globa action plan Report and accounls For the year ended 31 March 2025 OUR LIVES. OUR PLANET. action plan Report of the Trustees Year ended 31 March 2025 Globa l Action Pla n has been inspiring aclion on our climate and ecological crisis since 1993. We take adion with communities and our partners to address climate- related problems today and in doing so, influence systems for a more just and sustainable future. Contents Trustees report.......................................................................................................................... Reference & administrative details:.......................................................................................... strudure, governance and management........................................................................ 2. Objedives and adivities...................................................................................................14 3. Achievements and performance.....................................................................................18 4. Financial review................................................................................................................ 28 Future plans...................................................................................................................... 35 statement of Trustees. responsibilities..-....-...--...-....-....-...-....-....-.............-....................41 Independent auditorfs report to the members of Global Action Plan........................... 43 Annual accounts.....................................................................................................................50 statement of financial aclivities incorporating an income and expenditure account for the year ended 31 March 2025......................................................................................................51 Balance sheet as at 31 March 2025....................................................................................... 52 Statement of cash flows for the year ended 31 March 2025................................................ 53 Notes to the accounts for the year ended 31 March 2025.................................................... 54 Truslees report action plan Report of the Trustees Year ended 31 March 2025 Reference & administrative details: Name: Global Adion Plan Company number: 2838296 Registered Charity in England & Wales: Registered Charity in Scotland: Principal Address and Registered Office: 1026148 SC041260 LMLF.203 The Leather Market. Lafone House. 11-13 Weslon Streel. London. SEI 3ER Diredors and Board of Trustees: The diredors of the charitable company (the Charity) are its trustees for the purposes of charity law and throughout this report are collectively referred to as the Trustees. Trustees are elected by the members of the company each year at its AGM. The Truslees serving during the year and since the year end were as follows: Christopher Blake- Chair lappointed151071251 Sue Welland- Deputy Chair Jonathan Kalz- Treasurer & Secretary Advait Kuravi Katie Hill Professor Francis Kelty Martyn Williams Jeremy Oppenheim - previous Chair (resigned 17/12/241 Himali Dave lappointed15107/251 Karishma Gulrajani lappointed15107/251 Ken Penton lappointed15/07/251 Key management: The Board of Trustees delegate the day to day running of the organisation to a Leadership Team comprising: Sonia Graham- CEO Gail Freeman - Diredor of Development Larissa Lockwood - Director of Policy and Campaigns Morgan Phillips- Diredor of Education Andrew Pendleton - Deputy CEO (left 061021251 action plan Report of the Trustees Year ended 31 March 2025 Professional advisers: Bankers: The Co-operative Bank, 10 Wamick Lane, London, WC4M 7BP Triodos Banl Deanery Road, Bristol, BSI SAS Auditors: Crowe U.K. LLP, 55 Ludgate HilL London, EC4M 7JW Fundraising Statement Fundraising Approach: The charity does not carry out fundraising in physical public spaces. All fundraising activities are led internally by staff directly employed by the charity. No professional fundraisers, commercial participators, or third-party agencies are engaged in any fundraising on behalf of the charity. Regulatory Schemes. The charity is not currently registered with the Fundraising Regulator. However, it is committed to maintaining high standards in all fundraising activities and adheres to the principles and standards set out in the Code of Fundraising Practice. This code informs the charivs internal policies and procedures and is used to guide staff training and ensure ethical fundraising pradices. Compliance with Standards: The charity has not failed to comply with any voluntary fundraising standards or schemes during the reporting period. Monitoring of Fundraising Adivities: As all fundraising is carried out by in-house staff, the charity maintains dired oversight and control over all fundraising activities. Regular internal reviews and staff training ensure compliance with the Code of Fundraising Pradice and the charitys own ethical standards. Complaints: The charity received no complaints related to fundraising adivities during the reporting period. A complaints policy is in place to ensure any future concerns are addressed promptly and appropriately. action plan Report of the Trustees Year ended 31 March 2025 l.Structure, governance and management Global Adion Plan is registered as a charity in both England & Wales and in Scotland. Global Adion Plan is a company limited by guarantee, incorporated on 22 July1993. Its governing document is its Memorandum and Articles of Association. The company is established to promote the protedion and improvement of the natural environment by increasing public knowledge and understanding of human behaviour which is not harmful to man and other living species or planetary ecology. l.l Board of Trustees The governance of the Charity is overseen by a Board of 6-12 Trustees (the Board). Currently we have a Board of10 members. l.l.l Operating strudure: The main Board meets four times each year. The meetings are held virtually and where possible also in person at Global Aclion Plan's head office. An annual strategy away-day is held in the spring to develop the strategic areas for the year to come. 1.1.2 Board make up: Tenuro Trustees have a thre&year tenure with standard trustees able to be reappointed once and Officers (Chair, Treasurer. Secretary and Deputy Chairl able to be reappointed twice subjed to Board diversity targets and skill/experience needs being met and unanimous vote from the rest of the Board. Equity, diversity and indusion: We aim to have a Board vthich is nationally representative of the UK population. The protected charaderistics that we aim for diversity in are below alongside our target and acluals for our Board of10 members: gender ttarget: 50% female, adual 07/25: 40%) ethnicity (target: 13% BAME/other. adual 07125: 30%) age (target: 2 trustees under 30, actual 07125: 1)- average age: 54 action plan Report of the Trustees Year ended 31 March 2025 Skills and experienc* Trustees are recruited to fill specific skill sets and experience areas identified as required in our 3 year strategy to ensure the effedive foDNard-looking management of the organisation. The skills/experience areas sought and covered in 2024- 25 were: Skillsets: Experience: Organisational strategy: Risl financial and organisational management; Sustainability & Climate Science Campaigning & advocacy Marketing & branding: Trust & Foundation fundraising & Philanthropy Public sedor: Private sector- both ￿sE700 + SME. and Third Sedor 1.1.3 Board recruitment and induction= Advertisementr. All Trustee recruitment is posted publiclywith 4 weeks application time. Each position requires specific skills and experience as identified bythe 3 year strategy and current Board make-up. Vacancies are signposted in locations that encourage applications from candidates with diverse backgrounds and experience- in line with our Board EDI policy. Selection: Potential Trustees are short-listed by the Executive team with the top 3 candidates meeting Global Adion Plan's CEO and a Trustee. The best fft for the organisation (rated on values alignment, skills/experience fit and the added diversity in background and experience they will bring to the current board) is subsequently invited to attend one meeting as an obsenier. Subject to the potential Trustee being approved by a majority of existing Trustees they are appointed to the Board at the nexl meeting. Induclion: New appointees are invited to attend an induction session to be taken through the organisation's finance in detail, meet team members and understand the organisation's adivities. They are given the option to attend exlernal Trustee governance training. Particular support is given to the Youth Trustee position with regards to legal responsibilities and Board working methods with another Trustee assigned as a mentor and an executive team member assigned for support. action plan Report of the Trustees Year ended 31 March 2025 1.1.4 Remuneration of key management: The Board sets the remuneration of the CEO, who is subjed to an annual appraisal process. Their salary is benchmarked againstthis position in other similar sized charities. The CEO sets the salaries of the Leadership Team who in turn set the salaries of the wider staff team. Salaries are reviewed annually, taking into account performance against objedives set, and benchmarked every other year against roles in other similarly sized charities. Global Adion prides itself in offering competitive salaries for the sedor, great staff benefits and very flexible working culture. 1.2 Business planning There are annual business plans that move the organisation towards its vision in line with a longer term 3 year strategy and long term120301 goals. These annual business plans are created using the following annual process: • The Board Sets oulthe paromeler5 wihin%thKh Ihe ExecuiNeleam 5k*ukl£rèJle the annualbJsine5s plan- tmjdget, hwJh ￿le1 org slrudure. strotegK focusoreos DEC • Thè Leodership leom drofts o h￿jh.￿liw￿Èss pkjnond wesentsths¢Jnd oss0(¥￿ depJrtn*ntol b￿jgets lo twjrtmènt leoms JAN . Each OepJrt￿￿nlfeQfflW0rts th ¢J Th￿11￿rO11he Leodw5hipleom lo Ih*roreo in TYK)re detoil. Agreed chongesto thè DepartrT*ntal pk>nsore then incoryjraled inlott￿ oYeraUtyJsine5s plan. • The finol trAJsiness pknn is circukited in othnceoflheonnual Boord stralw d(ry. W aspeds ofthis p￿n orethen seleded for detoiled focvsdvnng IheiThw doy. The Businw i%opproved bythe Boord svbjeo to ony rerTh)Ining deloil bein9 rinolLsed1pro¥￿ed. • The finolised business plan i8 presenled to staifol Ihe sprI￿j orbj l￿10 generolefeedbock and d￿L￿S￿nOn resOur￿S0nd opproaches needed lo deliverogoinst Ihis plan APR Figure l - Globd Aclion Han Business plaming limeline 1.3 Partnerships and collaboration Where appropriate, Global Adion Plan creates strategic partnerships with other charities and organisations to meet its objedives. These partnerships are usually to deliver specific projeds or campaign aims, and the parameters for the partnership are set outwithin a Letter of Agreement or a Memorandum of Understanding or Contract if the partnership is action plan Report of the Trustees Year ended 31 March 2025 significant. Global Adion Plan is part of the Global Action Plan international network. as described in sedion 2.1 below. Notable partnerships and collaborations in 2024-25 include: Clean Air Day- Global Action Plan mobilises a group of over 300 organisations (from the British Heart Foundation to Great Ormond Street Hospital to local authorities) to increase public understanding and adion on air pollution. Health Equals Policy Partnership Post- Global Adion Plan is a founding member of the Health Equals coalition (run out of the Health Foundation) and was awarded a policy partnership post to work together on their spotlight clean air campaign. Training health professionals in advising patients on adion they can take on air pollution - Global Action Plan partnered with TLC agency to develop a digital training programme for health professionals in Kent and Medway. Global Adion Plan also partnered with the Environment Centre ItECI in Southampton to deliver training to health professionals in person and online. Domestic burning and Clean Air Night- partnership with Impad on Urban Health to develop, launch and advocate for a policy pathway to phase out domestic burning in urban areas, as well as improving levels of public understanding about the topic through the Clean Air Night public engagement campaign. Good Life Schools- Global Aclion Plan partners with 6 Local Authorities who provide strategic support and in kind time to support the schools taking part in this programme. Transform Our World - Global Adion Plan convenes IO0+ environmental NGOS to support teachers and young people to take adion on climate change and sustainability. United Learning Global Adion Plan supported the development of a Quality Assurance framework from the ￿lstainablI1fy Support for Education hub. Football Association of Wales IFAWI- Global Aclion Plan partnered with the FAW to develop #TogetherGreener a climate action programme for grassroots football teams in Wales. Undertaking research into young people's values - Global Artion Plan partnered with the University of Bath to deliver this cutting edge ESRC-funded research. Lefs Go Zero - Global Aclion Plan is a founder member of a coalition led by Ashden to help schools achieve net zero carbon by 2030; action plan Report of the Trustees Year ended 31 March 2025 1.4 Risk management The Board is responsible for ensuring that there is an appropriate procedure in place for risk management. The current process is detailed below and is reviewed by Trustees annually. ANNUAL RISK REGISTER REVIEW: At the slart of each year Ihe CEO creates a risk management plan using the latesl recommendalions from the Charity Commission and other bodies. As part of this: All possible risks are logged in a risk register. Each risk is assessed for its likelihood and the impact it could have on the organisation. All risks are assigned an owner and mitigation strategies. and contingenoi plans are created. Risk management process This process is led by the CEO with input from the Leadership Team and overseen by the Treasurer. The Board revIeV￿ the full risk register and risk management plan and advises on any changes that they V￿uld like to see lo risk mitigation. management ond reporting models. MONTHLY REVIEW: Each month the CEO reviews the key risks and any new risks wilh the Leadership Team. Any significant increases are escaloled to the Board. QUARTERLY REVIEW: Each quarter the Treasurer meets with the CEO and finance team to review risks and financial forecasts. The Board is updaled on top rated risks. and it advises on any areas where they f&1 controls or mitigation plans need strengthened. 1.4.I Major risks In addition to our standing financial risks around cashflow and income generation, as described more fully in the Financial review at section 4 below, the top risks for 2025-26 at the last Board meeting were: l. Lack of financial buffer (cash / reserves) to weather financial down-turns: We currentlyfall short of our rese￿eS policy1£210,924 at the start of FY 2025-26 vs our target of £350,000 to £450,000) which means our financial buffer is not as high as we would like. However, Global Adion Plan operates on a very lean and agile financial model with a strong focus on good cash flow which greatly reduces the risk of reserrfes being needed. Ilmpad High: Likelihood: Medium). Mitigation: 10 action plan Report of the Trustees Year ended 31 March 2025 l. We closely manage costs with strid financial controls and can quickly cut spending if income falls short. Where possible, we plan flexible spending (like away days, events, or pay increases) for the second half of the year to stay financially flexible. 2. We stick to set day rates to ensure proposals and grants cover overheads and, where possible, generate surplus. Since 2024-25, we've updated our financial model to be more cautious and to include higher costs paid to external partners or suppliers for restricted funding, as this type of income often contributes less to overheads. 3. In 202>26, we aim for 45% of income to come from unrestrided business partnerships to help create surplus, and for 25% of funding to be paid upfront to support cashflow. 2. Political climate reduces funding potential for climate related projects: a risk that political shiftHuch as the rise of right-wing govemments and declining trust in democracy-will make it harder to achieve our mission and reduce funding for climate projeds, as companies and foundations face pressure to scale back support for sustainability causes. Ilmpad: High, Likelihood: Mediumll Mitigation: l. Highlight the wide range of social as well as environmental benefits of our work. 2. Develop some additional Iow-COSt offers to access budgets from corporate departments not facing cuts e.g. L&D/Staff engagement 3. Keep very close eye on fundraising targets- review and control costs accordingly 3. Remote working makes maintaining strong team culture harder and reduces L&D opportunities for junior team members.. Global Adion Plan offers a very flexible working policy which means that in-person touchpoints are fewer. This presents barriers for team bonding and in particular for junior roles to "shadovf more experienced team members and learn from informal interactions in a physical workplace Ilmpad Medium: Likelihood Medium). Mitigation: l. Planned in-person time: We hold three all-staff in-person days annually and monthly team workshops. with quarterly socials. Staff are asked to plan holidays around these dates. 11 action plan Report of the Trustees Year ended 31 March 2025 2. Monitoring morale and growlh: We run a quarterly happiness survey to spot trends and improve culture. Staff also refled on their work and development monthly with their manager and in formal reviews every six months. 3. Virtual training and inclusion: Our online plafform and indudion process are fully remote. Junior staff are encouraged to join both virtual and in-person development adivities like external meetings and Inte￿Iews. 1.5 Creating a strong & resilient organisation The organisation is run by the Leadership Team who are accountable for Governance and Finance. They are supported by four teams: l. The Fundraising, Finance and Impad Team who are responsible for securing funding, managing finances, overseeing research work and coordinating impad measurement, insight gathering. research and storytelling. The Marketing and Communications Team who work alongside the Teams to raise the profile of our work and deliver our programme aims. 3. The HR & Operalions Team which oversees culture, EDI, recruitment, processes and ways ofworking- represented bythe Head of Operations and the Senior HR & People Manager, reporting into the Directors, and supported by the equity, diversity and inclusion panel. 4. And the Campaigns Teom which sets and drives our campaign calls, develops and upskills the organisation on Global Aclion Plan campaigning methodology and tools, builds on our insights and measures our impad. The delivery of our work is managed by the Movement teams - our area specialists and delivery teams for our three strategic areas- overseen by Heads Of and Diredors. Current priorities for each of our support teams are shared below: Support a strong Board of Trust&s which has the diversity in skills. experience and bockgrounds lo support the charity in its stralegy Work with the Board lo £￿Velop long lerm goals, a 3 year slrategy and annual business plan- and to review progress and risks towards achieving these each quarter Leadership team 12 - - - - ~"“Managethecharitysfinancestt si tsi‘“—sSSCS - - - - - - - ~~ Position Global Action Plan as a charitable organisation with expertise and - - - - "Nurture a supportive, healthy and purposeful work culture, measuring this - - - full and easy data oversight centrally. - • - ~~ Work to support movement teams to develop and own campaign aims, | - - action plan Report of the Trustees Year ended 31 March 2025 Objectives and activities 2.1 Our charitable purpose Global Adion Plan was founded in 1993 as the UK member of the Global Action Plan Inlernational network The Global Adion Plan International nelwork was sel up in Ihe late 80s on the shared belief that radical changes to consumption w￿e needed lo address the pressing environmental and social challenges faced, and Ihal people w￿e the key to achieving this. This belief stands firm today. Each member operates autonomously but works with the nelwork to share insights and tools and work together on international projects. Vision: A world where conneded and resilient communities are odively shaping a just and sustainable planet. Mission: Our mission is to take Action to Influence: We take adion with communities and our portners to address climal&related problems loday and in doing so. influence systems for a more just and sustainable future. Values: Our organisational values are not just v￿rdS on a wall. They are a project decision making tool. a code of condud. an organising principle. a recruitment lens: We are driven by compassion Good for us. good for the planet- everylhing we do is driven by the health and happiness of all people and the planet. Compassionale values are core to our cullure. We have fun on our mission. creating an inclusive environment where no one gets left behind. We get stuff done We focus on impad and the end goals of Ihe communities we serve. We are nimble. ading on insights and listening and learning as we go. We develop scalable ideas. informed by lived experience. to mobilise adion. We listen and share openly We lislen to Ihose most affected by the issues we seek to address and amplify the voices of those usually least heard. We are open to critique and seek to improve. Our work is open. accessible and available for anyone to use. We challenge the norm We're not afraid of taking on thorny issues. wetockle problems at a systemic level. We recognise that the way we live is shaped by structural inequalities and engage wilh. support and advocate for those most 14 action plan Report of the Trustees Year ended 31 March 2025 disadvantaged. We know that the best solutions come from an inclusive approach. we bring people together to ccFcreate change. 2.2 Principal activities At Global Adion Plan we mobilise people and organisations to take adion on the systems that harm us and our planet. We are a climate charity focused on issues where the connedion belween the health of people and our planet is most tangible. Our 2024125 focus areas are air pollution iaean Airj, big tech lonline Climatel. and the education system IGeneralion Actionj. We believe a more sustainable, cleaner, fairer world is not only possible - ifs essential. Our work has never been more urgent or more relevant. From air pollution to climate misinformation, and from digital wellbeing to youth empowerment, the systems threatening our health, equity, and environment are deeply interconneded. Global Adion Plan exists to confront those systems head-on - not with fear, but with clarity, collaboration, and vision. We take adion with communities and our partners to address climate-related problems today and in doing so, influence systems for a more just and sustainable future. We take action by working alongside communities to tackle climate challenges locally and Ccpcreate new tools and approaches. We partner with organisations to pioneer new pradise, amplify what works, demonstrate impact, and push for broader change. We influence by uniting public campaigning, coalition building, and direct advocacy to shift systems and policies for good. Whether we're equipping young people to lead community transformation, influencing national policy on clean air, or holding Big Tech to account, we act as both a catalyst and connedor: turning insight into aclion. and aclion into long-term change. This year, our reach extended to over one million people across the UK and beyond, with tens of thousands adively engaging in campaigns, events, and learning, and five thousand individuals mobilised to take action. Crucially, these aren't just numbers - they represent real shifts in attitudes, behaviours, and policy commilments. 15 action plan Report of the Trustees Year ended 31 March 2025 Clean Air Our work in clean air continued to help set the national agenda. From rigorous public research in partnership with Opinium to citizen-led policy pathways developed with Imperial College and the Greater London Authority. we showed that air pollution is not just an environmental issue but a public health emergency that demands structural response. Through initiatives like Clean Air Night and the Breathe London partnership, we brought diverse voices together - from clinicians to creatives - to challenge the social norms and systems that make air pollution seem inevitable. Our Clean Air Hospital Framework, now endorsed by the Royal College of Paediatrics and Child Health, is helping embed environmental responsibility into the heart of the NHS. Online Climate In the digital sphere. Global Action Plan broke new ground. Our investigative report, The Digital Landscape of Climate Mis- and Disinformation in the UK exposed how Big Tech plafforms fuel climate delay by design- linking Net Zero opposition to culture war narratives in ways that corrode public trust and democratic debate. Through campaigns like Stop Following Me, we mobilised young people to speak out against surveillance advertising and online manipulation. And we made our case where it matters: from parliamentary hearings to major party conferences, we have championed bold regulation to build a digital ecosystem that supports climate action. Generation action Our education work is changing the way schools think about purpose and potential. At the core of Global Adion Plan Education is a radical yet pragmatic belief: that young people, if empowered and supported, can lead the shift towards a more values-led, equitable society. Our research - including the student-led report Make it More Accessible and Interesting - is helping to shape the conversation around curriculum reform. Programmes like Good Life Schools and Transform Our World are giving thousands of students the tools to challenge consumerism, redefine success, and drive collective action. And our growing nebNork of educators is becoming a powerful force for embedding sustainability and wellbeing into everyday teaching and learning. 16 action plan Report of the Trustees Year ended 31 March 2025 Driving Systemic Change Through Collaboration Throughout all this, Global Action Plan has remained committed to convening and amplifying the voices that too often go unheard. We work with local authorities and leading academics, with MPS and communities, with students. parents, and professionals. We are proud to have been a trusted partner and thought leader across sedors. Our team has briefed parliamentarians, shaped ministerial conversations, contributed to national media, and secured endorsements from prestigious institutions. But more importantly, we've continued to listen, learn, and adapt - ensuring that our work remains rooted in community insight, scientific evidence. and moral clarity. Looking ahead, we remain unapologelically ambitious. In an era of overlapping crises, piecemeal solutions are not enough. We must continue to expose the root causes of environmental harm, challenge the systems that perpetuate inequality, and model what a healthier, more compassionate society can look like. This annual report captures the scope and impacl of our work over 2024125. But behind every statistic, there is a story - of a teacher inspired to shift their pradice, a policymaker influenced by public data, a young person emboldened to speak out. These stories remind us that systemic change is possible- and that. together, we are building it. Public Benefit statement The trustees recognise that the charty must report each year on how they have carried out their charivs purpose for public benefit. In shaping our objectives for the year and planning our adivities, the trustees have considered the Charity Commission's guidance on public benefit. The Trustees believe that our adivities and achievementsatisfy both elements of the public benefit requirement. 17 action plan Report of the Trustees Year ended 31 March 2025 Achievements and performance Clean Air What we set out to do In 2024-25, Global Adion Plan's Clean Air campaign set outto continue to support a national movement for clean air by tackling air pollution the UK'S biggest environmental threat to health. We aimed to continue our work in driving behaviour change, organisational change and system change by working with changemakers across schools, health organisations, businesses, community groups, and local authorities. We aimed to support adion to reduce pollution from their own practices, influence others to protecl public health. and colledively advocate for policy and legislative change. Our goal: that by 2030, everyone can breathe clean air in urban areas. What we did Action with Communities In 2024/25, Global Action Plan has significantly advanced its mission to highlight the scale and impad of air pollution through rigorous, people-centred research. We've continued our long-standing partnership with Opinium who have conduded quarterly public surveys on air pollution since 2018. These nationally representative insights provide a vital barometer of public attitudes and awareness. shaping the diredion of our campaigns and sharpening our messaging. This year, the data played a pivotal role in informing our engagement strategies, helping us identify gaps in understanding, tailor interventions to public concerns, and build stronger cases for policy change. The findings are shared widely with stakeholders to embed public voice into decision-making across the sedor. Building on previous collaborations, we partnered with Imperial College and the Greater London Authority IGLAI to produce a citizen-endorsed roadmap towards meeting World Health Organisation IWHOI air quality targets in London. Global Adion Plan engaged key stakeholders from community organisations, businesses and local authorities, as well as a group of 59 Londoners in a series of deliberative workshops, to explore the impads of air pollution and better understand how London could achieve the WHO Guidelines. The results 18 action plan Report of the Trustees Year ended 31 March 2025 of this engagement will inform various possible pathways. scientifically modelled by Imperial, which will result in a roadmap for the GLA. Our commitment to health evidence continued with the evaluation of a pioneering GP training programme in Islington. We are in the process of publishing academic, peer- reviewed findings to demonstrate how air quality education for clinicians can positively influence patient outcomes. We also initiated a comprehensive literature review into the carbon and health impads of 'forest fuels. to challenge the narrative that wood burning is a sustainable energy source, setting the stage for future interventions. Work this year also included a retrofit projed in Manchester in partnership with CLASP and Southway Housing, where we converted 10 homes from gas to eledric cooking. This projed is already generating valuable data on household energy use, indoor air pollution levels, occupant health and user experience - diredly linking cleaner technologies with real-life benefits. Collaborating with Partners Our colledive adion efforts made significant inroads across healthcare, education, and community engagement, creating scalable pathways to a cleaner air future. In the health sector, events took place across the country including a health sector summit hosted by Great Ormond Hospital with 100 health sector workers that strongly showcased Global Adion Plan's health portfolio. Our Clean Air Hospital Framework received endorsement from the Royal College of Paediatrics and Child Health IRCPCHI, which now calls for its implementation across all NHS organisations. We developed and piloted clean air resources for heart health patients, trained over 50 healthcare professionals in Southampton on how to talk to patients about air pollution, and launched a new suite of online education modules - now actively used by Integrated Care Systems IICSI, local authorities, and NHS teams nationwide. In partnership with Boehringer Ingelheim we also launched an online version of the Integrated Care system IICSI Clean Air Framework at the UK Health Security Agency IUKHSAI annual meeting, supported by a national webinar that attraded 120 professionals. These tools are already enhancing the capacity of healthcare professionals to understand and act on air pollution's health risks, with over half of England's ICSS now using the Framework. In education, we extended our Clean Air for Schools programmes, partnering with Arup for air quality audits in Kensington and Chelsea and expanding our international footprint 19 action plan Report of the Trustees Year ended 31 March 2025 through 'School Run Scandal Phase 2'_ a youth-led initiative calling for clean air in Liverpool and Warsawwith Global Action Plan Poland with supportfrom the FIA Foundation. This cross- border campaign empowers students to directly engage with policymakers, ensuring the next generation is at the forefront of environmental change. Meanwhile, our Clean Air Night campaign grew in impad and reach. More than 75 local authorities and countless community partners- from schoolchildren in Camden to artists in Liverpool - spotlighted the hidden dangers of domestic wood burning. With nearly a million Londoners reached through paid media and dozens of local initiatives taking root, Clean Air Night is becoming a powerful national movement. As the engagement partner in the Vodafone-led consortium we relaunched the Breathe London programme, to assess and reduce air pollution around hospitals, schools, and other key infrastructure in the capital. This work, commissioned by the GLA, is helping communities and institutions build localised, evidence-based responses to air quality issues. Influencing Systems Our Clean Air polioi and campaigning work this year, supported by Health Equals lan initiative of the Health Foundation) and Impad on Urban Health, achieved strategic successes, further cementing our role as a key influencer at both local and national levels. Our Clean Air Day petition for stronger clean air commitments - signed by nearly 3,500 people - was the first to be presented to the new Government at 10 Downing Street, with support from cross-party MPS and community representatives. We also convened a series of parliamentary events, including a dropin reception and a roundtable to launch our policy pathway to phase out domestic burning in urban areas, which gained considerable interest from MPS. peers and staffers. These forums enabled parliamentarians to express strong support for ambitious adion on air pollution and strengthened our Clean Air Parliamentary Champions nelworl with 9 members. We continued building relationships at all levels of government. In Westminster, we engaged ministers and officials across the Department for Environment, Food and Rural Affairs (Defral and the Department for Health and Social Care IDHSCI. Our campaigns and partnership with Health Equals helped ensure clean air was one of the governmenfs initial public health priorities, and Defra has since publicly committed to consult on domestic burning measures in summer 2025. Regionally, we contributed to the cross-party group on clean air at the Welsh Senedd, campaigned for a clean air London Mayor with the New Voices nelwork - who work on a 20 action plan Report of the Trustees Year ended 31 March 2025 range of issues including social, racial, and environmental inequalities, housing and health in the 2024 mayoral election with funding from Trust for London and have since deepened collaboration with London's Deputy Mayors for Environment and Transport. We amplified our reach through media engagement. building ties with major outlets like The Times, Sky News, and LBC, as well as with lifestyle publications such as Good Housekeeping and Which? Our efforts helped shift public discourse on indoor air pollution and generated informed, balanced coverage of the harms of gas cooking and domestic burning. Additionally, our collaboration with environmental networks such as the Labour Climate and Environment Forum ILCEFI and SERA has positioned Global Action Plan as a go-to voice on air quality. Whether briefing ministers, training health professionals, or empowering schoolchildren, Global Action Plan has helped embed clean air into the national agenda - where our future work will ensure it must now remain. Online Climate What we set out to do In 2024 - 25, Global Adion Plan set out to continue to tackle Big Tech's surveillance-driven business model and the toxic online environment it creates. Through our Climate vs Big Tech and Safer Socials campaigns, we set out to mobilise civil society, businesses, and the public to demand urgent reform. Our focus was on the spread of climate misinformation in an eledion year, and campaigning for legislative adion to ban sur4eillance advertising and reform social media algorithms- so that the internet becomes safer by design with far lower environmental impads. Our goal: A safe, welkregulated, Iow-carbon online info ecosystem that fosters free speech and debate within the law. What we did Action with Communities Over the past year, Global Adion Plan has played a pivotal role in exposing how digital environments harm climate progress and young people's wellbeing. Our research has focused on uncovering the hidden mechanisms by which tech plafforms enable climate 21 action plan Report of the Trustees Year ended 31 March 2025 misinformation, amplify climate denial, and normalise exploitative commercial practices aimed at young audiences. A key milestone was the publication of The Digital Landscape of Climate Mis- and Disinformation in the UK, developed in partnership with the Institute for Strategic Dialogue IISDI and Climate Adion Against Disinformation ICAADI. This report identified how anti- climate narratives spike in response to policy announcements and news cycles, linking Net Zero with divisive topics such as immigration and LGBTQ+ rights. These findings underline the systemic nature of online disinformation and call for urgent regulation of plafform algorithms and monetisation models. Supported by the Global Sedor Communications Council, we also investigated YouTube's recommendation system, in partnership with the Institute of Strategic Dialogue IISDI, revealing that users who engaged only with reputable sources were still served climale- denying and delaying content. This highlights Ihe platform's strudural role in pushing anti- climate narratives and strengthens the case for stronger algorithmic accountability. On the commercial exploitation front. we centred young people's calls to stop being manipulated into overconsumption through personalised targeting in the Stop Following Me campaign, funded by Esmee Fairbairn Foundation. The campaign was supported by interviews and case studies from young people, illustrating the cumulative emotional and financial toll of online marketing. IKEA and Air Up responded positively to the campaign's calls, indicating a shift in corporate awareness. Further research, undertaken in partnership with Vodafone for Safer Internet Day 2025, showed that nearly I million 11-16-year-olds in the UK had experienced online scams in the previous year, with an average loss of £103. Our qualitative interviews revealed long-term emotional impacts, from breakdowns in trust to disrupted life plans. These findings helped shape national media narratives and provided a powerful evidence base for policy engagement. Collaborating with Partners We have continued to build and mobilise a growing base of public supporters who are directly experiencing the harms of digital systems and are ready to act. This year we developed new pathways for individuals - particularly young people and parents to tell their stories and demand strudural reform. Our youth-led Stop Following Me campaign mobilised students to meet diredly with MPS, placing youth voices at the centre of policy discussions about online exploitation. In parallel action plan Report of the Trustees Year ended 31 March 2025 and building on our previous'toxic beauv work with Dove. we mobilised supporters to share their experiences and amplify calls for systemic change. The campaign created with young people because of this projecl, documented how young people are Manipulat￿ into overconsumption through personalised targeting. The campaign was supported by interviews and case studies from young people, illustrating the cumulative emotional and financial toll of online marketing. IKEA and Air Up responded positively to the campaign's calls, indicating a shift in corporate awareness. We also challenged prevailing narratives- promoted by the social media plarforms-around personal responsibility in online safety. Working with Vodafone on their Safer Internet Day campaign, Global Adion Plan brought a structural analysis to the fore and created an MP email tool that called for regulation of the design choices that enable online scams. The tool, included in Vodafone's press release and comms. led to over 90 MPS from all major parties receiving letters - a tangible step in turning individual concern into political pressure. Our climate misinformation campaign created innovative new crowdsourcing routes for people to share examples of climate misinformation they encountered in the run-up to the general election. This informed our discussions with the eledoral commission and Ofcom, both of whom we wrote to - along with fvielve environmental groups - expressing our concern at the lack of adion to monitor and counter, in real time, misinformation in such a sensitive period. Influencing Systems During 2024-25, we have consistently translated our research and grassroots engagement into high impad influencing, shifting public narralives and building pressure on policymakers and tech plafforms. At the Labour Party Conference in September. we co-hosted a packed-out 'Calming the Online Backlash, fringe event with the influential Labour Climate and Environment Forum ILCEFI, at which we launched the ISD landscape analysis of UK climate disinformation mentioned above. The event successfully positioned climate disinformation as a key threat to Labourfs clean energy transition, with influential MPS Chris Curtis and Polly Billington, and leading pollster Steve Akehurst, strongly endorsing the need for tighter regulation of social media. The discussion revealed a significant knowledge gap among politicians around how disinformation works - highlighting the need for further capacity-building, which is now shaping our ongoing strategy and funding proposals. action plan Report of the Trustees Year ended 31 March 2025 Our growing focus on impads of the physical infrastrudure underpinning Big Tech's business model led us to intervene. in December. in a live planning enquiry for a hyperscale data centre near Uxbridge, in partnership with legal campaigners Foxglove. Having been rejected bNice by the local authorty, the application has been 'called in. for ultimate decision by the Secretary of State. Drawing on the Finch v Surrey CC ruling, we made the case that data centres, enormous indired loffsitel emissions must be considered in planning decisions. Given the clear failure to account for data centres. environmental harm, this work potentially opens up a new legal frontier for challenging high-carbon infrastrudure enabled by the digital economy. Also in December, Global Adion Plan was invited to give evidence at a parliamentary hearing for the 'Safer Phones. Private Members, Bill. We used the opportunity to diredly challenge tech giants in the room on their demonstrable failure to prioritise child safety over profit. Speaking alongside bereaved parents and airing many of the findings of our Vodafone research (See above), our intervention made a powerful case for platform accountability and deeper reform of the digital business model. Our ongoing engagement with parliamentarians and the Online Safety Acl Nelwork of civil society organisations is keeping pressure on Parliament to legislate for system change. Finally, we continued to hold regulators to account. At a National Council of Women event, we challenged Ofcom's online safety lead about regulatory shortcomings, particularly their bias towards industry needs in their implementation and enforcement of the Online Safety Act. These public forums are critical opportunities for civil society to challenge complacenoi and push for the implementation of the Ad in ways that genuinely protect the public and the planet. Generation Action What we set out to do In 2024-25, Global Action Plan is working to transform education so that every young person is equipped to ad colledively for people and planet. Through our Generation Action work, we are partnering with schools. educators, and young changemakers to show how education can nurture critical thinking. creativity. compassion, and the confidence to drive change. Alongside this, we are campaigning for national curriculum and teacher training reforms that embed activism and collective aclion into the heart of education. Our goal: by 2030, every child leaves school ready to help shape a greener, fairer world. action plan Report of the Trustees Year ended 31 March 2025 What we did Action with Communities Over the past year, Global Adion Plan aded a thought leader in climate education by uncovering gaps in how the education system addresses the climate and nature crises - and highlighting how young people want this to change. In May, we published an Essay collection, receiving positive feedback from a wide range of inlluences and speaker invitations. Our flagship research publication, Make it More Accessible and Interesting, captures the voices of 55 sixth form students who attended our Earth Our Future conferences. The report reveals a deep disconnect befvieen students. concem for the climate crisis and their experiences of education - calling for more engaging, relevant, and values-led climate content. The report has been well received by educators. influencers, and academics, helping to shape the national conversation around the Department for Education's IDfEI Curriculum and Assessment review. This work builds on our longstanding partnership with United Learning, the UK'S largest Multi-Academy Trust, and has positioned Global Adion Plan as a credible, evidenc&based voice for reform. In collaboration with the University of Bath. we are also undertaking an ambitious research project to understand how shared values can ad as a foundation for youth-led environmental adion. This pioneering study is testing interventions that help young tEople find consensus on collective climate goals- an approach rooted in hope and connectedness, rather than fear or guilt. Global Action Plan has taken on a larger delivery role, supporting school recruitment and outreach. ensuring that insights from this work will be diredly applicable to future education policy and classroom practice. Together, this research portfolio has not only exposed critical shortcomings in climate education but also shown a new path forward - where young people are co-creators of knowledge, purpose, and adion. Collaborating with Partners Over the past year, Generation Adion has significantly expanded opportunities for young people and teachers to shape and lead climat&positive change in their schools and communities. Our £l.I million National Lottery Community Fun&supported Good Life Schools programme is now in full swing across South & West Wales, North East England, and the East action plan Report of the Trustees Year ended 31 March 2025 Midlands/South Yorkshire. Led by Global Action Plan, the projed brings together a diverse partnership that includes six Local Authorities - Redcar and Cleveland, Durham, Sheffield, Leicester, Merthyr Tydfil, and Carmarthenshire - alongside Sheffield Hallam University. The programme is grounded in evidence-based pradice. supported by a panel of academic advisors who help ensure its ongoing relevance, effediveness, and rigour. This bold, three- year initiative is challenging consumerist culture in schools by helping students redefine success - not by what they own. but by the values they live by. Through deep school-wide engagement, students are co-developing "Good Life" charters and leading social adion projeds that foster community. wellbeing, and climate responsibility. The programme's visibility was boosted by national coverage on Newyddion Ni. S4C's youth news programme. In Kent and Essex, our #iwill-funded Transform Our World youth social adion programme has been energising a new wave of youtkFled initiatives. via teacher training and in-school events, with the programme receiving glowing feedback from educators. One teacher shared how Transform Our World gave students a space to tackle both local and global issues- from online bullying to climate anxiety- on their own terms, boosting their confidence and motivation to lead. The Generation Action community also continues to grow, with our educator newsletter and website registrations steadily increasing. Nearly 8,000 educators are registered on the website, representing 4,000 schools, which equates to around 15% of the primary and secondary schools in the UK. We also launched a new e-nev*sletter to support and conned our nebNork of Young Activators - young people who have previously worked with Global Action Plan. This ongoing engagement is crucial to building a sustained youth movement that gro￿￿ in confidence and influence over time. In November, we ran a 24-hour Education Assembly at the University of Derby, co-hosted with climate experts Prof. Kevin Anderson and Dr. Dan Calverley. This unique event brought together trainee teachers and researchers for a night of critical discussion and a day of pradical workshops- demonstrating our commitmentto developing both present and future leaders in climate education. Influencing Systems Generation Adion has made a significant contribution to shaping the national debate on the future of climale education particularly in the context of the DfE's Curriculum and Assessment review. 26 action plan Report of the Trustees Year ended 31 March 2025 Our team has been highly adive in this process, attending five regional roadshows and directly questioning the review chair, Professor Becky Francis, at multiple events. We have also mobilised our educator supporter base to respond to the reviews call f(x evidence, with over 150 educators and supporters submitting responses calling for stronger, systemic integration of sustainabilty into the National Curriculum. Backed by funding from the JJ Charitable Trust, our campaigning has amplified youth and expert voices alike. In February, we coordinated an open letter to Education Secretary Bridget Phillipson MP, developed in partnership with UCL'S Centre for Climate Change and Sustainability Education. The letter. signed by over 750 academics. scientists and educators. makes a compelling case for embedding climate and nature into the heart of education. Published on Global Adion Plan's website, the letter remains open to new signatories and continues to gather momentum. Our influence has reached ministerial levels. In December, Global Adion Plan was represented at the Department for Education's winter ministerial reception, where we diredly engaged with Bridget Phillipson MP and Stephen Morgan MP - strengthening the call for meaningful curriculum reform. Generation Adion has also helped shift the broader cultural conversation. Our essay collection, published in May, has opened doors to high impad speaking slots, blogs, and podcasts. This collection established Global Action Plan as a credible and creative force in the movement to redesign education for a better future. action plan Report of the Trustees Year ended 31 March 2025 4. Financial review 4.1 Overview Global Adion Plan generated an overall surplus in 2024-25 of £81,00612023-24 - deficit of £22,556), and an unrestricled surplus for the year of £60.50612023-24- deficit of £168,056). Total reserves at 3151 March 2025 were £490,924, with £280,000 of restrided reserves and £210,924 of unrestrided reserves. Income in 2024-25 was £2,005,564, a 7.5% decrease compared with 2023-24. This was the result of an 86% decrease in funding for our Online Climate portfolio. However, income from our Generation Adion movement increased by 62%. whilst income from our established Clear Air movement increased by a more modest 2%. The restrided reserves of £280,000, and restrided surplus for the year of £20,500, w￿re the result of receiving funding in the year in advance of delivering the projeds they funded. The most significant of these was the Transform Our World projed, supported by the #Iwill Fund, where £l(X),000 was carried forward, compared with £64,000 in the prior year. In addition, the Good Life Schools programme. funded by the National Lottery Community Fund, carried fonNard £80,000 to next year. The Domeslic Burning Campaign funded by Guy's and St Thomas, Foundation (operating as Impad on Urban Health). carried forward £60,000 to next year, compared with £70,000 in the prior year. Finally, £40.000 of funding from the JJ Charitable Trust was carried forNard into next year. The significant unrestrided deficit in the prior year was the result of cost of living pressures on payroll and projecl costs, combined with a challenging funding environment. During 2024-25 the GAP Senior Management Team, supported by the Trustees, implemented a number of cost saving adions during the year to reduce the cost base of the charity and eliminate the deficit. Senior staff in both the fundraising and marketing teams were not replaced following their departure, and the charity moved to less exFEnsive accommodation. These adions enabled both the Generation Adion and Clean Air movements to improve their financial performance. although Online Climate generated a deficit, the result of its reduced funding. Transfers from unrestrided to restrided reserves of £ll,853 l£nil in 2023-241, represented a single Online Climate projed completed with additional unrestricted funding. action plan Report of the Trustees Year ended 31 March 2025 4.2 Significant funders Generation Action In April 2024 furtherfunding of £l,129.724 was secured from the National Lottery Community Fund, Climate Action Fund Round Z for a three year projed to continue and implement our Good Life Schools programme. A student-led programme working with IP18-year-olds to strengthen the relationship belween schools and their local community to support a low- consumption, low carbon culture. The year one funding of £410,289 was recognised in the statement of financial aclivities. with £80,000 carried forward at year end as a restrided reserve. In the prioryear, funding was receivedfrom the #iwill Fund lan initiative of the National Lottery Community Fund and DCfvIS), to continue our Transform Our World project for Iwo further years. This has enabled GAP to run a series of schools based adion programmes and youth campaigns, including a focus on disadvantaged communities in north Kent and south Essex. The yearfvio funding of £281,077was recognised in the Statement of financial adivities, with £80,000 carried forward at year end as a restricted reserve. The JJ Charitable Trust provided funding of £60,000 to run a campaign linked to the Francis Review into the schools curriculum. with £40,000 carried foTrvard at year end as a restrided reserve. In addition, Global Adion Plan ran several projects with commercial partners, including the Football Association of Wales, and concluded our long running Dirt Is Good project with Unilever. Our research project focused on young people with the University of Bath, which started in the prior year. continued. In total £102,340 of unrestricted income was recognised in the Statement of financial activitie& Online Climate A grant of US$85,861 was awarded by the Meliore Foundation, through the Global Strategic Communications Council, in November 2023. This funded a Climate vs Big Tech campaign, to mobilise against the systemic harms of big tech. and £32,643 was received in the year and the projed completed. In addition, our related campaign. funded by Luminate Projects was completed using the £39,000 restricled reserve brought forward from the prior year. action plan Report of the Trustees Year ended 31 March 2025 For the last three years GAP has run our Buy Now, Gel Nexl Doycampaign, funded by Esmée Fairbairn Foundation. This was a young person-led campaign pressing for an end to online behavioural advertising that causes mental ill-health, increased air pollution, and a broken climate. Further funding of £8,500 was received in the year, which together with the restrided reserve of £77,000 brought forward from the prior year, enabled the project to be completed. Unrestrided income of £29,590 was received in the year, which included income from an Online Safety projed funded by Vodafone UK. Clean Air Income was at a very similar level to the prior year, with a total of £1,014,582. Global Action Plan successfully delivered the eighth Clec7n Air Day in June 2024. Funding of £105,779 from The Health Foundation, and £IO.000 from the Scottish Government, together with income of £15,000 from the Welsh Government and some commercial sponsorship, ensured that a variety of events took place throughout Britain. Funding of £39,950 had been received from Guy's and St Thomas, Foundation in the prior year to support the preparation for Clean Air Day, with £10,000 of this funding carried forward as a restrided reserve to fund activity in 202425. Guy's and St Thomas, Foundation continued to be a significant funder in 2024-25. Operating as Impad on Urban Health they provided a third tranche of £124,800 of funding for our Domestic Burning projed; winter engagement campaigns on the health impads of domestic wood burning. In May 2023 GAP was awarded a grant of £122,032 from The Health Foundation to fund an air quality policy post within GAP under the Heatth Equals. Partnership. to work to secure the inclusion of identified clean air policy asks in manrfestos for the approaching UK General Eledion. Income of £71.524 was received in 2024-25. which was utilised together with £9,500 of funding brought forward from the prior year, the projed continues into 2025-26. In June 2024 the charitywas awarded a grant of 85.000 Euro1£68,1461 by the FIA Foundation to run a projed titled The School Run Scandal, working with a school in Wirral, Merseyside and (via Global Adion Plan Polska) a school in Warsaw, Poland to raise students, voices to change the systems around them, and tackle air pollution in their communities completed within the year ended 31 March 2025. action plan Report of the Trustees Year ended 31 March 2025 The final instalments totalling £50,000 of the Trust for London grant for the Cleoner Air 4 Communities programme were received during the year, all of which was expended on projed delivery. A grant totalling £43,090 was received from the Greater London Authority IGLAI to run a London-wide campaign in support of our second Clean Air Nighl in January 2025. In April 2024 funding of US$230,000 was awarded to GAP by international NGO CLASP to run a projed to inform UK government policy discussions that support the phasing out of new sales of gas cooking appliances. A total of £143,461 was recognised in the Statement of financial adivities in 2024-25 in relation to this projecf. In November 2024 GAP entered into a contract with Imperial College London to perform services in connection with a projecl titled "GLA Road Map to Achieving the World Health Organisation's 2021 Air Quality Guidelines in London". A total of £90,863 was recognised in the Statement of Financial Aclivities in 2024-25 in relation to this projed. GAtYs success in running Clean Air Day and profile as a charity working in the Clean Air space continued to secure funding from commercial organisations, with a total of £223,805 recognised in the Statement of financial activities in 2024-25. The most significant funding came from Boehringer Ingelheim. to continue our work on Integrated Care for Cleaner Air, and from Vodafone from the commencement of our Breolhe London Air Quality NebNork partnership with the GL4. Sustainable Business GAP concluded our projed with the Singapore Green Building Council to deliver training in behaviour change techniques, resulting in a small amount of unrestrided income recognised in the Statement of financial activities. Unrestricted donations & core funding Unrestrided donations totalled £41.965, of which £15,000 was unrestrided funding from commercial organisations and £26,965 from individuals. Donated Services totalled £16,413 in professional and consultancy fees, principally further pro-bono research into air quality from research serrfices company Opinium. 31 action plan Report of the Trustees Year ended 31 March 2025 4.3 Reserves policy Global Adion Plan's target is to generate unrestrided reserves of belween £350,000 and £450,000. This is based on the current size of the Charity, and is reviewed each year. The largest element of this calculation is a reserve to cover the adions needed to restrudure the organisation and reduce headcount as a result of a downturn in income compared with our budget. Payroll costs comprise a high percentage of our cost base Icirca 66% in 2024-251 and are, realistically, the only cost heading where significant savings could be achieved in the short to medium term. In addition, the calculation makes an allowance for an unexpeded need for funds to cover a shortfall in funding for a restricled projed. perhaps due to a match funding shortfall. A further allowance of one month of payroll costs has been made to cover a short term cash shortfall, due to a delay in the receipt of funding and. finally, a small allowance has been made for unbudgeted operational costs. During 2024-25 Global Action Plan generated an unrestrided surplus for the year of £60,506 12023-24- deficit of £168,056), which increased our unrestrided Ifreel resep4es to £210,924. At 31st March 2025 Global Action Plan had a total of £280,000 of restricted reserves. The largest of these was £IOO,000 in resped of the Transform Our World projed, supported by the #iwill Fund. In addition. the GoodLife Schools programme, funded by the National Lottery Community Fund, carried fO￿ard a reserve of £80,000, the Domestic Burning Campaign. funded by Guy's and St Thomas, Foundation, carried foTrvard £60,000. and, finally, £40,000 of funding from the JJ Charitable Trust was carried forward into next year. The expenditure related to the delivery of these programmes is budgeted to take place during 2025-26, with the expenditure spread throughout the year. action plan Report of the Trustees Year ended 31 March 2025 4.4 Financial controls The following controls are in place to ensure that we continue to operate with positive working capital and generate a financial surplus. Ciishng staff time: Standard minimum day rates for each role are derived each year from the approved budget. These rates :. are designed lo cover slaff dired costs plus a proportion of overheads and are used for all bids and commercial contrad negotiations. U* of lower doy rates requires approval from Global Action Plan's CEO. Income Planning *: All privat&sedor projeds use the above .: method lo build in a contribution to charitable surplus standard rates are used then this should resull in a 20% contribution. Weekly cashkn: The Finance Director reviews a detailed cash Ilow forecast w￿kly. Monthty managen￿tt accounts: The CEO and Treasurer review the monthly management accounts. which include a comparison of adual performance with budget. plus a six- month cash-flow forecast. including Ihe sales pipeline. on a monthly basis. Board review. The Board receives managemenl accounts each quarter and these are discussed in detail. together with the sales pipeline. at quarterly Board meetings. A forecast of financial performance for the year is prepared on a quarterly basis for the Board and presented and discussed alongside the soles pipeline of granl fiJnding bids and commercial proposals submitted. The Senior Management Team review pasl performance from a financial and impad perspectNe at both project and departmental level on a quarterly basis. Together wilh quarterly income and delivery projections this forms the basis of recruitment decisions. A financial outhority limits policy is in place setting out levels of expenditure for approval by Ihe Board. the Senior Management Team and senior staff. Financial review Performance check points Expenditure action plan Report of the Trustees Year ended 31 March 2025 4.5 2025-26 Business Plan & Going Concern The annual business planning process is overseen by the Board and managed by the Senior Management Team. The business plan for 2025-26 was approved by the Board in March 2025. Income was budgeted to increase by 22% compared with 2024-25, with an average of 30 staff positions budgeted. The budget targeted an unrestrided surplus of £76,000 which, if achieved, would take our reserves to £287,000. The financial forecast for the year has been updated for the Odober Board meeting, following Finance Committee meetings in September. Since the budget was approved the economic outlook has continued to be uncertain. Securing unrestricted funding from the corporate sedor, government and local government has been particularly challenging. As a consequence, the trusts & foundations funding environment has become even more competitive. Income is nowforecastto be26% below budget, and IO% belowwhat was achieved in 2024- 25. Of this 81% is secured, or in negotiation. The remaining unsecured target is based on our current pipeline of proposals. weighted by probabilty. The forecast shows an overall deficit of £60,000 and an unrestricled surplus of £nil. To achieve this we have halted discretionary expenditure, recruitment of new staff, and initiated a reorganisation of existing staff. This model forms the basis for our caslFflow projedions. We have prepared a budget for 2025-26 in order to complete a cash-flow projedion. This early draft of our budget for 2025-26 has income 22% lower than achieved in 2024-25, of which 37% has already been secured. This income is budgeted to be delivered by 23 staff. and would deliver a £75,000 unrestricted surplus. The resulting cash-flow forecast through until March 2027 show that cash is expeded to remain above £350,000 throughoutthe18-month period. Consequently, Global Adion Plan are confidentthat any income shortfall can be managed, and the Charity continue as a going concern for the foreseeable future. Global Action Plan meets its day to day working capital requirements from cash reserves and has a small overdraft facilty with the C(Foperative Banl which is repayable on demand. We are very grateful to have a number of funders who provide grants or payment schedules in advance of the delivery of their programmes. The positive impad of this can be seen in the cash balance of £544,853 the Charty held at 31st March 2025. action plan Report of the Trustees Year ended 31 March 2025 Future plans 5.1 Business plan and focus areas The charity adopted a new strategy for 2025-2028. Key elements of this strategy are below: 5.1.I Context People overwhelmingly want climate adion. But the climate and ecological crisis is not an isolated issue - irs a symptom of deeper. connected problems. Extreme inequality, disconned from nature, toxic online spaces, overstretched health systems, and weakened democracy all drive the climate crisis and limit adion on it. To tackle the climate crisis, we must tackle these wider societal issues that drive and limit adion on it. Ading on inequality, reconnection, democracy and wellbeing is climate adion. Together. we can take adion on the systems behind the crisis - and build a fairer. healthier. more sustainable future. 5.1.2 Our Approach Recognising the conneded nature of the issues we work on, in 2025-26 V￿ will continue to use a systems thinking approach to take aclion on our climate crisis. This means seeing the bigger pidure. We look at how problems are connected - not isolated - and how change happens when we create shifts within the wider system, not just fix symptoms. We take Adion to Influence: We take action with communities to tackle these interconnected problems locally, c(F creating tools and conneding and amplifying approaches regionally, nationally and in some cases globally through the GAP International nelwork. We partner with organisations to pioneer new pradise, amplify what works, demonstrate impact and push for broader change We influence by uniting public campaigning, coalition building and dired advocacy to shift systems and policies for good action plan Report of the Trustees Year ended 31 March 2025 We believe a systems approach is also the fairest way to address our climate crisis. Systems change allows benefits to be spread most evenly across society and for risks to be borne collectively- creating a fairer and more sustainable planet for all. Action lo influence Influence I(*AO£knt￿lh **• rmndotèkn 5.1.3 Our 7 principles of compassionate change How we create change with the communities we work alongside is as important as the change being created. As part of our new strategy. we have a set of principles - grounded in the latest academic research - that we follow in our work: l. Giving voice to the silent majority: An overwhelming majority of people care about a fairer, greener future. But they often underestimate how much others care. This creates a "values perception gap" where people stay quiet or inadive, fearing they're alone. By expressing shared values. we can shift culture and unlock colledive adion. 2. Lead with Action Awareness is not enough. Supporting people to take adion, however small is important. Action isn't just about impad; it's about identity and community. When people ad together, they conned more deeply to the cause and each other, and they help close the values perception gap by showing that others care too. Helping people see how they can make a difference and how their actions link to wider change builds critical agency. 3. Hope Through Realism: Despair blocks adion. False hope does too. We build constructive hope by being honest about the scale of the challenge but showing that meaningful change is slill possible- especially when we ad together. action plan Report of the Trustees Year ended 31 March 2025 4. In it together, foirly: Climate and social justice are inseparable. Different communities experience environmental harm unequally. Solutions must reflect diverse voices, centre marginalised experiences, and tackle injustice at every level. 5. Share power- for justice and impad: Real solutions come when power is shared - between organisations. communities, and individuals. Each brings lived experience, tools, influence, and voice. Effedive change happens through mutual respect, co- creation, and solidarity. 6. Stories Change Culture: Facts alone don't change minds - stories do. Sharing lived experiences and emotionally resonant stories helps shift beliets, spark empathy, and inspire others to act. Everyone's story is part of the solution. 7. Shifting systems: Individual adions (like recycling, eating less meat, or talking about the climate) matter- butthey alone aren't enough. Deep change requires challenging and reshaping the systems and structures that drive environmental and social harm. Both are needed: empowered individuals communities within empowered, transformed systems. 5.1.4 Our Impact Focus areas In 2025-28 we will continue to grow the same three movements targeted in our last 3 year strategy, taking steps towards our 2030 aims: Online Climate / Big Tech 2025-28 STRATEGY OVERVIEW A safe. %$ell-reguk)ted, bw-cartK)n online erNironmenl ltr￿ fosters free sK￿h and debote within Ihe kThv (herarching goal Measures are in tAace thal disrupl BKJ Tech's exlrartr￿ txjsiness model arKI enable fairer. Iow-cartK)n doital systems by 2030 Objedives l. New d￿1101 Infr(￿ruthre is s(Kially just and makes a nel-pJsitr4e c0nlribu￿n lo clmate goals ar￿ ￿￿er resilierKe. 2. (knlirE mlsldisinforma￿ (bes not irthibil UK clean energy transition Specifically, as part of our 25-26 business plan, our work will include the following: Action: Complement local groups. opposition to datacentres with legal challenges and interventions in planning enquiries. based on lack of emissions consideration. 37 action plan Report of the Trustees Year ended 31 March 2025 Partner: Build the capacity of local groups to challenge datacentres and help groups form a supportive network with media profile and climat&oriented policy demands. Influence: Advocate for government to adopt principles for big tech consistent with decarbonisation ambitions le.g. energy use. climate info manipulationl and societal usefulness. Research and expose how big tech is contributing to the climate crisis (content, energy use, manipulation). Generation Action: 2025-28 STRATEGY OVERVIEW Vision: An education syslem that empowers young people lo create lo create a compassionate and sustainablesociety. Overarching goal Every child leaves school prepared to ad colledively for the good of people and plonel by 2030. Objedives l. National Curriculum includes climate underslanding. skills and values 2. Teachers are Irained and parents supported on climate educalion 3. Schools are guided by o locally agreed sel of values Specifically, as part of our 25-26 business plan, work will include the following: Grassroots (pr)adivism: Delivering our Good Life Schools programme in partnership with 60 schools. six local authorities, and multiple place-based community organisations in three UK regions. Our Good Life Schools model innovates within the boundaries of what the education systems of England and Wales allow but pushes up against those boundaries to create appetite forwhat might be possible. Teachers and schools who embrace Good Life Schools are therefore becoming activists through their praclice. they are pradivists who are helping to reshape their education systems from the bottom-up. Good Life Schools is made possible by a £l.I million three year grant from the National Lottery Community Fund. The programme supports young people to understand root causes of the climate and nature crisis, such as consumerism, and enables them to take action on through their own projeds in partnership with aligned community organisations, public bodies and businesses. Advocacy and influencing: Delivering the next Iwo critical steps in reorienting the English education sedor so that developing students. ability and desire to transform society becomes a core purpose. This step is to influence the 38 action plan Report of the Trustees Year ended 31 March 2025 Department for Education's Curriculum and Assessment review and the refresh of the DfE Sustainability and Climate Change strategy. Research: Working in partnership with University of Bath, we continue to support cutting edge research and innovation into the effects of the values-perception gap. Findings from this work will inform the design of our 'pradivisf education programmes and build the eifjdence base required to influence education system policymakers. Clean Air: 2025-28 STRATEGY OVERVIEW Vision.. Connected, resilient, low carbon communities. where people's health is enhanced by their environmenl at home and in their local neighbourhood Overarching goal l*)bjectNes End Ihe burning of fossil and foresl fuels in urbon areas by 2030. l. Air pollution is part of Governmenl's preventative heallh mission 2. Homes are powered by clean energy 3. Communities are designed for heallh Specifically, as part of our 25-26 business plan, work will include the following: Adion.. supporting local communities, including schools and hospitals, to reduce air pollution in London through the GLA Breathe London programme and a schools programme of work with the Royal Borough of Kensington and Chelea and Arup, and in Glasgow in partnership with the City Council. Partner. working with the HealthyAir Coalition and Clean Air Day supporters to improve levels of public understanding about the health harms of air pollution, build support for adion and amplify their voices to call for policy change, focused on the current political opportunities around air quality targets and AQ Strategy. Influence.. develop, launch and advocate fora policy pathway to transition from gas to electric cooking, and advocate to phase out domestic burning based on our domestic burning policy pathway. 39 action plan Report of the Trustees Year ended 31 March 2025 5.2 Additional organisational aims: We will continue to manage the organisation in the way set out in in this document with a focus on keeping our strong staff culture. In addition, we will be doing the following: Collaborating for greater impad: We firmly believe that sectoral movements will be more successful than any one player acting alone in tackling the interconneded deeFFrooted issues we work on. Over the course of the next strategy 2025-28 we aim to focus our collaboration on facilitating collective and or complementary campaigning for impacfful 9lStem chang Building our supporter base: We have been building our supporter community so that anyone touched by our programmes and campaigns has a way to continue to share experience of our issues with us and work with us on solutions. Since 2023 we have grown our individual supporter base from scratch to 2,056 individuals with very high engagement rates compared to industry averages. We aim to keep up the high engagement levels whilst tripling this base over the course of the next strategic period- 2025-28. Using EDI as a lens for decision-making: EDI was singled out as one of our 6 strategic objedives in our 22-25 strategy. In in 24-25 internal focuses included creating staff-wide conversation le.g. EDI was on the agenda of every all-staff Monday meeting). creating more inclusive recruitment practises le.g. including active encouragement in job descriptions for candidates to apply even if not meeting all criterial and EDI role modelling by the Board le.g. achieving above national population ethnic diversity levels). In 25-26 we will integrate EDI into our intemal plans as a decision-making lens rather than a separate objedive and increase our focus on advancing EDI through our programmes, campaigns and outreach. For example. our 7 Principles of Compassionate Change were developed with EDI as a central consideration and will be used for the design of all our work with communities. and specthc activities which we know to be of key importance to improving the EDI of our outreach are to be budgeted as standard so requiring active removal by funders rather than proadive insertion. action plan Report of the Trustees Year ended 31 March 2025 Statement of Trustees, responsibilities The trustees are responsible for preparing the Trustees. Report and the financial statements in accordance with applicable law and regulations. Company law requires the trustees to prepare financial statements for each financial year in accordance with United Kingdom Generally Accepted Accounting Pradice Iunited Kingdom Accounting Standards) and applicable law. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of its net incoming/outgoing resources for that period. In preparing these financial statements, the trustees are required to: seled suitable accounting policies and then apply them consistently; make judgments and estimates that are reasonable and prudent; state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements. prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue to operate. The trustees are responsible for keeping proper accounting records that are sufficient to show and explain the charitable companws transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and enable Ihem to ensure that the financial statements comply with the Companies Ad 2006, the Charities and Trustee Investment (Scotlandl Ad 2005 and regulations 6 and 8 of the Charities Accounts (Scotlandl. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detedion of fraud and other irregularities. In so far as each of the trustees of the charitable company at the date of approval of this report is aware, there is no relevant audit information (information needed by the charitable company's auditor in connedion with preparing the audit report) of which the charitable company's auditor is unaware. Each trustee has taken all of the steps that he/she should have taken as a trustee in order to make himself/herself aware of any relevant audit information and to establish that the companws auditor is aware of that information. 41 action plan Report of the Trustees Year ended 31 March 2025 Audito￿. Crowe U.K. LLP has indicated its willingness to be reappointed as statutory auditor. This report has been prepared taking advantage of the exemptions available under the provisions of the Companies Acl 2006 applicable to small companies. Approved by the Board of Trustees on 2fKI October 2025 and signed on its behalf by: Christopher Blake Jonathan Katz Chair, Board of Trustees Treasurer, Board of Trustees LMLF.203 The Leather Market, Lafone House. 11-13 Weston Street, London. SEI 3ER 42 Independent auditor's report to the members of Global Action Plan action plan Report of the Trustees Year ended 31 March 2025 Opinion We have audited the financial statements of Global Aclion Plan I'the charitable companll for the year ended 31st March 2025 which comprise Statement of Financial Adivities, Balance Sheet, Statement of Cashflows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard102 The Financial Reporting Standard applicable in the UK and Republic of Ireland Iunited Kingdom Generally Accepted Accounting Pradicel. In our opinion the financial statements: give a true and fair view of the state of the charitable company's affairs as at 31st March 2025 and of income and expenditure, for the 31st March 2025 then ended; have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Pradice: and have been prepared in accordance with the requirements of the Companies Ad 2006 and the Charities and trustee Investment Iscotlandl Ad 2005 and Regulations 6 and 8 of the Charities Accounts (Scotlandl Regulations 2006 lamendedl. Basis for opinion We conduded our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those standards are further described in the Auditors responsibilities for the audit of the financial statements sedion of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to going concern In auditing the financial statements. we have concluded that the trustees. use of the going concern basis of accounting in the preparation of the financial statements is appropriate. action plan Report of the Trustees Year ended 31 March 2025 Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, Individual￿ or colledively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least Iwelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with resped to going concern are described in the relevant sections of this report. Other information The trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditorfs report thereon. Our opinion on the financial statements does not cover the other information and. except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed. we conclude thatthere is a material misstatement of this other information, we are required to report that fad. We have nothing to report in this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion based on the work undertaken in the course of our audit the information given in the trustees. report, which includes the directors, report prepared for the purposes of company law. for the financial year for which the financial statements are prepared is consistent with the financial statements; and the diredors, report included within the trustees. report have been prepared in accordance with applicable legal requirements. action plan Report of the Trustees Year ended 31 March 2025 Matters on which we are required to report by exception In light of the knowledge and understanding of the charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the diredors. report included within the trustees. report. We have nothing to report in resped of the following matters in relation to which the Companies Act 2006 and the Charities Accounts (Scotlandl Regulation 2006 requires us to report to you if, in our opinion: adequate and proper accounting records have not been kept. or the 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; the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies, exemptions in preparing the trustees, report and from the requirement to prepare a strategic report. Responsibilities of Trustees As explained more fully in the trustees. responsibilities statement set out of pages 34-35, the trustees (who are also the directors of the charitable company for the purposes of company lawl are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements. the trustees are responsible for assessing the charitable companws ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. action plan Report of the Trustees Year ended 31 March 2025 Auditor's responsibilities for the audit of the financial statements We have been appointed as auditor under sedion 441111cl of the Charities and Trustee Investment (Scotlandl Act 2005 and under the Companies Ad 2006 and report in accordance with the Ads and relevant regulations made or having effed thereunder. Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditorfs report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conduded in accordance with ISAS IUKI will always deted a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expeded to influence the economic decisions of users taken on the basis of these financial statements. Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and norFcompliance with laws and regulations are set out below. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditorfs report. Extent to which the audit was considered capable of detecting irregularities. including fraud Irregularities, including fraud. are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error. and discussed these belween our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion. We obtained an understanding of the legal and regulatory frameworks within which the charitable company operates, focusing on those laws and regulations that have a dired effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2006, the 47 action plan Report of the Trustees Year ended 31 March 2025 Charities Ad 2011 and The Charities and Trustee Investment (Scotlandl Act 2005 together with the Charities SORP IFRS 1021. We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items. In addition, we considered provisions of other laws and regulations that do not have a dired effect on the financial statements but compliance with which might be fundamental to the charitable companys ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may existwithin the charitable company for fraud. The only other laws and regulations we considered in this context are General Data Protedion Regulations and employment legislation. Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspedion of regulatory and legal correspondence, if any. We identified the greatest risk of material impad on the financial statements from irregularities, including fraud, to be within the timing of recognition of income and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, and the board of trustees about their own identification and assessment of the risks of irregularities. sample testing on the posting of journals, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission. analylical review and sample testing of income and reading minutes of meetings of those charged with governance. Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance wtth auditing standards. For example, the further removed norFcompliance with laws and regulations lirregularitiesl is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expeded to detect non-compliance with all laws and regulations. action plan Report of the Trustees Year ended 31 March 2025 Use of our report This report is made solely to the charitable companvs members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Ad 2006 and to the charitable companws trustees, as a body, in accordance with Regulation 10 of the Charities Accounts (Scotlandl Regulations 2006. Our audit work has been undertaken so that we might state to the charitable companws members those matters we are required to state to them in an auditorfs report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable companWs members as a body, for our audit work, for Ihis report, or for the opinions we have formed. Jayne Rowe Senior Statutory Auditor For and on behalf of Crowe U.IL LLP, Statutory Auditor, London Date: 3 November 2025 49 action plan Report of the Trustees Year ended 31 March 2025 Annual accounts FOR THE YEAR ENDED 31 MARCH 2025 |||**Year to 31 March 2025**|**Year to 31 March 2025**|**Year to 31 March 2025**|**Year to 31**| |---|---|---|---|---|---| |||**Restricted**|**Unrestricted**||**March 2024**| ||**Notes**|**Funds**|**Funds**|**Total**|| |||**£**|**£**|**£**|**£**| |**Income from:**|||||| |Donations||-|41,965|41,965|34,662| |Donated services|3|4,829|11,584|16,413|8,592| |Donations and legacies||4,829|53,549|58,378|43,254| |Investments||-|5,165|5,165|4,221| |Charitable activities|||||| |Generation Action||751,366|102,340|853,706|525,969| |Online Climate||41,143|29,590|70,733|527,440| |Clean Air||480,813|533,769|1,014,582|996,706| |Sustainable Business||-|3,000|3,000|70,802| |Total charitable activities||1,273,322|668,699|1,942,021|2,120,917| |**Total**|2|**1,278,151**|**727,413**|**2,005,564**|**2,168,392**| |**Expenditure on:**|||||| |Raising funds||-|168,018|168,018|198,709| |Charitable activities|||||| |Generation Action||590,195|41,896|632,091|524,259| |Online Climate||168,996|58,491|227,487|525,490| |Clean Air||510,313|384,533|894,846|909,661| |Sustainable Business||-|2,116|2,116|32,829| |Total charitable activities||1,269,504|487,036|1,756,540|1,992,239| |**Total**|4|**1,269,504**|**655,054**|**1,924,558**|**2,190,948**| |**Net income / (expenditure)**||**8,647**|**72,359**|**81,006**|**(22,556)**| |Transfers between funds|12|11,853|(11,853)|-|-| |**Net movement in funds**||**20,500**|**60,506**|**81,006**|**(22,556)**| |Total funds brought forward||259,500|150,418|409,918|432,474| |**Total funds carried forward**||**280,000**|**210,924**|**490,924**|**409,918**| |**Notes**
**Fixed assets:**
Intangible assets
Tangible assets|**£**
**£**
-
-
5,090
4,598
**31 March 2025**
**31 March 2024**| |---|---| |Total fixed assets
7|5,090
4,598| |**Current assets:**
Debtors
8
Cash at bank and in hand|369,152
340,847
544,853
353,623| |Total current assets
**Liabilities:**
Creditors: Amounts falling due within one year
9|914,005
694,470
(428,171)
(289,150)| |Net current assets|485,834
405,320| |**Net assets**|**490,924**
**409,918**| |**The funds of the charity:**
11
Restricted funds
11,12
Unrestricted funds
11,12|280,000
259,500
210,924
150,418| |**Total charity funds**|**490,924**
**409,918**| ||**31 March 2025**|**31 March 2024**| |---|---|---| ||**£**|**£**| |**Cash flows from operating activities:**||| |**Net cash provided by operating activities**|193,285|39,687| |**Cash flows from investing activities:**||| |Interest received|5,165|4,221| |Purchase of tangible fixed assets|(7,220)|-| |**Net cash used in investing activities**|(2,055)|4,221| |**Cash flows from financing activities:**||| |Repayment of borrowings|-|-| |**Net cash used in financing activities**|-|-| |||| |**Change in cash and cash equivalents in the reporting period**|**191,230**|**43,908**| |Cash and cash equivalents at the beginning of the reporting||| |period|353,623|309,715| |**Cash and cash equivalents at the end of the reporting**||| |**period**|**544,853**|**353,623**| ||**31 March 2025**|**31 March 2024**| ||**£**|**£**| |**Net income for the reporting period**|81,006|(22,556)| |**Adjustments for:**||| |Depreciation charges|6,728|7,047| |Interest received|(5,165)|(4,221)| |(Increase) / decrease in debtors|(28,305)|28,491| |Increase in creditors|139,021|30,926| |**Net cash provided by operating activities**|**193,285**|**39,687**| action plan Notes to the Accounts Year ended 31 March 2025 Notes to the accounts for the year ended 31 March 2025 Accounting policies (a) Charity Infonnation The Charity is a private limited company (registered number 28382961, which is incorporated and domiciled in the UK and is a public benefft entity. The address of the registered office is LMLF.203 The Leather Market, Lafone House. 11-13 Weston Street, London, SEI 3ER. The Charity is registered in England and Wales (registered number 10261481 and in Scotland (registered number SC0412601. Basis of Preparation of the Accounts The accounts lfinancial statements) have been prepared in accordance with the Charities SORP IFRS1021 applicable to charities preparing their accounts in accordance with FRS102 the Financial Reporting Standard applicable in the UK and Republic of Ireland, the Companies Ad 2006, the Charities and Trustee Investment (Scotlandl Ad 2005, the Charities Accounts (Scotlandl Regulations 2006 and UK Generally Accepted Practice. Going concern The Trustees have considered the Charivs ability to continue as a going concern for the foreseeable future. Global Aclion Plan is dependent on unsecured income to meet its future commitments. Global Adion Plan's planning process and financial projedions have taken into consideration the issues and risks around income generation and reserves as set out in the trustees, report, as well as the current economic climate and its potential impad on income and planned expenditure. The business plan for 2025-26, approved by the Board in March 2025, anticipated income grovhh of 22% compared with 2024-25. The budget targeted an unrestrided surplus of £76,000. action plan Notes to the Accounts Year ended 31 March 2025 We update our financial forecast on a regular basis. The most recent was completed in September. The economic outlook has continued to be uncertain, and securing new funding has been particularly challenging. Income is now forecast to be IO% below what was achieved in 2024-25. Of this 81% is secured, or in negotiation. Following the introduction of cost saving measures, Ihis would deliver an unrestrided surplus of £nil. A preliminary budget for 2026-27 assumes income 22% lower than achieved in 2024-25, of which 37% has already been secured. This income is budgeted to be delivered by a reduced staff headcount, following a restrudure, and would deliver a £75.000 unrestrided surplus. The resulting cash-flow forecastthrough until March 2027 show that cash is expected to remain above £350,000 throughout the l8-month period. A sensitivity analysis has been performed. with an additional redudion in forecast income for 2025-26, and a delay in the staff cost savings from the restructure. This produces a cash-flow forecast with a reduced, but still adequat¢ cash balance which is above £250,000 throughout the18-month period. Consequently, Global Adion Plan are confident that any further income shortfall can be managed, and the Charity continue as a going concem for the foreseeable future. Donations and grants receivable Donations and grants receivable. including capital grants, are brought into the accounts on receipt or when receivable, where the Charity has probability of receipt. Income is deferred only when: the Charity has still to fulfil significant conditions before becoming entitled to the income; or the donor has specified that the income is to be expended in a future period. Donated services Donated services comprise donated services and facilities and are included in income where such donations are financially quantifiable, at an estimate of the value of the benefit to the Charity. 55 action plan Notes to the Accounts Year ended 31 March 2025 Sales of products and services In resped of contrads or ongoing seNices, turnover represents the value of work done in the year including estimates of amounts not invoiced. Income in resped of long-term contrads & contrads for ongoing services is recognised by reference to the stage of completion. Sales of produds & services represent amounts invoiced during the year, exclusive of value added tax. (fi Expen(rrture Resources expended are recognised in the period in which they are incurred. Resources expended are allocated to the particular aclivity where the cost relates diredly to that adivity. Certain costs, which are attributable to more Ihan one activity. are apportioned across cost categories on the basis of an estimate of the proportion of time spent by personnel on those adivities or, if not appropriate, in proportion to the income attributable to those adivities. Costs of raising fvnds Costs of raising funds incorporate the salaries, dired expenditure and overhead costs of the staff involved in raising voluntary income for the Charitls use. (h) Charitable activihes costs Charitable adivities costs comprise those costs incurred in pursuing the charitable aims of the Charity. In particular, they include the costs of delivering Global Action Plan's programmes to participators. Support and govemance costs Support costs are those costs incurred by the Charity in development and support of its main adivities and projeds. These are absorbed within dired project costs as shown in note 4. Support costs are allocated to the various charitable activities on the basis of the proportion of dired staff costs incurred by each adivity. Govemance costs are included within support costs. Pension costs The company operates Iwo defined contribution pension schemes for employees. The assets of the scheme are held separately from those of the Charity. The annual contributions payable are charged to the Statement of financial activities I￿)FAI. action plan Notes to the Accounts Year ended 31 March 2025 (k) Fund accounting Funds held by the Charty can be: Unrestricted general funds- these are funds wilhout specified purpose and are available as general funds. Designated funds- these are funds set aside by the Trustees out of unrestrided general funds for specific future purposes or projects. Restricted funds- these are funds which can On￿ be used for particular restrided purposes within the objeds of the Charity. Restrictions arise when specified by the donor or when funds are raised for particular restrided purposes. Transfers belween funds are made to cover deficits on individual restricted funds and to recognise fixed assets acquired with restrided income, but with no further restriction on use, within unrestrided funds. Operating Lease Agreements Rentals applicable to operating leases vthere substantially all of the benefits and risks of ownership remain with Ihe lessor are charged against profits in equal annual amounts over the period of the lease. (m) ￿￿ed Assets Fixed assets are included at cost. Depreciation is calculated so as to write off the cost of fixed assets over their anticipated useful life. It is applied on a straight-line basis at the following rates: Intangible assets Tangible assets Office equipment Website 33% Interadive display equipment Laptops 20% 33% Where fixed assets are located within an unrestrided fund and are utilised on a temporary basis within a restricted fund the depreciation charge is apportioned befvieen funds on a rational basis. Fixed assets costing less than £500 are not capitalised. action plan Notes to the Accounts Year ended 31 March 2025 Impairment reviews are carried out annually on the net book value of fixed assets. Website development costs Website planning costs are charged to the Statement of financial adivities ISOFAI as incurred. Other website costs are capitalised as an intangible fixed asset only where they lead to the creation of an enduring asset delivering tangible future benefits whose value is at least as great as the amount capitalised. An impairment review is undertaken of the net asset value of the website at each Balance Sheet date. Expenditure to maintain or operate the developed website is charged to the SOFA. Segmental analysis Material segments are separately disclosed on the face of the SOFA, based on the audience and nature of projects. (p) financial Instruments The Charity has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transadion value and subsequently measured at amortised cost using the effective interest method. Financial assets held at amortised cost comprise cash at bank and in hand, together with trade and other debtors. Financial liabilities held at amortised cost comprise trade and other creditors. (q) Key Judgements and assumptions In the application of the Charivs accounting policies. the Irustees are required to make judgements, estimates and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and Under￿Ing assumptions are based on historical experience and other factors that are considered to be relevant. Adual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affeds only that period or in the period of the revision and future periods if the revision affeds the current and future periods. action plan Notes to the Accounts Year ended 31 March 2025 In the view of the Trustees, no other assumptions concerning the future or estimation uncertainty affeding assets and liabilities at the balance sheet date are likely to result in a material adjustment to their carrying amounts in the ne￿ financial year. 59 ||**Restricted**|**Unrestricted**|**Total**| |---|---|---|---| ||**£**|**£**|**£**| |**Voluntary income**|||| |Commercial Organisations donations|-|15,000|15,000| |Individual donations|-|26,965|26,965| ||-|41,965|41,965| |**Donated Services**|4,829|11,584|16,413| |**Investments**|||| |Interest income|-|5,165|5,165| |**Income from charitable activities**|||| |**Generation Action**|||| |National Lottery Community Fund|410,289|-|410,289| |#iWill National Lottery Community Fund|281,077|-|281,077| |JJ Charitable Trust|60,000|-|60,000| |Commercial Organisations|-|72,603|72,603| |Public Sector and Not for Profit Organisations|-|29,737|29,737| ||751,366|102,340|853,706| |**Online Climate**|||| |Esmée Fairbairn Foundation|8,500|-|8,500| |Meliore FUP|32,643|8,750|41,393| |Commercial Organisations|-|20,840|20,840| ||41,143|29,590|70,733| |**Clean Air**|||| |The Health Foundation|177,303|-|177,303| |Guy's and St Thomas' Foundation|124,800|5,167|129,967| |FIA Foundation|68,146|-|68,146| |Trust for London|50,000|-|50,000| |Patagonia Foundation|7,474|-|7,474| |National and Local Government|53,090|68,589|121,679| |CLASP|-|143,461|143,461| |Commercial Organisations|-|223,805|223,805| |Public Sector and Not for Profit Organisations|-|92,747|92,747| ||480,813|533,769|1,014,582| |**Sustainable Business**|||| |Public Sector and Not for Profit Organisations|-|3,000|3,000| ||-|3,000|3,000| |**Total income**|**1,278,151**|**727,413**|**2,005,564**| **----- Start of picture text -----**
|||| |---|---|---| |Year to|Year to| |31 March 2025|31 March 2024| |£|£| |Professional and consultancy fees|16,413|8,000| |Gifted Event Tickets|-|592| |16,413|8,592| **----- End of picture text -----**
**----- Start of picture text -----**
||||||| |---|---|---|---|---|---| |Apportioned|Apportioned| |Staff|Other| |Other Direct|Support|Support| |Staff Costs|Costs|Costs|Costs|Total Costs| |£|£|£|£|£| |Generation Action|361,698|97,919|81,761|90,713|632,091| |Online Climate|125,782|41,727|28,433|31,545|227,487| |Clean Air|467,661|204,184|105,714|117,287|894,846| |Sustainable Business|1,155|410|261|290|2,116| |Raising funds|113,768|-|25,716|28,534|168,018| |-| |Support costs|241,885|268,369|(241,885)|(268,369)| |Total expenditure|1,311,949|612,609|-|-|1,924,558| **----- End of picture text -----**
|**£**
Expenditure is stated after charging:
Depreciation of tangible fixed assets
6,728
**Year to**
**31 March 2025**|**£**
Expenditure is stated after charging:
Depreciation of tangible fixed assets
6,728
**Year to**
**31 March 2025**|**£**
7,047
**Year to**
**31 March 2024**|**£**
7,047
**Year to**
**31 March 2024**| |---|---|---|---| |Auditor's remuneration:
External audit|19,800||18,860| |Rental under operating leases:
Premises
Equipment|79,894
643||93,720
1,247| ||80,537||94,967| |**£**
Wages and salaries
1,156,106
Social security costs
121,327
Employer's contribution to pension schemes
34,516
**Year to**
**31 March 2025**|**£**
1,280,284
136,716
39,074
**Year to**
**31 March 2024**| |---|---| |1,311,949|1,456,074| ||**Intangible assets**|**Tangible assets**|**Tangible assets**|**Total**| |---|---|---|---|---| ||**Website**|**Interactive**|**Office**|**Fixed assets**| |||**display**|**equipment**|| |||**equipment**||| ||**£**|**£**|**£**|**£**| |**Cost**||||| |At 31 March 2024|254,193|48,498|45,194|347,885| |Additions|-|-|7,220|7,220| |Disposals|-|-|-|-| |At 31 March 2025|254,193|48,498|52,414|355,105| |**Depreciation**||||| |At 31 March 2024|254,193|48,498|40,596|343,287| |Charge for year|-|-|6,728|6,728| |Disposals|-|-|-|-| |At 31 March 2025|254,193|48,498|47,324|350,015| |**Net Book Value**||||| |At 31 March 2025|-|-|5,090|5,090| |At 31 March 2024|-|-|4,598|4,598| |Trade debtors
Other debtors
Prepayments
Accrued income|**2024**
**£**
**£**
321,663
282,239
-
1,555
28,249
30,053
19,240
27,000
**2025**| |---|---| ||369,152
340,847| ## **Amounts falling due within one year:-** |Trade creditors
Other creditors
Taxation and social security
Accruals
Deferred income|**2024**
**£**
**£**
111,427
29,333
6,251
7,372
71,706
78,740
54,787
64,705
184,000
109,000
**2025**| |---|---| ||428,171
289,150| |**Movement in deferred income:-**
Brought forward
Amount deferred in the year
Released to the Statement of Financial Activities|**2024**
**£**
**£**
109,000
77,000
158,000
109,000
(83,000)
(77,000)
**2025**| ||184,000
109,000| **----- Start of picture text -----**
||||| |---|---|---|---| |Restricted|Unrestricted| |Funds|Funds| |Total| |£|£|£| |Fixed Assets|-|5,090|5,090| |Cash|305,355|239,498|544,853| |Net current assets excluding cash|(25,355)|(33,664)|(59,019)| |280,000|210,924|490,924| |year comparatives:|-| |Restricted|Unrestricted| |Funds|Funds| |Total| |£|£|£| |Fixed Assets|-|4,598|4,598| |Cash|244,677|108,946|353,623| |Net current assets excluding cash|14,823|36,874|51,697| |259,500|150,418|409,918| **----- End of picture text -----**
|**Restricted funds**
Generation Action
Online Climate
Clean Air|**Income**
**Transfers**
**£**
**£**
**£**
**£**
**£**
54,000
756,195
(590,195)
-
220,000
116,000
41,143
(168,996)
11,853
-
89,500
480,813
(510,313)
-
60,000
**Balance at**
**1 April 2024**
**Balance at**
**Expenditure**
**31 March 2025**| |---|---| |**Total restricted funds**
**Unrestricted funds**|259,500
1,278,151
(1,269,504)
11,853
280,000
150,418
727,413
(655,054)
(11,853)
210,924| |**Total funds**|**409,918**
**2,005,564**
**(1,924,558)**
**-**
**490,924**| |**Restricted funds**
Generation Action
Online Climate
Clean Air|**Income**
**Transfers**
**£**
**£**
**£**
**£**
30,000
421,654
(397,654)
-
80,000
267,246
(231,246)
-
4,000
521,340
(435,840)
-
**1 April 2023**
**Balance at**
**Expenditure**|**£**
54,000
116,000
89,500
**Balance at**
**31 March 2024**| |---|---|---| |**Total restricted funds**
**Unrestricted funds**|114,000
1,210,240
(1,064,740)
-
318,474
958,152
(1,126,208)
-|259,500
150,418| |**Total funds**|**432,474**
**2,168,392**
**(2,190,948)**
**-**|**409,918**| action plan Notes to the Accounts Year ended 31 March 2025 12. Movement in Funds Icontinued) Purposes of restricted funds: Generation A grantwas awarded in March 2024 bythe National Lottery Community Fund for a thr year project lo continue and implement our Good Life Schools programme. A student- led programme working with 11-18-year-olds to strenglhen the relationship between schools and Iheir local community lo support a Iow-consumption, low carbon culture. Action: In Ihe prior year. funding was received from the #Miill Fund. an initiative of the National Lottery Community Fund ond DCMS. to conlinue our Transform Our World projecl. This has enabled GAP lo run a series of schools based adion programmes and youth campaigns. including a focus on disadvanlaged communities in north Kent and south Essex. The JJ Charrtable Trusl provided funding to run a campaign linked to the Francis Review into the schools curriculum. A granl was received from the Meliore Foundation. through the Global Stralegic Communications Council. to fund our Climate vs Big Tech campaign. to understand Ihe systemic harms of big lech. Online Climate: In Ihe prior year a grant was received from the Esm* Fairbairn Foundation for the Buy Now Gel Next Day campaign. a young person-led campaign pressing for an end to online behavioural advertising that causes mental ill-health. increased air pollulion. and a broken climate. Funding was received in the prior year from Luminate Projects. This enabled the Ad- Free Childhood campaign to be completed. 67 action plan Notes to the Accounts Year ended 31 March 2025 Clean Air: Funding was received from The Health Foundation. kottish Governmenl, and the Guy's and St Thomas, Foundation to promole Clean Air Day. to raise awareness of the health implications of air pollution and to encourage communities. businesses and schools to lake adions to reduce air pollution. Guy's and St Thomas, Foundalion awarded further grants to Global Action Plan in the year. Operating as Impad on Urban Heolth. Ihey provided funding for our Domestic Burning projed: winler engagement campaigns on the health impacts of domestic wood burning. Further funding was received from the Greater London Authority. which helped enable GAP to run the second Clean AirNight in January 2025. again. highlighting theadverse health impads of domeslic wood burning. In June 2024 the charity was awarded a granl by the FIA Foundation to run a projed lilled The School Run Scandal. working wilh a school in Wirral. Merseyside and Ivia Global Adion Plan Polska) a school in Warsaw. Poland to raise students. voices to change the systems oround Ihem. and lackle air pollution in Iheir communilies. The final tranche of funding was received from Trust for London for the Cleaner Air 4 Communities programme for an in-deplh campaign to support residents living in three London Boroughs outside the UltrcFLow Emissions Zone. The grant also provided funding to continue to develop London's Air Quality Adion Nelworl a project thal had previously b￿n delivered by Lsx with o Trust for London grant. In 2023 GAP was awarded a grant from The Health Foundation to fund an air quality policy post within GAP. to work to secure the inclusion of identified clean air policy asks in manifestos for the approaching UK General Election. |Not later than one year
Between one and five years|**Premises**
**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
39,840
79,920
-
840
13,440
49,920
-
-
**Premises**
**Equipment**
**Equipment**| |---|---| ||53,280
129,840
-
840| |||**Year to 31 March 2024**|**Year to 31 March 2024**|**Year to 31 March 2024**| |---|---|---|---|---| |||**Restricted**|**Unrestricted**|| ||**Notes**|**Funds**|**Funds**|**Total**| |||**£**|**£**|**£**| |**Income from:**||||| |Donations||-|34,662|34,662| |Donated services|3|-|8,592|8,592| |Donations and legacies||-|43,254|43,254| |Investments||-|4,221|4,221| |Charitable activities||||| |Generation Action||421,654|104,315|525,969| |Online Climate||267,246|260,194|527,440| |Clean Air||521,340|475,366|996,706| |Sustainable Business||-|70,802|70,802| |Total charitable activities||1,210,240|910,677|2,120,917| |**Total**|2|**1,210,240**|**958,152**|**2,168,392**| |**Expenditure on:**||||| |Raising funds||-|198,709|198,709| |Charitable activities||||| |Generation Action||397,654|126,605|524,259| |Online Climate||231,246|294,244|525,490| |Clean Air||435,840|473,821|909,661| |Sustainable Business||-|32,829|32,829| |Total charitable activities||1,064,740|927,499|1,992,239| |**Total**|4|**1,064,740**|**1,126,208**|**2,190,948**| |**Net (expenditure)/ income**||**145,500**|**(168,056)**|**(22,556)**| |Transfers between funds|12|-|-|-| |**Net movement in funds**||**145,500**|**(168,056)**|**(22,556)**| |Total funds brought forward||114,000|318,474|432,474| |**Total funds carried forward**||**259,500**|**150,418**|**409,918**| Global Action Plan LMLF.203 The Leather Market, Lafone House, 11-13 Weston Street, **Notcutt House, 36 Southwark Bridge Rd, London SE1 9EU** London, SE1 3ER **Charity registered in England and Wales No. 1026148, in Scotland No. SC04126** **VAT No. 625 994 00** Telephone 0204 566 9904 Charity registered in England and Wales No. 1026148, in Scotland No. SC041260 Registered company in England and Wales No. 2838296 VAT No. 625 994 009