,350 850 Interest receivable (43) (32) Depreciation charges 75 67 Increase in debtors (5,935) (40) Increase/(Decrease) in creditors and provisions 3,387 (1,838)

Net cash flow from operating activities 8,834 (993)

b) Investing activities

Interest received 43 32 Purchase of tangible fixed assets and investments (101) (42)

Net cash flow from investing activities (58) (10)

c) Analysis of changes in cash and cash equivalents

2016 At 30 June Cash Foreign At 30 June 2015 Flow Exchange 2016 £’000 £’000 £’000 £’000

Cash at bank and in hand 11,534 7,780 996 20,310

Total cash and cash equivalents 11,534 7,780 996 20,310

2015 At 30 June Cash Foreign At 30 June 2014 Flow Exchange 2015 £’000 £’000 £’000 £’000

Cash at bank and in hand 12,537 (749) (254) 11,534

Total cash and cash equivalents 12,537 (749) (254) 11,534

16. Notes to the consolidated statement of cash flows


17. Financial Instruments

18. Contingent liabilities There are no contingent liabilities at 30 June 2016 (2015: none).

At 30 June At 30 June Group 2016 2015 £’000 £’000

Financial assets measured at amortised cost

Cash at bank and in hand 20,310 11,534

Debtors 18,730 12,795

Creditors (10,356) (6,969)

28,684 17,360

19. Related party transactionsThe Charity is a member of the Disasters Emergency Committee (DEC) and in the year paid a subscription of £26,714 (2015: £22,500). In addition, CIUK’s Chief Executive is a Trustee of the DEC. The Charity receives funds from DEC appeals and amounts received and receivable in the year were £1.5m (2015: £2.4m).

Angela Cluff is an employee of the Management Centre and a Trustee of CIUK. The Management Centre undertook work for CARE during the year, to the value of £6,251 (2015: £3,807).

20. TaxationCARE International UK is a registered charity and is not liable therefore to income tax or corporation tax on income derived from its charitable activities, as it falls within the various exemptions available to registered charities. Irrecoverable VAT is charged to its associated expenditure.


Consolidated Statement of Financial Activities (SoFA) Income previously described as Voluntary Income has been re-stated as follows:

Expenditure previously shown separately in the SoFA under Governance Costs has been re-stated as Support Costs (see Note 5) and allocated as follows:

Additional chargeAn additional charge relating to the increase in the provision for the Pensions Trust deficit recovery plan is included in the SoFA.

2015 2015 2015 Unrestricted Restricted Total funds funds funds £’000 £’000 £’000

2015 published accounts Voluntary income:

Donations and sponsorships 6,257 8,046 14,303

Legacies 267 - 267

Activities for generating funds: Fundraising events 555 71 626

Total 7,079 8,117 15,196

Re-stated as Income from:

Donations and sponsorships 7,079 8,117 15,196

2015 2015 2015 Unrestricted Adjusted Re-stated funds £’000 £’000 £’000

Re-stated as Expenditure on:

Raising funds 4,405 28 4,433

Charitable activities Humanitarian and emergency response 1,111 80 1,191

Development 2,312 167 2,479

Advocacy 422 - 422

Governance 275 (275) -

Total 8,525 - 8,525

21. Restatement: transition to Charities SORP (FRS102) These are the group’s first consolidated financial statements prepared under Accounting and Reporting by Charities: Statement of Recommended Practice (FRS102). The following disclosures are required in the year of transition. The last financial statements under previous UK GAAP were for the year ended 30 June 2015 and the date of transition was therefore 1 July 2015. As a consequence of adopting Charities SORP (FRS 102) the following adjustments are required:

Net incoming resources 2105 £’000

Published 1,649

Reduction in provision 29

Restated 1,678


2014 30 June 2014 Pension 1 July 2014 as previously reserve as restated stated under FRS102 £’000 £’000 £’000

Restricted funds 15,323 - 15,323

Unrestricted funds

General funds 1,815 - 1,815

Pension reserve - (397) (397)

Total unrestricted funds 1,815 (397) 1,418

Total funds 17,138 (397) 16,741

2015 30 June 2015 Pension 1 July 2015 as previously reserve as restated stated under FRS102 £’000 £’000 £’000

Restricted funds 14,524 - 14,524

Unrestricted funds

General funds 3,464 - 3,464

Pension reserve - (368) (368)

Total unrestricted funds 3,464 (368) 3,096

Total funds 17,988 (368) 17,620

Group 2016 2015 £’000 £’000

Creditors falling due within 1 year 56 47

Creditors falling due after more than 1 year 490 321

Total 546 368

The provision has been included within Creditors as follows:

Reconciliation of fundsA Balance Sheet provision for the net present value of the future additional contributions to the Pensions Trust deficit recovery plan has been made. The opening provision is made through an adjustment to Unrestricted Funds in Opening Reserves for 2015 as follows:

The impact on Unrestricted Funds in Opening Reserves for 2016 is as follows:


22. Pension costs

We comply fully with auto-enrolment legislation, from April 2014 enrolling new employees into a Group Personal Pension Plan with Royal London (formerly Scottish Life) comprising an employer payment of 3% against a 2% employee contribution. Following benchmarking of employee benefits, contributions will rise to 4%:3% in 2017 and 5%:3% in 2018, in order to remain in line with peer organisations.

Contributions to the scheme for the year were £136k (2015: £70k) and at the end of June 2016 there were 68 members in the scheme (2015: 43).

The Charity also participates in a multi-employer defined benefit scheme administered by The Pensions Trust. This scheme was closed to new members at the end of April 2014, and existing members continue to benefit from a 7.5% employer contribution against a 4% employee contribution.

Contributions to the scheme for the year were £216k (2015: £295k), and at the end of June 2016 there were 34 members in the scheme (2015: 46).

Contributions to the multi-employer scheme paid into The Pensions Trust’s Growth Plan up to and including September 2001 have been converted to defined amounts of pension payable from Normal Retirement Date. From October 2001, contributions were invested in personal funds which have a capital guarantee and which are converted to pension on retirement, either with the Growth Plan or by purchasing an annuity.

Following a change in legislation in September 2005, there is technically a potential liability to CIUK, applicable to employers with pre-October 2001 liabilities in the Plan: when an employer withdraws from a pension scheme which is in deficit, the employer is required

by law to pay its share of the deficit, calculated on a statutory basis (known as the buy-out basis). If Plan liabilities exceed assets, a buy-out debt will exist if CIUK withdraws all employees from the scheme. The leaving employer’s share of the buy-out debt is the proportion of the Plan’s pre-October 2001 liability attributable to employment with the leaving employer compared with the total amount of the Plan’s pre-October 2001 liabilities. Given the number of factors to be considered in determining the liabilities the debt can fluctuate over time.

The Pensions Trust estimates that the cost of withdrawal from the Plan would be £1.2m (2015: £1.3m) based on the financial position of the Plan at 30 September 2015. The Pensions Trust has advised that an employer will only be deemed to have withdrawn if it has no active members remaining in the Plan and no eligible employees to whom to offer membership to the Plan. The chance of this debt crystallising is therefore considered extremely unlikely.

Under the Pensions Trust recovery plan, deficit contributions made by CIUK during the year were £49k (2015: £46k). A revised recovery plan took effect in April 2016 that is intended to run for 10 years. The deficit contributions due from April 2016 increased to £57k with the amount payable increasing by 3% each year.

From 2016, in order to comply with the Charity Statement of Recommended Practice (FRS102), CIUK has made a Balance Sheet provision for the net present value of the future additional contributions to the deficit recovery plan over the next 10 years. The provision is reflected in the Balance Sheet, and a corresponding adjustment has been made to Unrestricted Funds in Opening Reserves.


AuditorsGrant Thornton UK LLP Grant Thornton House Melton Street Euston Square London NW1 2EP

BankersBarclays Bank plc Level 28 1 Churchill Place London E14 5HP

HSBC plc UK City of London Commercial Centre 60 Queen Victoria Street London EC4N 4TR

SolicitorsAshurst LLP 5 Appold Street London EC2A 2HA

Lendwithcare advisorsJulian Bashford Alison Fielding Theresa Lloyd Rebecca Ryan Fiona Thompson Neville Wright

ADVISORS


Statutory donors British Embassy, Republic of Yemen Danish Refugee Council Department for International Development Deutsche Gesellschaft für Internationale

Zusammenarbeit (GIZ) GmbHDisasters Emergency Committee European CommissionEuropean Commission’s Directorate-General for

Humanitarian Aid and Civil Protection (ECHO) Foreign and Commonwealth OfficeThe States of Guernsey Overseas Aid Commission

Trusts, foundations and charity partnersAction Aid UKAga Khan Foundation Beatitudes FundBig Lottery Fund Cherie Blair Foundation for Women Christian Aid Comic Relief Communauté des Potiers du RwandaDAI EuropeDANIDAHalcrow TrustHand in Hand International The Happold Foundation International Institute for Environment and

DevelopmentInternational Organization for MigrationInternational Rescue Committee UKIslamic Relief Worldwide The Jimmy Choo FoundationThe Lord Deeds Of Aldington TrustOxfam GB Plan International UKThe Positive Action for Children Fund Save the Children Mozambique Save the Children Somalia Save the Children UK START FundSTART NetworkThe St Clare and St Francis TrustUttaranViiV Healthcare World Vision

Thank you to everyone who has supported CARE in the last year. This includes all those people who have taken part in fundraising events and campaigns, as well as those regular supporters who we rely on to fund our ongoing work. Your donations are invaluable in helping us to fight poverty around the world.

A list of larger value donors and individuals who have supported CARE International UK this year is provided here:

THANKS TO OUR SUPPORTERS


Companies AccentureAnglo American Barclays Clifford ChanceDiageo ExperianEYGlaxoSmithKlineGrant ThorntonHogan LovellsIHG (InterContinental Hotels Group)ISGJP Morgan Chase & CoKPMG Marks & Spencer, PLC The Met OfficeMondele- z InternationalMott MacDonald Options Consultancy Services LtdPrice Waterhouse Cooper (PWC)Primark (Associated British Foods)Rational Group LtdSAB MillerTwinings

Key supporters John and Alison DavidsonSam and Caroline DavisNicholas and Mary GreyWilliam MacPhersonClare and Andy MurrayOliver Stocken

Thank you to all those who donated to the Disasters Emergency Committee. As a member of the DEC, we received vital funds from the disaster appeals to assist people recovering from the Philippines typhoon, the Nepal earthquakes, the Ebola crisis in West Africa, and the continuing crisis in Gaza.

VisionWe seek a world of hope, tolerance, and social justice, where poverty has been overcome and all people live with dignity and security.

MissionCARE works around the globe to save lives, defeat poverty and achieve social justice.

FocusWe put women and girls in the centre because we know that we cannot overcome poverty until all people have equal rights and opportunities.

Registered officeCARE International UK89 Albert EmbankmentLondon SE1 7TPTel: 020 7091 6000Fax: 020 7582 0728careinternational.org.uklendwithcare.orginsights.careinternational.org.ukRegistered charity number: 292506Private company limited by guarantee number (England and Wales): 1911651

PHOTOSp1 (top) © CARE 1949p1 (bottom) © CARE / Marcus Rhinelander 2016p9 © CARE / Josh Estey 2016p11 © CARE 2015p12 © CARE 2016p13 © CARE / Holly Frew 2016p15 © CARE / Tom Ruebenach 2015p17 © CARE 2016p18 © CARE / Hayley Capp 2016p19 © CARE 2015p20 © CARE / Agnes Otzelberger 2015p22 © CARE / Michael Tsegaye 2014p23 © CARE / Tom Sessions 2016p26 © CARE 1948 FEBRUARY 2017

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