2025-09-30-accounts

RESTLESS DENELOPMENI EA RESTLÉS 6S RESWal Report 20g5. 40 Years of Youth-led Change ompany numbor 06741123

Contents Foreword Celebrating 40 Years Our Strategy Our Work 1*1 Youth Power 10 Global Impact 14 rd¢ Research 22 11 Philanthropy 24 Partnerships 26 People & Values 28 Challenges & Learnings 30 Looking Forward 31 Finances 32 Thank You! 61 Reslles$DeYelopmenl Co-CEO'¥Alex Kent Ilelti and Katemuhwezi lrigkll 2 RESTLESSDEVELOPMEIIT •JIMIIAL REPQRT2025

Foreword The world has changed a lol since1985, and so has Restless Development. Bul one thing has remained constant- the world continues to be reshaped by young people. Llke the world around us, the organisation has also Changed a lol starling as SPW (Stud8nts Partnership Worldwide) beFore rebranfling. We have been intentional about shifting power- Hubs are now loeally registered and gov8rned: united by a shared vision of a world where young people lead chang8. At Aeslless Oevelopmenl. we have always been tenacious and audacious when il comes to youlh-led change. Now. with 40 years of experience, we have demonstrated the impact of young people notjusl on their own lives, but on some ol soci8ty's greal8St challenges. For a world where young people can leail change we need a thriving youth civil society. That's why Aestless Development shirts power and resources lo youth-led groups and organisalions - especially those leading the way In some ol the most rorgotlen communities- providing support, opportunities and conneclions: supercharging youlh-led change for a better world. Our programmes remain youlh-led. be it responding lo successive health crises Ilrom HIV/AlOS to Ebola to Covid-19), generating income, or holding decision-makers to account. The longevity ol youth-led change speaks lor itselr. Alex Kent and Kale Muhwezi This year we had thejoy ol celebrating four decades of Restless Development and a landmark milestone.. having reached10 rnillion young people. 10 million young people reached. over 40 years RESTLESS DEVELOPMENT ANMIJALIIEPORT2020

Celebrating 40 Years I still rernember waking up on my first morning in Mudzi District. heat already rising. miles from anywhere, and a world away Irom thè Sullolk I'd grown up in. I can still hear the national anthem being sung. and I can still taste the paraffin in the rood from cooking over a paraffin slov8.1 was there to leach. fresh out of a scarily scafil training programme with Restless Development Ilhen SPW}. and I knew. instantly. I wasn't ready.11 was, and remains, one ol the most transformative moments of my life. These experiences slay with me. 34 years on. They've made me SCBplical of neat answers designed in a capltal city. and more determineti to listen first. especially when officials an(i outsiders arrive in rural communities with a plan already wr¢tlen. Mudzi taught me to ask belter que51ions.' who is being heard. who is being missed. and who holds the pen. That is why I'm so convinced by Restless. model- young people aren'tjust consulted. they lead. What Restless Oevelopment believed then matters even MO￿ today. In the early 1990s we were confronting the devastation ol HIV and AIDS and starting lo take sustainable development seriously after Rio de Janeiro's Earth Summit. We thought the slakes were high then. They still are. Oay after day I learnt things about mysell. anLI about the world, that simply hadn't featured in my middle-class upbringing. They have featured ever since and shapel every corner ol my career.11 wasn't so much that I 'grew up" during that lime: it was that I started to see the world differently. I saw injustic¢ up close.15aw what it means lo live on the edge of subsistence. with precious little room lor bad luck. And I saw my own privilege. clearly. and uncomlortably. l also saw what becomes possible when you tru51 young people lo slep up. Later, having dropped out of university. frustrated by the abstract nature of my degree, I went to see Jim Cogan. Reslles5' founder. Jim. led up with the nascent aid bureaucracy. agreed immediately-.you should gel out there and Fix it.. Bul the pres#ures facing young people now are broader, faster-moving. and harder lo ignore. And yet loo many of vs in the oldèr generation lall back on platitudes. Of course 'young people are the lulure- but if they reluse to hand over decisions. budgets and voice. they will remain dependent on what we think is best, and invariably. we will gel it wrong. Restless Development has always backed a dillerent approach. When no organisalion would consider a young person unless you had a Master's or decades ol frontline experience, Jim trusted us. because we were young and unqualified. because he trusted us lo bring new itleas and approaches lo the challenges of the day. In turn. we discovered what happens when you're trusted with real responsibility. It was exhilarating. It was daunting. And il laught me a lesson I've carried ever since: if you want young people lo lead, you have lo let go. Pete Vowles BritishAmbassador to Zimbabwe first went to Zimbabwe AS a young volunteer with Restless Oevelopment more than 30 years ago. Pete hosting the 40th Anniversary celebrations in Zimbabwe

Belore l joined Restless Development. l assumed participation would look a certain way. I thought I would be a pair of hands. there to carry out someone else's plan and meet set largels. l expected to be involved. bul with liLlle real ownership. The work would be handed to me. bul I would have no parl in shaping it or any say in how il was conceived. At that stage. participation meant helping, not leading. The real shift came during a training on youth-led research al Restless Development. where I realised I was not there simply lo support the process. but to contribute lo how the research was designed and carried out. SG Now. I vlew participation as ownership ol Ideas. processes, and change. 99 Today. I see the ripple ellects of that Irusl. I have moved Irom those initial training rooms into deci5ion-rnaking spaces, carrying the lived experiences ol young people into discussions that shape real-world outcomes. In those moments, l am no longer just a volunteer cofflpleling a task, l am an architect of evidence. This is the philosophy al work. ensuring that ollen-unheard voices are carriel into *Jecision-making spaces. My journey is proof Inal when young people are given that Irusl. they do not just learn.. they lead with purpose and a deep sense of responsibilily."Youlh Power" is more than parlicipalion,. il is ownership. When young people are trusted lo contribute '.0 the systems they are part ot, the solutions become more meaninglul. more relevant. and more lasting. Zvikomhorero Nv•miiryur6 Youth Researcher. Zimbabwe REsTLE￿DEVELopMENr ANNUALREPQRT2025

Our Strategy Restless Development is a locally-led, globally connecle(I nelwork that is united by a global strategy for youth-led change. The current global strategy aligns with the Global Goals and runs until 2030. Cenlering on slrenglhening Youth Power, the strategy aims lo lake a power shifting approach lo ensure young people collectively lead change. Our priority areas of impact are.. Climate Justice, Voice and Democracy, Education and Livelihoods. and Gender and S8xual Rights. 2025 Objectlves * Roll oul the naw Thwry of Chang• lo ensvre maximum impact. Use the youth-led research and learniny model to ensure that the impact is captured and shared. * Celebrate Restloss Devolopm•nt'840th annlv•rsary. Use this opportunity lo share the translormalional power-shitting journey that the organisation has been on. the impact happening today as well as re-engage alumni. In 2024. a new global Theory ol Change was developed lo beller capture and guide wh31 is meant by supporting youlh-led change with the aim of having impact at four Olfferent levels: * Strengthen the senioryDllth l￿dershiP plpolin• locusing on stafl salislaction. succession and growth pathways. l. Individual Youth Leadership 2. Community Strengthening 3. Youth Civil Society Slrenglhening 4. Systems Change 6 RESTLE￿DEVElopmENT AMNUAL REPORT2025

Our Theory of Change A visualisation of what we do, how we do it and the impact of our work. SystemlG Sysiemsareehapgedlorthe beiier asyoungpBopieuse iheir collecl1￿eyO4Celo iftEiuen¢edecisionm8kers. dri￿reSU￿LS and accountabilily y . Develop thelr Leadershlp Researth & Advocate Nurture Collectlyo Youincivil society is connected. resilienL lunoed andkhriving. Restless Development supercharyes youth-led change for a better world. Connect MobillsB & Engaye Communities Lmdlng pwpl• Communlty sb￿ngercommU￿l1ies are built. W￿hYoung people contribullng lo ideas and solutions as equal partner Demand Accountablllty dWf•rnit Celebrate strengthen Youth Civil Soclety Fund Indfvldual Young people grow as leaders with skillsand conFidence- leaoing oh&ige for themselves. theirpeers 8nJ in communitie& Collaborate & Co-create Solution$ RESTLESS DEVELOPMENT ANMiIAL RÉPORT 2026 7

Our Work Restless Development supports the collective power ofyouth leaders to create a morejust and sustainable world. 000 000 000 Between October 2024 and September 2025 we- equipped young people with knowledge to own th8ir bodies. health and sexual rights, 97.316 72 3,905 187.375 equipped young people- espe¢lally women and girls- with the skills, knowledge and access lo opporlunilies they need to succeed in education, secure decent workand build sustainable lulures, programmes young leaders young people directly reached supported young people to have avoice and influence decision makers al different levels. supported EtEIE] to lead advocacy. influence policy. 28.822 10,203 and implefflenlsuslainable solutions that drive equitable climate action and resilience in theircommunilies. engaged tIlD stakeholders in our wot* Including 5.686 governmenl olFicials. non-profit pathers and community organisations. and 6.000.111 young people reached and connected with across the world, including through our social media campaigns and digital engagement activities unlocked funding. supporting 252 youth- led groups and placing resources in the hands ol young people to lead. £2,076.813 RESTLESSOEVELOPMENY AMIKIAI REPORT202B

Strengthening Youth Leadership: We centre our work on feedtsack from our young leaders. This is an important part ol our dynami¢ accountability. This year our Annual Young Leaders Survey told us that- 99 /0 reel proud to volunteer with Restless Development. 97Yo reported having been supported lo become leaders Ilhrough ongoing mentorship. soll skills training, resovrcing. and gaining knowledge and OPPDrlunitiesl. USA Nepal India Sierra Leone Philippines Kenya Uganda Tanzania Awanda Zambia Zimbabwe Brazil ol young people have found volunteering benelicial and instrumental to lurther their careerjourney and economic empowerment. 981. of the yovng leaders reported that Restless Oevelopment encourages, welcomes and valves diversity in ils workplaces and programmes. RESILESSOEVELOPMENT ANMUALIIEPOIT21llS g

Youth Power YOUTH VOICE Along the way. we've focused on learning and sharing best practices and how lo ensure maximum impact for the young leaders and communities. In 2025. ovor £2 mllllon was unlocked ffjr moro than 250 youth Young people lead communications both lor Restless Development and the many youth inilialives we support. Thp global communications team based in India. Kenya and the Philippines. is youth-led and all about enabling young people to use their creativity and voice lo lead change. Restless Development supports young people to drive real transFormation. prioritising those with the least opportunities and where the need is greatest. We work collaboratively to shift power and resources to young leaders. This means Funding, connecting. mentoring, championing and always learning From young leaders and youth organisations. strengthening youth civil society to lead lasting change. SUPPORT The greatest translormations happen when young people are able lo really lead. noljusl participate. For this lo happen. on-going support is essential. Our model encourages peer support- with young people (usually those whD have recently benefited from an iniliativel guiding other young people. Young people work as mentees and cheerleaders- sharing experience. giving young people the conFI(ience to lead, and work through tricky challenges. In 2025. 97% ol volunteers felt supported lo grow as leaders. In 2025, we starled'The Power Shift. weekly wins driven by youth power- to share and celebrate yovlh- led chonge on social media. The'we Are Restless, Blog is a space lor young leaders to platlorrn their work and experiences. In 2025. there were over 40 blogs Irom young people Irom around the world. YOUTH COLLECTIVE We work lo strengthen youth movements.. youth organisations and young leaders collectively- nol in silos. The Youth Collective welcomes grassroots youth groups and organisations. helping them gel visibility and access to opportunities through regular sharing OF runding and collaboration opporlunilies. FUNDING Restless Development has sel up and run youlh-led runds worldwide. from the Young Gamechangers Fund in the UK to the Youth Action Labs across Africa & India- lesling mechanisms that Put decision-making directly in young leaders. hands. YOUTH The Youth Collective has 5.451 youth organisalions. with 731 new organisations joining in 2025. C LLECTIVE 10 AESTLE&S DEVELOPMENT INHVAL REPOAT20ZI

Young Gamechangers Fund (UK) Th8 Young Gamechangers Fund is delivered by the Global Fund for Children and Restless Development alongside the Co-op Foundatlon. The initiativ& Is deslgned to transform the landscape of youlh-led lunding by shifllng power to young people aged10-25 across the UK. Thls youlh-led particlpatory grant has a youth steering commlttee declding wh8re the funding goes. They've now supported100 young gamechangery6 With grants be￿een £1,000 and £20.000, as well as peer support ne￿OrkS, training, and menlorlng to help brlng thelrvlslon to Ilfe. A key dlflerenllalor of the Fund Is Its focus on youth acllvism and shared power-provlding young people not onlywllh resources but also genuine ownership overthe design, delivery, and outcomes of initiatlV8& IIQ GAMECHAHGERS A key part OF thls work In 2025 has been learnlng - which has shown us that: The Young Gamechangers Fund has provlded fundlng and support to100 grantees in the UK beiween the ages of10- 25 Ihls Includes.. Youth leadership. capablllty and drive already exlsls- bul funding is needed for the condillons that allow youth leadershlp to Ihrlve: sklll-bullding, safe spaces, peer networks and shared declslon maklng. Investing in the relational and emotional environment is as critlcal as funding tangible resources or skills. Especially For young peopl8 who have experienced exclusion, discrimination. or trauma- that envlronment cannolbe assumed.11 has to be actively built. resourced. and sustained. Flexlble. trust-based lunding Is a strucbjrdl enabler. Comblnlng unrestrlcted and prolect-based grdnts. mlnimal bureaucracy, and relatlonshlp-based grant managem8nt enables young people to lead and lrnsled to have Maximum impact. Tho H•alth Movom•nt, a youth-180 charity in North Belfast tackllng the legacyof the Troubles and now some of the highest rale of poor mental health and suicid8 in the UK. The Funding paid (£10,000) lor over 333 hours of afiordabl8 counselling. giving around 55 young people a safe space to heal, build resill&n¢e. and break cycles of trauma and Inequality. Wobhly Soclil$ QC, a communlty project creating gentl8. welcoming spaces lor people who often find social interaction difficult. The group runs regular board game nlghls and a walking group. alongside cr8ativg one-oir actlvilles such as online crafting workshops. Rl80 Up Kld8 Found•tlon. a youth-led charity that was set up by 8 young person lo respond to the tsarrlers they had seen First-hand. particularly the impact OF financial hardship, cultural exclusion. and a lack of safe. supportive spaces for chlldren and lamilies. The charlty runs regular 8ctivlt18s such as school holiday provision. aller-school clubs. and skllls- based workshops- maklng a dlfl8renc8 to local children and famllies. Ir *• RESTLESS DEVELOPIIENT ANNUAL REPOAT2Q25 11

AU-EV YwthVolce5L•b ,4Youth Voices Lab (Africa) Éu AU-EU Youth Volces Lab is a Pan Afric8n- Europe collaboration that strengthens youth engagempnl, ernpowermenl, and connectlon to drlve policy-maklng. parlnershSps, and declslon-maklng. The Youth Voices Lab App provides training. support and opportunlties for young leaders- it now has 300.000 users at a 98% user salislaclion rale and this year won the Africa-Europe Youth Award 2025 (Exceptional Award) this year For driving youlh-led cooperatlon and inlerconlinental dialogue. Youth group lunding is provided For youth-led advocacy with grants from 1.00010 £10,000 and young people are trained through Youth Power Hackathons that support youth represenlallves In loinlng Inlergeneralional and cross-continental declsion-maklng spaces. 550.000 has been provided in microgrnnts lo 35 youth-led inilialives across Afrlca which resulted in some remarkable achievements: The Read to Lwn FouNl•Uon in Uganda reintegraled16 schools into the Illerdcy initiative reaching over 2,300 girls and boys. The Blrl$ In EdurAtlon Dl&lDguo8 projeclin Nigeria co-crealed a leadership ilitation manual wlth 330 students io supportboys and girls io complete school. The Mb8le Network ol Young Poople lfvlng wlth HIV In Uganda integrated12 young people into Health Unit Managernent Commitle8s, giving them a direct role in health governance. Klsumo 0rn8sroots Frl•nd$ S•lF Holp 8roup in Kenya developed a fflemorydndum lo the County Assembly Budget Committee pushing for incre3sed budget allocation to health. The Men End Fornalo 8Bnltsl &￿tIl•tIM Fwrnlotlon in Kenya developejpollcy memosforthe inactsnentof a youth policy onendiThJFema18 Genital Mulilabon.

Ending Violence Against Chlldren Youth Movement Youth Actlon Fund (Indla) Through the Youth Fund 2.0, Restless Development supported youth-led and youlh-locused organisations in Karnataka, Indla to lake inlergeneralional action on the climate crisis. Restless Development Is the Iiscal host ftjr the Global Youlh-L8LI Movement on Ending Violence Against Children lo galvanise youth action to end violence against children. Bolstered by the natlonal commitments rnade in 2024 lat the Global Mlnislerial Meeting In Bogota). we have contlnued our support as this youth-led movement providing training. support and £I00.QOO to the IQ Global Mobilisers across Brazil, Cole d'lvoire, India. Kenya, Malawl, Peru. the Philippines. Uganda. USA. and Zlmbabwe. £20.000 grants were provided to five groups. enabling youth and community-led actions includlng waste management campalgns and support to farmers to adapt lo sustainable practices. Thls also provided support lo the Sama Foundation, lo Install a Aeverse Osmosls {ROI purification system to provide sale drinking water. Walklng the Talk We Lead As members OF the Walklng the Talk consortium, alongslde HIVOS. Equlpop, 001 Europe and DSW, Restless Oevelopmenl has been slrenglhenlng femlnlsl youth civil society in the majority world and the UK to influence and advocate lor feminist rutur8S. Thls programme Is dedicated to Improving the lives of young women in Africa. Latin Amerlca and the MENA reglon.11 focuses on elevating young women from marglnalised communllles lo leadershlp and slrengihening young women-led local community groups and movements. Restless Development worked in partnership with HIVOS. Positive Vibes. FCAM. Marsa. FEMNET and M&C Saal¢hl. We provide on-going coordination and support OF the UK'Walkie-Talkles' a collective of incredible young leaders Irom across the UK working for feminist Futures. The Walkie Talkies co-created the Fund Femlnist Futures campaign, ror which they've led events. run polllng, and moblllsed young peoplg- laklng this to the Fourth International Conference for Financing lor Development and the Financing for the Femlnist Futures Conferences In Spaln. 2025 saw the programme focus on learnlng. sharing and celebrallng as the five-year intervention came to a close with 80% OF partlclpatlng lo¢al organisations reported an increase in lea(fership and ability to resolve confFlct. RESTLESSDEVELDPMENT ANNUALftEPOAT2026 13

GLOBAL IMPACT Education and Livelihoods Q INDIA AND SIERAA LEONE ')l.U2ts adolescents, especially girls. in India and Sierra Leone were engaged through school clubs and sale spaces that strengthened lile skills. literacy. and numeracy, enabling them to stay in school. parllcipale confidently in daily lile, and pursue lurlher education or vocational opportunities. Girls have shown improved commitment to pursuing their education and eariy results have shown that they are progressing academically. with 99% 01 those sampled in Sierra Leone achieving passing scores above 50Yo in their end-ol-year examinations and s¢Jccessfully transitioning between classes. We want all young people to have the skills. knowledge. resilience and opportunities that enable Ihem to thrive. We take a youth-led approach lo ensuring that every young person has a quality education, and access to training and opportunities that set them up For life. We want all young people. especially women and girls, to be able to stay in school. and be able to make a sustainable f ulfilling living when they leave. E Q ZAMBIA. INDIA AND SIERRA LEONE This year, we supported 3.171 adolescent girls have returned lo school in Zambia. India and Sierra Leone following largeled elforls to tackle gender discrimination. the digital divlde. child marriage and child labour. Through adopllng an ecosystem approach that engaged schools. lamilies and communities. the iniliallves shifted parental allihjdes in support of their daughters. education resulting in re-enrolment and a more enabling environment for girls lo thrive. 51.034 adolescents anti young people lo strengthen their skills on entrepreneurship and business skills lo start businesses, lacililate relenlion and re-enrollmenl ol girls ITr schools and ushered schools-lo-work transition. Through school clubs, sale spaces, science & technology initiatives. and entrepreneurship prograrns. adolescenls-parlicularly girls were able lo improve their liFe skills, literacy. numeracy. financial and digital literacy. and business capabilities, enabling them lo stay in school, return lo education, conlidenlly pursue STEM and vocational pathways, and launch sustainable livelihoods. 14 HESTLESS DEVELOPMENT INIIUAL4EPORI 2016

Q ZAMBIA AND TANZANIA young people across Tanzani8, and Zambia were equipped with business and entrepreneurial skills, financial and digital literacy, and slarl-up kits lo support their transition from school to work and the creation ol sustainable livelihoods. As a result. 206 young women in Tanzania have launched income-generating ventures such as tailoring. poultry larming. organic agriculture. and eco- friendly product development, strengthening their economic independence. OUR WORK IN EDUCATION & LIVELIHOODS Advancing Girls. Education for a Brighter Future IL)ji:rra Leon•) Agri-ELEValeD.. Empowering Livelihoods through Youth Entrepreneurship Skilling and Value Chain Development ::.lfflbabwol Alurnni & Youth EngagemBnt ,' lanznla) CO-CREATE IniliatlV8 Consultancy- Formative Research on Adolescents Nutrition IT¥ttzaTrla) Empowering Futures Entrepreneurship Exchange IhhAII Exploring Youth engagement in agriculiurB'. A study ol young larmers in Iringa and Mbeya i.-. p- Financial lftclusion Innovation Hub Islerra leon•) Girl Eflecl Programme I I'idial Girls Leadership i T?nz,Ini) Kijana Imara 2- Education I Inzanlal My Educalion. My Highl Idla) PAHAL- The Initiative .Ila) Q INDIA AND ZAMBIA 9,284 young girls havejoined science and technology Clubs In India and Zambia. boosting girls. participation by addressing reslriclive gender norms and creating sale. empowering learning spaces. Mi(i-lerm Findings show strong irnpacl. wilh 65% of girls now aspiring to transition lo lerliary etlucallon. up Irorn 35¥0 al baseline-demonslrating increase(i confioence. ambition. and belief in STEM pathways. Power Up ' Skills lor Employment in Tanzania (SETI Slrenglhening Ernployability Skills {EMpowerl,.,Idlal TEVET lor Girls 66 My b￿l￿•d Khool m•int lor Mt glrts Ilk• m•. ToO•y. I cin r••d. I c•n ￿￿1•. and I In lrnnt ol oth•r glrl• tMchlnB Ub•m th•lr rlght 8olnB back to Khool •t 14 dld notjult cknnB• ffly11 - It •how•d my emmunlty th•t a glrfs plac• l• not onty In m•rrt•80 or t•llorlng, but In thfj damrooffl, In l••dornhlp, and ln lhiplng h•r own lutsr•. yy 18atu Jalloh. Slerra L8on8 The Graduate Career Accelerator Program{GCAP}-ACN Ulemelero"Live Well" Vijana Tunaweza IT'.I'.Iz4nlo) Viiana Twaweza (Tanzanl•)

GLOBAL IMPACT Gender and Sexual Rights Q INOIA. UGANDA AND ZAMBIA 67.385 young peDple and community members in India. Uganda and Zambia engaged in inlergeneralional dialogues, social action analysis, and accountability platforms re5ulling in more open CDmmunication within families. improved parenl-child connectedness. shared decision- making. and a positive shift toward equitable gender roles al the household level. We know that bodies. identities. gender and sexualities are subject to discrimination and violation. We empower young people to change attitudes and behaviours, as well as services and policies. to advance and uphold sexual and reproductive health and rights (SRHR), and gender equality. Q INDIA. TANZANIA. ZAMBIA. ZIMBABWE AND UGANDA In 2025. we supported 69.669 adolescents in India, Tanzania. Zambia. Zimbabwe and Uganda accessed comprehensive SRHR inlormalion and services through innovative Sport lor Health carnpaigns. resulting in increased HIV testing. HPV screening. uptake ol family planning services and slrengtheneil health- seeking behaviour in hard-lo-reach communities. Endline FinLlings show 60% 01 young people in Zimbabwe are able to negoliale for safer sex. 83Yo are conFiJJenl in knowing their HIV slalus. and 70% are comfortable disclosing their status to parlners-demonslrating slrenglhened agency. improved heallh-seeking behavior. and greater agency over their health and futures. 97,316 yDung people and community members to advance gender equality and strengthen adolescent sexual and reproductive health and rights. Through intergenerational dialogues, innovative health campaigns, school-based life skills education, and policy advoca¢y al national and global levels. young people have been able to counter harmlul gender norms, lacililale increased access to SHHR services. and influenced decisions to safeguard their rights, health and lutures. *W•lkTh•Talk Brlrylng glob•l. I•m1n￿l p to lor•lBII and lundln Reguesso TBamRosllEssUK 18 RESTLESSOEVELOPMENT ANIILINLREPORT2025

Q ZIMBABWE. ZAMBIA AND UGANDA 18.243 young people and community stakeholders in Zimbabwe. Zambia and Uganda participated in gender-translormalive and GBV prevention inilialives. resulting in increaseti conlidence, improved relerral systems, greater male engagement in gender equality discussions, and a visible cultural shill toward challenging harmful norrns and violence. OUR WORK IN GENDER & SEXUAL RIGHTS Power Up ISl•rri L•on•) QUTWE.. Queer-alFirmalive Unicorns Transforming Well-being Ecosystem (Indla) SHASHA Isexual Health Services) project (Zimbabw•) She Soars {Uganda & Zambla) She Soars YAB (uganda) UNESCO Our Rights, Our lives- Our luture {Zambla) UNICEF-Inlegrated Adolescent Programme (Zambl8) Walking the Talk.. Towards Gender Translormalive DOA & FFP in Europe {UK} We Le3d, Claiming our Sexual and Heproductive Health and Rights (Uganda) Youth lor Health {Zambla) Youth Research Academy (Uganda) Youth Voices Connect.. Empowering Adolescents in Health Service I￿provement (Zambla) Comprehensive Programme lor Adolescents and Youth ITaTrzanla) Oelhi Learning Lab (Indla} Oigital Health and Rights (Ugandft} End Child Marriage (SiBrra Leone) Enhancing ESA Commitments Allainment Through Dala-Driven Youlh-Led Advocacy (Zlmbabwe) Formative Research on Adolescents Nutrition (Tanzanla) Kudziwa- Tikambe IZambl•) Nyenyezi'lntanda, Stars {Zambla} ODI- ALIGN (Zlmtsabwe) Olu Alu Campaign Iuyanda) Peak Youth- MPT (ZlrnbabwB) Positive Masculinities Research (Zlmbabvn) Q ZAMBIA. ZIMBABWE. BHANA. KENYA, COLOMBIA ANO VIETNAM 1.056 young leaders in Zambia. Zimbabwe. Ghana. Kenya, Colombia. and Vietnam led community scorecard processes anti engaged in parfiamenlary and global platforms. resulting in evidence-based policy submissions. signed commitments lo increase domestic investment in a(iolescenl health. slrenglhened youth innuBnce in international and nat￿Onal decision-making. and community consensus lo raise the age ol consent for initiation ceremonies to safeguard adolesc8nls' wellbeing. Q SIERRA LEONE AND INDIA 556 teachers and school leaders in Sierra Leone and India were equipped with Life Skills and Health Education ILSHE) competencies. resulting in improved school-based health clubs. stronger relerrydl pathways, and saler, more supportive learning environments lor adolescents. 66 For a long tlmo. I was •fraltt to talk )bout sexual ￿81th. and I relled on rumors and ml8lnformatlon. Th1$ tralnlng gav8 mo the confld8nce. knowlodge. and support to mako Inlormod cholces and protect my8•lf. Now. l am not only moro awaro, l am taklnu 8Ctlon to 8afoBuard my hoalth and my luture. 59 Marlam. young mother from Kondoa. Zambla

GLOBAL IMPACT Voice and Democracy Q SIERRA LEONE. UGANDA. ZAMBIA AND ZIMBABWE 22,516 young people participated in accountability dialogues and yDUth spaces in Sierra Leone, Zarnbia and Uganda, resulting in more Iransparenl. accountable, and inclusive governance systems that ensure youth voices inform dècisiDn-making and shape policies at local and national levels. For example, a 25-year-old Consliluency Monitor was lormally appointed in Zvishavan8. Zimbabwe lo strengthen parliamenlary-community accountability. Kabwe Municipal Council. Zambia also introduced quarterly learning sessions lo enhance Constituency Development Fund ICOFI transparency and youth parlicipalion. and Chingola Municipal Council, Zambia established an annual"CDF tiay" to expand public awareness 2nd promote more equitable access lo development Funds. We believe morejust and participatory democracies are possible, where institutions are accessible and responsive to young people. We support young people to lead as active citizens and create change in their communities by influencing social and political structures. and those in power, with evidence-base(I solutions. This year. we supported <¢> <¢> <¢> << ¢ ¢°¢ ¢ . > <¢> <¢>,<< 28,822 young people to strengthen accountable and inclusive governance systems by participating In dlalogues with communities and decision makers. leading Community campaigns. influencing electoral processes, and elevating youth priorities to regional 3nd global policy spaces-ensuring young people meaningfully inform decision-making at local, national, and inlernalional levels. Q ZAMBIA AND ZIMBABWE ib￿1 306J_- .JUil young people across Zambia and Zimbabwe were trained in advocacy. enabling them lo develop action plans lo address school service gaps. revamp youth-lriendly spaces. and lead accountability inilialives that strengthen community engagement and youth agency. AU-EU Youth Voicos Lab PDWEr DF tho Collectiv¢ Empower. Connect. Co-crEatiDg an intlusiwe and youth-re5ponsive 50ClÈty in Africa and Europe. 18 RESTLESSDEVELOPMENT INWJAL REWJAT2026

Q ZAMBIA ANO TANZANIA Q TANZANIA AND ZIMBABWE 2,861 young people engaged in communily campaigns and leedback sessions in Zambia and Tanzania. resulting in increased youth participation In governance, successful voter registration lor first-time voters. slrenglhened oversight ol cornmuniEy development projects such as disbursernent or the CDF. and the advancement of youth-led accounlabilily mechanisms al local and national levels. 1.554 young people in Tanzania and Zimbabwe were equipped with knowledge on governance processes, resulting in increased youth innuence in educalion and local governance processes, enhanced civic awareness. anti stronger youth-led advocacy on public service delivery and civic space proleclions. For example. young people developed priority lists that informed tiialogue meetings with tiuty bearer5 and traditional leaders. raiseti concerns on the administration or the CDF and adolescent access lo healthcare. contributed lo the (ievelopmenl ol new school service charters, and supported the production of an advocacy brief on the Cyber Crimes Act of 2025. In Tanzania. we established Youth Accounlabilily and Advocacy Networks lo conduct national level policy advocacy and dialogues to 8dvocate lor tax reforms and equitablB lax policies. OUR WORK IN VOICE & DEMOCRACY Aim Youth Power IZambla} AU-EU Youth Action Lab Lol 2 (Ugnil) AU-EU Youth Voice Lab Lot l {Slen¥ L•one. Tallzan13. Uyanda. Zambla. Zlmbabwel Citizen Engagement for Accounlabilily Action (Zimb2bvJel Ending Violence Againsl Children (UK) Eu-youlh Sounding Board (Zamtsla. Zlmlth) Funsani (Zarnbl#) Kijana Wajibika- ljue Kodi Yako {Tanzanla) Kijana Wajibika- SDG16 (TaTrZAn￿) Kudziw3- Ishiwi {Zambl*) Safe Photography project (Global) Shiriki TulengeTanga Yetu IT2nzanla) strengthening CSDS lor the Promotion of a Safe and Secure Environrnenl lor Children and Young People Izambia) U-Report ISl•rra L•on•) Youth Civil Society Coordination lor Resilience Q BELQIUM 149 young people actively shaped continental and global policy dialogues. culminating in the presentation ol ajoint communiqué to Alrican and European Foreign Ministers during the 3rd EU-AU Ministerial Meetlng in Brussels. This elevated youth priopities to high-level decision- makers. slrenglhened youth representation in gioL)al plallorms. and ensured that policies discussed at the continental level reflect the lived realities, recomrnendations, anl leadership of young people. £G with th• tralnlng and 8upport rfjco￿d through Rostlo Devplopmont. I partlclpated In varlou8 cmc engagement Inltlatfvu that led to my appolntmgnt ai a Constituency Monltor In tho ornco of an HDnorabl• Member of ParllamonL Myjob ontall$ ing•glng the loc•1 communlty and cipturlng l¥suJs. whlch I thon compllo and shore wlth the MP. Yy Prfsoa. young leader from T8nz8nla Youth Inclusion in Governance and Accouniabilily Iuuandal Youth Sounding Board ITan2•nli)

GLOBAL IMPACT Climate Justice Q NEPAL Young people have mapped and reported 1 564 landslides siles across Nepal through thp Tagme app. This has generated real-time data that directly inlorrned municipal authorities and disaster managernent committees lo identify high-risk hotspots and priorilise ernergency response lo affected households to keep them sale from potential disasters. Young people risk losing the most from climate change, yet they are systematically excluded from conversations to address it. We support young people to be leaders in transitioning to ajust and sustainable world by working with schools. strengthening youth civil society and mobilising an intergenerational response. Q NEPAL young advocates in Nepal led the Back lo Nature initiative. mobilizing young people. community members, and local leaders lo take collective action against plastic pollution. The initiative went beyond awareness-raising. loslering dialogue an practical solutions lo address the harmlul impacts ol plastic waste. Parlicipanls strengthenet5 their understanding ol effective waste management practices, championed beh3viovral change within their communities. and advocated lor sustainable. long-lerm allernalives lo reduce plastic depen(Sency. This year. we supported 10,203 young people to advance climate justice by leading digital reporting on environmental risks. driving community action against plastic pollution, promoting climale-smarl livelihoods. mobilising schools and communities around sustainable waste management. tree planling. and disaster response- fostering locally led, and resilient environmental solutions. ZD H£STLESS DEVELOPMENT AIUIIIAL REPOAI 2D25

Q NEPAL, INDIA AND TANZANIA Q NEPAL 4.31d young people in Nep81. India and Tanzania were trained in cllmale change awareness and evidence-based a(5vocacy. translating knowledge into action through the implementation ol communily-led climate inilialives such as mangrove restoration lo enhance coastal resilience and cllmale-smart larming practices that promote sustainable livelihoDds and food secupily. D￿r l 00 students. teachers. and community members were engaged lttrough a youlh-led slreel drama in Nepal. raising awareness ol the environmental and health risks ol plastic Pollution and promoting suslainatsle waste practices. resulting in slrenglhened community commitment lo reducing their plastic loolprinl and advancing a circular economy. OUR WORK IN CLIMATE JUSTICE CO-CREATE Initiative ITaft2aftla) Global Girls Creating Change IN•pal. Ull•ffida) Green Jobs Izlmbabvn. Uyanda) Greenshill Nepal-circularily ol Plastic Waste lor Net-zero Carbon Nepal INepall Nepali Yuwa lor Climate Action and Green Growth (Nepall Youth Climate Action Lab {Indl) Youth ResearGh Academy IUy•nd•) Q NEPAL AND INDIA young learners were mobilised into school clubs and actively engaged in hands-on environmental inilialives, includiny segregating waste into biodegradable, non-biodegradable. and hazardous categories to promote responsible waste management practices. Students also undertook tree plantation drives lo enhance green cover an contributed lo improved access to sale drinking water through the use ol water Filters. We fvnded youth-led oryanlsatlDns through th• AU-EU Youth Volces lab progr#mmD In Afrlca. Young Qamttchangers Fund In UK aNI Youth Cllfflat• Actlon Lab In Indla to supp(# cornmunlty-l•d Inltlatlm by yw poopl• strMn8 to prot•ct (w P1w￿l. GG My drnMI hi• alw￿ b••ffl to Itsy In K•pl •nd do ￿mI￿1￿9 umlul. Bmn8hlft h•lp•d m• how th•t drnm could eom• trn•. W• n tsrn ￿lE0 Into bmuty Ind prnblMi• Into purpoi•. Thit14 r••1 chingfj. 99 Rupak Ghlmire. young leader from Nepal

STATE OF YOUTH CIVIL SOCIETY 2025 REPORT Research This year's research examines how youth-led movernenls are organising. resourcing. and measuring impactamid shrinking global aid and increasing funding volatility. Orawing on case studies including Kenya's'occupy Parliament" movement, community philanthropy initiatives across Africa. and youlh-led responses to funding cuts. the report highlights how young peop18 are building power thrDugh tieGentralised leadership, digital organising. mutual aid. parlicipalory grant making. social enlerprisp. and impact investing. State ol Youth Cfvil So¢lety 2D25 Our 6-step youth-led research methodology prioritises young people's leadership in knowledge production, translation. and dissemination - enabling young people to shape entire research processes from beginning to end. At its core. this approach shifts power to young people. enabling them to participate and lead in research that matters to them. The research Findings are used For programme design, advocacy and campaign messaging. INVESTIQATING BENDER DISPARITIES IN ELECTRICAL ENGINEERING TRAININ8 In Zimbabwe. this ODI ALIGN-supported study examined how young women experience electrical engineering education across ftve technical colleges. Led tsy trained young researchers, the mixed-melhods study involved 386 students and10 lectu￿rs, revealing thatwomen remain signiFicanUy under- represented las low as 21% in some inslilutionsl and lace systemic barriers. including gender stereotypes. sexual harassment, limited practical exposure. and unequal access to internships. The research identified practical solutions including mentorship by Female engineers. largeleti recruilmenl. gender equity boards. scholarships. and reinslaling internship 51ipends. lo strengthen inclusion and ensure Zimbabwe's transition to renewable energy is powered by a diverse and equitable engineering workforce. QREEN JOBS ANO YOUNG PEOPLE IN AFRICA In Ugand8 and South Africa, this study explored how the g￿en transltion can serve as a real pathway to decent employment For young people. Across both countries. young people demonstrate molivalion, innovation, and environmental awareness. bul require coordinated investment in skills development. rinance. mentorship. and gender-responsive policies lo ensure the green econorny provides inclusive livelihoods alongside climate resilience. i. 11¢4 22 AESTLESS DEVELOPMENT PJIMiIALREPQHT2026

YOUTH PERSPECTIVES ON LIVELIHOOD. EDUCATION AND PEACE IN SIERRA LEONE In Sietra Leone. in partnership with the Dag Hammarskjold Foundation and the Alrican Oevelopmenl Bank. we examined how livelihoods, education. and peacebuilding intersect in shaping young people's futures. Led by eight trained young researchers across fragile and border districts. the mixed-methods research su￿eYed 250 young people and held over 200 discussions and interviews. The Final report advocates lor integrate(i. dislrict-level solutions that align technical and vocational education reform, youth Iinancial inclusion. and etiucalion-lo-employment pathways with peace impact assessments and youth co-design. positioning young people as archilecls ol sustainable peace and development. THE ARCHITECTURE OF CHANGE: FEMINIST PATHWAYS TO FINANCINQ GENDER EQUALITY Developed under the Walking the Talk consorllum. this ambitious mulll- country research ¢omp8ndium advances structur21 solutions to lrydnsform how gender equality is Financed worldwitie. Bringing together more than 39 feminist researchers and movement actors from more than 30 countries, mostly Irom Africa and Asia. the report examines how sovereign debt. austerity, shrinking civic space, and inequitable OOA syslerns undermine feminist organising, while highlighting practical alternatives such as leminist public Finance reforms. decolonised aid Irameworks, innovative Financing mechanisms. and enhanced accountability lo movements. 'XI LI SDI All OF Ihe research was preSen￿d al key regional and global platforms. including the Financing For Developrnenl conference. African Union policy bodies, youth engagement spaces, and United Nations forums. where young researchers and partners shared evidence to innuence funding commitments, inslilulional reforms, and accountability frameworks. In doing so, our 2025 research porllolio bridged community knowledge and high-level decision-making, ensuring youlh-generaled evidence translated into tangible policy engagement. programme adaplalion, and systems change.

Philanthropy FUNDRAISING APPEALS A fundraising appeal in response lo USAID funding cuts raised £IO,OOD helping to support Ihe transition of staff and young leaders. We are so grateful for the ongoing generosity and commitment of supporters, alumni and partners whose collective fundraising efforts keep the global network mission alive and the organisation resilient especially during turbulent times. We alsD ran a "Youth Sparks appeal- that included a match during the Big Give in December 2025. A %Yhoppinw £68.000 was ralsed to support youth liv¢lihoods prfjurammes In East and Southern Afrlca.11 costs us an average of £1,000 a year to support a young person lo set up their business- and they in turn reach another 40 young people. This vital lunding will help us scale up and sel young leaders up for success! THE KNIGHT FRANK SCHOOLS TRIATHLON Starting in 2016. the Schools Triathlons have grown al pace. becoming on8 ol the laryesl mass-parlicipalion sporting charity events lor children in the UK. This year, MASSIVE recognised the event as the socond fa4t••t growlnp iundralslnu •vont In th• UK. Congratulations lo the lQ,487 children las young as 71 who completed the triathlon and lundraised for Hestless Development raising an incredible £1.5 million. Thanks lo our headline sponsor Knight Frank for Me ongoing commitment. series sponsor Neilson Active Holidays. as well as to the12 host schools (including the three new schools) and the 321 local primary and prep schools that look part. Xnighl .IIIIAlh 11 None of thls would be possible without the dedication and leadership of Restless Oevelopmenl's longest serving volunteers and lounders ol the Triathlons: Jim Sewell and Tessa Murray. and fellow volunteer cornrnillee member James Thompson. 10.487 CHILDREN RAISED £1.5 MILLION! L4 24 REsfLESSOEVELOPMENf ANNUALREPOftT2025

SCHOOLS TR5ATHLON FINI SCHOOLS IRIATMLQN ON BEACH, BS Hosted by BRYAN5TON CHARTERHOUSE ¢2e3dleHultneSclY* P• Knight Frank NEILSON CLIFTON COLLEGE CRANLEIGH ICiii¥l C.ollLgC 12 HEADLINE SPONSOR SERIES AND HOODIES SPONSOR PRESTIGIOUS SCHOOLS RIissL.11 OLIFxfDLE SEVEN()AKS THEORATORY SCHOOL

Partnerships

iwill

African (,.•', Union AU.EU YoulhW¢sL A¢¢ountable Now act￿nald AGAKHAN FQIINDATrOM COMMUNrrY comundo. FUND co co op DEMOCRACY MOVES Departmerit for Cultur Media & Sp￿t DSW ca DHRP ui Gak Foundatlon GENDER & DEVELOPMEKr NEfwoRK 'rl GIRLS Effect NOTBRIDES Canada ch.Idren THE GLOBAL FUND JOA IIIKELIN L'ORÉAL MACQUARIE FUF.'Dlg Wll%lOSER¥XES University tj MERE I AM M LAL FUND pi PRIVACY INTERNATIONAL - POPULATION SERVICES ZIMBABWE PRf,JECT POSITIV VIBES Ground Together for girls unicef ￿4? UKaid unesco irnl¥ersidad de lor 0￿[V child los Andes WARWICK 28 RESTLESSDEVELOPMENT AMNUAL HEPORT2025

AUXILIUM Stiftyng bond brave CENTER for •• BRITISH REPRODUCTIVE movement •• COUNCIL care RIGHTS CIPE CHILDREN'S INVESTMENT FUND FOUNDATION ComDev Afrlc ••eu •• you ean 7hoAfd<4nW&mpn¥ Ford BOTNAR Foundation Fundacion Foreign, G￿n[M￿￿th FOUNDA TION Karisrna Global . Gateway GFJP+ Hivos Irish Aid Gr￿dsOèv Harn]narsklOld jhplego marsa STAYINQ ALIVE OAK •1 ODI Global OXFAII 14ovib mastercard ftyjndotbn FOUNDAm014 I UIINL).41 ION MERCURY OXFAM Sverige TONL TrJlK41LY F(ILINnATlnN STOPAIDS. swisscontact World Healih Organ12ation Volunteering Women 1,4 YIELD Hub Dellver GAMECHINGERS Jb AESTLESS DEVELOPMENT ANNUAL AEPDftT202S 27

People & Values foolprinl. supporting both environmental sustainability and our power shillinB approach. This refiecls our Commilrnenl lo a locally led. globally connected network, where local realities inform global standards and shared ownership strengthens implemenlalion across Restless Development. We continuB to be guided ty our Power Shilling Checklist in ordpr lo walk the talk on youth leadership and power shifbng. Over the past year, our power shilling approach locused inlenliDnally on internal organisalional processes. Communities ol Practice. Hub Directors and national boards were involved throughout the review process. shaping revisions and co-creating linal dralls. This marked a shlft away trom Iradilional, centrally led policy iievelopment. Although more lime-intensive, the process enabled deeper dialogue, improved understanding and ensured policies remained r818vanl across tiiverse contexts. POWER SHIFTING IN ACTION DIVERSITY. EQUITY AND INCLUSION Hestless Development lakes an inlenlionally power shilling approach across all slafF and volunteers. Transforming leadership slruclures. pay equity 5y5tems, wellbeing practices 2nd organisalional culture. has led lo power shifting internally in line with our mission ol shilling power externally. Diversity. Equity and Inclusion is central lo Restless Development's organisational translorrnalion strategy. In 2024. Dur Global Leadership Group met in Uganda and co-wrote and adopted a new DEI CDmrnitment lo guid8 all of our work- GGwe are Restless. We stand for every individual's right to thrive and will challenge any form of dlscrlmlnatlon. Our dlflerences make us stronger.S9 Our shill toward locally led lead8rship structures has reduced our reliance on international oversight. and international travel - lurther reducing our carbon Restless Development has ranked in the lop10 organisalions globally in the FAIFISHARE Women in Leadership Monitor for the past two years. The CO-CEOS spoke about taking a feminist co- leadership approach on a Podcast lor the Jobshare Revolution.

SAFEGUARDING This continues lo translate into posltive experiences lor those we work with. Findings from the 2025 Annual Young Leaders Survey show that 98% ol young leaders reported feeling sale while volunteering with Restless Oevelopmenl lup from 97¢h in 20241. with respondents allributing this to the strength of our safeguarding policies and the training provided. This Feedback reinforces the importance ol sustained investment in saleguarding systems. capacity. and culture 8cross our network. Learning and development is supported- giving opporlunilies. especially lo younger members of staff lo g8in experience outside ol Iheirjob. This includes project leadership, running internal audits a different cotjntry, and mentorship sessions. In 2025, 30 slall took up their full study leave entitlement ol seven days. Everyone at Restless Development is equipped lo recognlse. report. and respond appropriately to safeguarding concerns. helping lo ¢reale a saler environment lor all. We remain committed to embedding safeguarding acros5 our policies, practices. and everyday inleraclions. ensuring we do no harm and uphold the highest standards of safely. inlegrily. and accountabilily. STAFF SATISFACTION staff satislaclion scores increased signilicantly, with the eNPS rising by 20%. from 55 10 66. This improvement indicates that employees continue lo view Restless Development as a strong and positive place lo work. Feedback also highlights growing appreciation lor the steps management Is taking lo strengthen the overall employee experience. signalling increased conlidence in organisalional direction anti leadership responsiveness. To strengthen this commilmenl. we simplified and updated our incident reporting pathways to improve clarity and organisational awareness of roles and responsibilities for both reporting and response. This review. developed with input Irom the Saleguarding Community ol Practice and Hub Directors. ensures a practical, accessible approach aligned wilh operational realitles across the nelwork. WELLBEING As an ongoing priority, we now ask all staff to UPloa(i a wellbeing goal alongside performance goal% which are also discussed in performance review. Flexibility is a key to this. All stall can ask lo flex their working hours ond locations, especially to help Wlth caring responsibilities. In 2025.13 slafr took enhanced parental leave. E4ELOPtAENI Our global demographic GENDER STAFF AGE 4% Unspecifieti LEADERS 42% 205 100 51% Female 46% Male 59% OF WOMEN LEADERS ARE BLACK. INDIGENOUS OR WOMEN OF COLOUR UNDER 25 WOMEN

Challenges & Learnings ARTIFICIAL INTELLIGENCE DONOR DELAYS Uelays in fund disbursements have been a growing challenge. We've attempted lo diversily incorne streams. unrestricted income. and are building in an expected delay, whilst supportin9 donors to keep the agreed timelines. The increase in the use OF Al has brought opportunities os well as risks ID how we work and young people. We've responded by priorilising up-coming youlh-led research on Al and continue to learn and adapt our pracli¢es. There were a number of challenges in 2025. Along with these came a number of learnings and changed practices. OTHER CHALLENGES FLUCTUATING ECONOMY Young people continue to be affected by a rise in unemploymentand lack of opporlunilies. as well as rising cost ol living and impact of climate change. over recent years we've witnessed a sharp increase in mental health challenges. and gender divides. with a rollback ol rights lor wotllen and girls. Aestless Developrnent conliftues lo adapt and innovate programmes one example being ourwork on positive masculinities. High innation and currency ftuclualions of the pound sterling led lo further Iragilily of our cashAow and risk of Financial losses. We responded by increasing our monitoring. budgeting in local currencies, and lightening budgetary controls. FUNDING CUTS The dismantling ol USAIO led lo the immediate closure ol a number ol USAIO funded programmes. and a budget reduction OF £600,000 in 2025. Restless Oeveloprnenl was quick to adapt. where possible olfering young leaders and stall other opporlunilies where possible, and running an appeal lo help the transition. As donors. priorities lurlhershilled. this brought additional restrictions lo Fundraising opporlunilies. We responded by shilling our resource mobilisalion slralegy. continuing lo diversify. We continue lo a(ivocale for allernalive financing lor the sector through our research under Walking th8 Talk. and the annual Slate ol Youth Civil Sociely Report. CIVIC SPACE RESTRICTIONS Political tensions and e18clion campaigns have seen continued reslriclions to civil space 2nd freedoms in nearly all countries in which we operate. This has led lo revision of plans and actions to ensure the safely and security ol young people is always prioritised. 30 HESTLESS DEVELOPMENT IMMIIAL REPOAT202

Looking Forward In 2026, we will continue our work supporling young people to drive real transformation. Our priority continues to be strengthening and scaling our work to shift power and resources to young leaders. We will do this by focusing on: YOUTH ACTION FUNDS GLOBAL PARTNER8HIP Fundraise, deliver and learn from youth action lunds. Conducting a Social Return on Investment ISAOII lor our parbcipalory youth funding mechanisms in order to make the case and deliver for greatest Impact. Catalyse and connect young leaders lo global change. Working in partnership with the UK FCOO. BII. CIFF and South Alrica Government Dn youth 8ccounlabilily and engagBmenl At the Global Partnerships Conlerenoe. IMPACT AREA VALUES Continue lo work on the current impact priority areas with an increased locus on- Core to our Power Shilling Approach- we will b8 celebrating Restless Development. our people and all the reasons why people love working with us. Gender Equity: keeping yDUth-led momentum lor women and girls rights, strengthening leminisl youth movements, and hosting the youth pre- summit for Women Deliver. Continuing work on positive masculinities. Al.. carrying out research on youth and Al to irjlorm best use and sDvern3nce ol Al lo lead tr2nslorm21ion and not harm. SCHOOLS TRIATHLONS We will be celebrating10 years ol ihe Schools Trialhlon5 and the efforts ol thousands ol young children and their famllies, having raised more than £6 million lo date. Livelihoods.. continuing lo run youlh~led livelihoods programmes, especially programmes that close the gender divide and transition lo green economy. RESfLES5 DEVELOPMENT ANNUALREPORT2025 31

Report and Financial Statements for the Year Ended 30th September 2025 The agency also operates through three satellite olFices in the UK. the US and India. These olfices olfer a service function to the agency such as fundraising and adminislralion. They have various registration idenlilies and are not led by Leadership Teams- instead, they are under the guidance of the Global Leadership Group. Each Hub has a Hub Director who. with Iheir18ad8rship team, leads Ihgir team of stall who implement the work ol the agency and support young leaders and alumni in the implementation of programmes. The Hub Director also fun¢lionsas a member of IheGlobal Leatiership Group representing Iheirteam and country in ourcolleclive leadership of the broader network. Rostloss DwelDpment- A Compary Ilmltod by BuarantO• Aogtst•rod Cornpary Number: 6741123 A8glst•r•d Charlty NurnbBr: 1127488 The'Pod' provitlessupport.direclionandoversighlofallollhenelwork.sconsolidated aclivilies. It is led by Co-chiel Executive QIFicers supported by the Global Leadership Group IGLGI which is a represenlalive group ol leaders from across all Hubs and Salelliles with the responsibility for the network's collective sustainable health and impact. It leads the direction ol, and makes deci51Dns in regards to. the collective network. The Financial model of Restless llevelopmenl is to work lowaros all Hubs being self-sulFicient financially. sourcing lunds from gDvernmènt. private sector. bilateral and mullilaleral inslilulions. and foundations. with support as nec8SSary lorfundraising from the Pod. ORGANISATIONAL STRUCTURE. GOVERNANCE AND MANAGEMENT Restless Development cofilinued to be active through our locally-led. globally connected network ol organisalions with pmgrammes in India. Nepal. Sierra Leone. Tanzania, Uganda, Zarnbia and Zimbabwe. Restless Development operates in each of these Hubs through a locally registered organisalion with ils own national Board ol Trustees and treats these organisalions as branches solely lor the purpose ol preparing consolidated a¢counls. A Trademark Licence Agreement is held between the UK enlily and all other Hubs allowing the collective use of the Hestless Development brand. 32 AESTLESS DEVELOPMENT ANMIJAL REPQNfZDZJ

GOVERNING DOCUMENTS TRAINING OF TRUSTEES Restless Oevelopment, founded originally in Ig85. is a Charitable Trust governed by ils Mernorandum and Articles OF Association dated 9 February 2012.11 is registered with Ihecharity Commission INo.11274881. Flestless Oevelopment is also a ¢om5iany limited by guarantee: the company's registered number is 6741123. Trustees are recruited lortheirspecific skillsand experiencelomeelorganisalional priorities and ensure a wide range of specialist areas. Training lor Trustees is conducted in three ways: 1.Trustees Induction: Each Trustee. following appointment. has an induction meeting with the Chalr. the Chief Executive and members ol the Global Leadership Group covering the organisalion's background, current focus and strategy and key documents. 2.Trustees Away Sessions: Trustees hold an annual virtual Away session where wide variety of topics are covere¢. depending on priority areas tor Trustee training identified by the Chair. the Trustees and the Chief Executive. 3.Safeguarding training: Two Trustees are nominated and trained Bs Safeguarding OIFicers. They have oversight ol and ultimate responsibility fora comprehensive set ol Policies. reporting processes and agency training plans Ihatare led throughthe People team.The ITrusleelSalegu3rdingOIFicerswork with the agency's Lead Saleguarding officer and team on both the ongoing Safeyuarding processes and any incidents as they arise. All other Trustees receive an annual Safeguarding refresher training. The global Board of Trustees accornmodales three cornmiltees lo reflect our agency. and lo ensure time is deilicaled to dilFerenttopics inthe quarterly meetings. The Committees are Business- People & Cullure and Strategy. RECRUITMENT AND APPOINTMENT OF TRUSTEES Board and Committee reviBWS are used lo identify Potential gaps during the recruitment ol new Trustees. New potential Trustee candidates can be put forward by any Trustee. Patron. the Chiel Executive Dr Restless Leadership Team rnember. Once pul forward, prospective Trustees are inlerviewed by current Trustees. including the Chair, and also rneel with the Charity's Chiel Executive Officer or a member ol the Restless Leadership Team. The interview process informs both parties. providing the individual with a solid grounding in Restless Development's strategic aims. programmes and priorities. as well as lamiliarily with the Trustees. Terms ol R81erence. meetings schedule and expectations.11 the prospective Trustee is as$esse(i lo be 2 900(i Fit with the Charity's aims. values and the existing mix ol Trustee skills and networks. the current Trustees vole on whether the individual shouldjoin the group. Restless Oevelopmenl operates planning and budgeting systems with an annual budgBI reviewed by the Business Committee and approved by the Trustees. Any significant changes lo these Plans are subject lo Trustees. approval. Revised forecasts are unttertaken quarterly during the course ol theyear. and reviewed by the Business Committee and the Trustee Board. Restless Oevelopment's Financial reporting system compares actual perlormance to approved budgets on a monthly basis. RESTLESSDEVELOPMENT AIINUAL REpaAT21f25

BUSINESS DEVELOPMENT-. FUNDRAISING APPROACH AND PERFORMANCE Our vision lor Business Development is lo successfully re-posillon Restless Development in the lunding market. WOting with our high performing, diverse and inclusive team lo mobilise funds that will shift power directly to young leaders around the world. In 2024125 the charity undertook lundraising activities through school Iri21hlon events and in pe￿ on Fundraising events. Aestless Oevelopment does nol ernploy professional fundraisers to generate income lor the charity. nor do we engage in cold-calling, door-lo-door or street fundraising. Restless Llevelopmenl is registered with the Fundraising Aegulalor and adheres lo the Fundraising Code of Practice and UK Fundraising Standards. No complaints have been received by the charity regarding any fundraising activities. Our fvndraising is made up or.. Programm• Fundlng: We will secure MO￿ long-lerm {three years or morel lully-costed restricted Funding for our currently under-resourced strategic area& In 2024125. fundraising activities raised £1.594.000 compared to £1,736.000 in 2023124. This decrease was due to less number of parlicipanls regislralion in new schools selected for triathlons and was not able lo cultivate major donors and new sponsorship forTriathlons. Strateitc F￿ndIng. We will increase our Financial sustainability as an agency by securing both global and Hub level strategic lunding by 25126. Ullrestrlcted FundinB: We will rebuild and grow all types ol unrestricted income. progressing Irom18Yo in year one ol strategy: to 25V) in year ￿0. and 30% inyearthree. locusing in particular on scaling theschools Trialhlonseries to £3m+ by 2028. PUBLIC BENEFIT The Trustees confirm that they have complied with the duty in Section 17 01 the Charities Act 201110 have due regard to the public benelil guidance published by the Charity Commission in determining the activities undertaken by the Charity. FUNDRAISING OBJECTIVES Alongside Restless Development's Global Strategy and Agency Plan sits a Financial Model that guides our financial suslainabilily and resourcing decisions. Securing funding to b8ablelo deliverourstralegyandachieve ourgDalsrequires3ppropriale and consislenl invesimenl in order lo operate elleclively. Aeslless Oevelopment aims lo secure the funding it ne￿S to deliver ils programmes efleclively. Irom sources and partnerswho lully support the mission and values ol the organisalion. without becoming over-relianl on any single donor. Restless Development strives lo engage each ol ils supporters in its work, and so maintains a lull and transparent reporting and communications system lo ensure that donors are well informed ol the successes anti challenges being laced in the programmes which they are supporting. Our ¢h•rltable objectlves are.. the relief of poverty 2nd the improvement ol the conditions ol lile in disadvantaged communities and countries in the United Kingdom and elsewhere- the advancement OF education and learning in both the United Kingdom and elsewhere- and the provision of educational medical care and treatment ol people in need overseas. We carry out these objectives through our strategy outlined above. 34 flESTLE55UEVELQPMENT ANMIIAL REpIKf20115

OPERATIONS * SAFEGUARDING In 2024125 we agreed ovr Financial model wllh the Global Leadership Group. obtained feedback Irom National Boards and approved a 3-level mDdel with the Global Board. Whilst we navigated the shocks associated with the closur8 01 USAID. we have taken the learnings from this and restructured our Pod and repurposed the Global Leadership Group to beller align our cosl base lo our confidenlincome levels. The salety and welfare of slafl. young leaders and the communilieswework with is paramount. Our $af•yu#rding wt•m8 ar• d•slgnod to eau$ no hirm through our work. Our commitment remains lo do everything in our power lo ensure that harm ¢aused by anyone linketi lo us Is reported. imiestigated. with appropriate measureslaken. Safeguarding is overseen at a governance level by two members OF the Global Board of TrLtslees. Global accounlabilily is delegated to the Lead Saleguarding Officer lour Director of People) and a Safely and Safeguarding Manager. Each Hub Director is a Lead Safeguarding Officer and has a Hub based Safeguarding Lead trained lo maintain local slandarés. compliance and prD¢esses. The Hub Safeguarding Lead becomes a member ol the Glob31 Community ol Practice led by the Salety and Safeguarding Manager. Overlheyearahead, weshall.. Launch our40-yearlimeline celebrating howwehave shirtod powerthrough the wayweoperaleasalocallyled.globallyconneclednetworkoverlhelast4 decades Propose a new Blobal gov•rninc• mDdel lo drive inclusion and collaboration across the individual enlilies ol Restless DevelopmenL National Board consultalionsontheproposalwill informlhe finalmodel. Agreeandsigna¢ollaborail¥o ayreemont which tsefinesand documents howwe allwottogelherwhilslproleclingourindividual autonomy. Launch our r￿lew$ Data. Risk, People and Saleguardiny global polltl8$ 10 reflect our power shifting approach which will then be lollowe(i by nationalisalion of these policies. Pilot our rl¥k-bi$od Int•rnal audlt aml Hub r￿l•W •pproi¢h in 4 countries, reintroducing a strategic oulside-in perspective to our support package lorHubs. As a minimum requirement. each Safeguarding OFFicer is trained and receives enhanced safeguarding training every two years. Additionaltraining is provided through our annual all-slall re-induclion pmcess and ouarlerly stall workshops IQSWSI. RESTLESSOEVELOPMENT ANMUALREPORT2015 IJ

REPORTINO * PLANS FOR 25126 Restless Development reported all serious incidents lo its Trustees. the Charity Commission, relevant Ioc31 authorities where applicable. and appropriate donors in line with oursafeguarding and incident managementprocedures. Flnalise and formally launch th8 Safeguarding Aeporting pathw￿ as a top organis31ionalpriority. Conduct training with members ol the ComNwnily of Pra¢lice (COPI on the finalised reporting pathways to ensure consislenl understanding and Implemen￿li0n across all Hubs. Support COP members to cascade training within their respective Hubs lopro- mole unifomi awareness. application, and compliance organisalionwidg. Integrate the reporting pathway across all Platforms to enhance accessibilityand embed it into day-to-day operations. Continue strengthening the capacity of the Community of Practice and convene the Safeguarding and Incident Management Working Groups to enhanceaproaclivesaleguardingculiure. Ensure safeguarding training is delivered lo all Global Tnjslees lo reinlorce governance oversight and accountability. Ensureallsoffjguardlng tralnlnywillbetidivered lor811 glob#lTruit•u. Ouring the reporting period. four safeguarding and safely causes lor concern were reGorded. These were assessed as minor incidents and were reported lo Trustees in accordance with internal governance requirernenls. None mel the threshold lor reporting lo the Charity Commission as serious incidents. A key development this year has been the finalization ol the organisation-wide Saleguarding Reporting Pathway. This document is now ready lor roll-out across all our p13ttornis. ensuring wider accessibility. clarity, and inlegrydtion into daily operations. This slrenglhens transparency. consistency. and 2CCDuntabilily in howconcernsareraisedandmanagedacrossallHubs. Election preparedness intervenlions were conducted lor India and Tanzania lo ensure the safety ol all stall and progrnm conlinuily during that time. Over the course ol the year. unrest in the MENA region escalated. which required active salely and wellbeing support for affected slafl members. Forlunalely. no harm came lo our sl811 and partners during this period. 36 RESTLESS DEVELOPIIENT AIUIIIAL REPOHTÈD2

RISK* R•putatlon#l risk was high in the first half of 2024125 and reduced lo moderate lollowing slrenglhened rniligallon actions. The risk rernains signiFicanl due lo increased public scrutiny. the last-moving nabjre ol social media. safeguarding sen511ivilies. and a volalile global environrnenl. We continue lo strengthen crisis response and safeguarding systems lo prDa¢livety manage this risk across the agency. Theglobalriskregister isdeFinedas sixkey risks.. Income- Lackof fiexibleorslrategicincome losustainlheagency's Financial position Cashflow The Agency runs out ol cash and we are unable to meet our rinancialcommilments. Reputational Hisk - negative perception damages our brand and ￿putatIOn and we surfer a loss of trust in the communities in which we operate. Oemonstrating Impact - lailltre lo demonstrate the impact ol our work leads to a loss ol credibility. This is intrinsically linked to successful programmatic deliveryaThlimplementalionoltheglobalslrdtegy. People Retention and Succession - Inability lo allracl and relain lalenl al all levels ol the agency undermines our ability lo function efleclively and deliver qualilywork. Incident Miligalion and Response - Restless Developfflent is responsible for causing harm lo our people and the comrnunlties we work with becausB of our inabiliiy to main13in our duty ol care or due lo apparent managBmenl neglect. D•rnonstratlng Imp#¢t ￿mained moderate throughout 2024125. Programme performance has been stable. with 57% rated green. 41% amber, and 2% red. While some operdlional delays (such as Mou signing and partner onboardingl affected delivery. overall performance remains on track. including major global projects. Our reach increased by 38% during the year. and we continue to strengthen how we measure. package, and communicate impact. including launching our new Theory of Change and prO9￿Ssing the Global Results Framework. P•ople Retentlon and SUC￿$910￿ risk rem2ined moderate during the year. Challenges in attracting and retaining lalenl. particularly across shrinking Hubs and second-lier leadership. continue lo pose risks lo organisalional stability and long-lerm sustainability. During the year. we strengthened continuity plannirvJ. lalenlmapping. and18adership developmenltosupportorganisationalresilience. Ouring 2024125, the Agency experienced a variable cash flow position within a 12-month horizon. Al the slarl ol the year. Cash Flow Rlsk was assessed as high. This reduced Quarter by quarter. and by the end ol the Financial year the risk was assessed as low. However. when considering lulure secured income. the challenging funding environment and continued reliance on reslricled income meant that Incomo Bomratlon remained one ol the highest risk areas throughout theyear. Inclrt•nt Mltlgatlon ond R•SpOn￿ risk was high al the slarl 012024125 due to geopolitical instability and leadership transition. re(iuced mid-year with increased capacity. and rose again toward the end ol the year amid ongoing global tensions. Failure to manage safegvarding. Iraud. or securiiy incidents could result in harm. operational disruption. and reputational damage. During the year. we slrenglhened Incident reporting. refreshed safeguardin9 and Iraud training. and enhanced salety capacity across the agency. RESTLES5DEVELOPMENT AItMUALftEPORT2025 37

KEY MANAGEMENT PERSONNELAND PAY POLICY TheTrusleesolReslless DevelopmenldeFineKeyManagernentPersonnel3s being the Global Lead8rship Group. led by the Co-chief Executive OfFicers. who are in charge ol direcllng and controlling. njnning and opernling the Charity on a day to day basis. All Trustees give their lime freely. Details of Trnstees remunwalion are disclosed in nole5totheaccounts. Aestless Development operates a published £loknl Salary Sc•l•. th• purpos• of whlch Is to Msuro tht all st•fi •¢ross th• ory8nlsatlon are pald •quitably. Irr88P•CtIvo of notlon•llty or locatlon: the Global Salary Scale comprises a sel ol economically equivalent salaries for a sel ol defined stall grades across each counlry where Restless Oevelopment operates. Staff grades are defined inlernalionally based on standar(S Job Oescriptions, competencies and behaviours whichseloulrolesandresponsibililies. The Global Salary Scale is benchmarked periodically against external market data to ensure that salaries are cllmpetilive in all the countries where Aesiiess Development operates. In 2022123 Restless Development carried out a review of ils Global Salary Scale. Whilstlhe ambition toalignto the fillielh percentile ol the market in each country was rnainlained, following an extensive slafl and young leader consultation. banding was introduced within each role level to recognise length ol service whilst discouraging slagnalion. additional beneFIts were equalised across all role levels. parenting leave was equalised For all parents. and qualification for sick pay was brought loNard to day 1. This new scale was introduced in October2023andisexpected lo beimplemented incremenlallyover the nèxt 5 years.

FINANCIAL REVIEW AND STRATEGIC REPORT * Fln•Klilre¥lw8umm•ry 2025 2024 Flnancial performance In 2024/25 Income 8.364 17.737) {155) 472 8,056 {7.7301 12311 95 Restless Development's income has grown by 4%, which is driven by 7% growth in grdnls income. The growth in grants income is majorfy because of receiving new programme lunding lor Slerra Leone Hub from donors Jersey Overseas Aid and Stone Family Foundation. Also. AUIEU Youth voice lab programme supported by EU operalionalized in lull scale at African Hubs. Cullivaled the new partnership with Children's Inveslmenl Fund Foundation {CIFFI and Dak Foundation for programme Ending violence againslchildren. The growth in grant income despite the lossolsignificanlusAIDlundingduoloUSAIDstoporder. Expendibjre Foreignexchange{loss} Incr•as• lfttfjtsl funds orwhich.- Decreasein Iree reserves 1167) {39} 134} {25} 194 Decreasein designaledreserve Oecreèse in Fixedassetreserve In¢rea5ein reslricle(i reserve 673 This growth ingrantincomeoflselsa3 Yodecreasein Unrestricted income dueto less number of parlicipanls registration in new schools selected lor Irialhlons andwas nolabletocultivale majordonorsand newsponsorship lorTriathlons. Tot41 4n USD depreciated 3%. Foreign cutrency balances held al year end are translated at the exchange rale on the balance sheet dale and the￿[ore can be subject to fluclualions. Where appropriate. funds are held in hard currencies such as GBP and USO. however ultimately the majority OF Restless Oevelopmenl's activities occur in sub-Sah2rydn Africa and South Asia and Iherelore exchange rale risks can never be completely eliminated. Further work will be continued lo mitigate Ihisriskinlhecutrenlyear. The Power up appeal required £80.000 funds lo be set aside to support SlerTa Leone Hub in 2022 OF which £34,000 ulilised in 2024 lor a vehicle purchase and £17.000 utilized in 2025 lor programme activities and th& remainder will be ulilised inlhefinalyearollheprojeclin2026. Income from the overseas Hubs (£5.262.0001 made up 63Yo ol lolal income compared lo1£4,770,000153% in 2023124. Hestricled reserves increased due to a number of new programmes commencing and lunds being received in advance of programmeactivilies. The impact of movements in loreign exchange rates in 2024125 has been a £155.000 loss, which was due to some signiFicant ttepreciation ol Asian and USD currencies during the year. The largest movements were Sn NPR which depreciated10% during 2024125 and the INfl in India which depreciated 9%. Also. RESTLfSSDEVELOPMENT ANIIUALREPQRT2025 38

RESERVES POLICY * Hesllèss Development has a reserves policy which is regularly reviewed by Trustees against the current risks laced by the organisalion. Restless Development adopts an approach that provides a benchmark against which Trustees assess the &Jequacy of unrestricted reserves. This apprDach aligns the unreslricled reserves benchmark closely with the risks the organisalion has i(ienliCied on the Risk Aegisler by going through an exercise lo cost the potential impact ol the risks cryslallising in order lo calculate unrestricted reserves benchmark. The organisalion's reserves continue to be closely monitored with the ambition of rebuilding them incrementally, with a target lor 25126 of £50.000 contribution lo reserves.The tluarler2relorecaslposilion reflected thalmo￿ than 50% of Ihishas already been secured. and the strong performance ol the triathlon series is sel lo ensure the lull target lor 2025126 is mel. The benchmark used by Iruslees takes the averdge ol three approaches. The first approach quantifies the risks and sums all ol the risks that have a probable likelihood of occutring. The second approach lakes the total of the iwo most expensive risks and the third approach uses a weighted av8rage based on the likelihood and probability lor 8ach of the six risks on the risk register. Based on the Risk Flegisler as at Aprll 2026 the benchmark lor Free Reserves is £628.92812023124.. £661.941). At 30 September 2025, Aeslless Development had lolal funds 01 £2,651,000. Rèstricted funds were £2.201,000 12023124 £1.528.000) and Free resetwes were £389.000 12023124- £556.0001 which represents 62% of the current benchmark sel by the Trustees. In addltion to these measures the trustees use a secondary measure to compare the free reserves with 3 month average running costs Imade up ol admin, governance. fundraising and support slafFingl. When looking al 3 month average running costs our reserves are al 61% 01 this lat¥Jet. Fèl 10 HESTLESS DEVELOPMENT IIIMUALRÈPOHT2DZS

TRUSTEES, RESPONSIBILITIES STATEMENT rhe Trustees are responsible lor the maintenance and inlegrlty ol the corporate and Financial information included on the charitable Companys website. LegisSalion in the United Kingdom governing the preparation and dissemination ol Financial slalemenls may tsiffer from leuislalion in olherjurisdictions The Trustees (who are also the directors ol Restless Development For Ihe purposes ol company law} are responsible lor preparing Ibe Truslpes, Report and the Financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). and the Financial Reporting Standard102. AUDITORS Company law requirès the charity trustees to prepare financial statements for each Financial year which give a true and falr view ol the sl218 of allairs ol the charitable company and ol the incoming resources and application of resources of Ihecharityforlhalperiod. A resolution proposin9 the appointment OF auditors to the Charity will be pul to the annual general meeting. STATEMENT AS TO DISCLOSURE TO OUR AUDITORS In preparing these financial statements. the trustees are required to.. seleclsuilable8ccounlingpoliciesand Ihenapplythemconsislenlly- Observe the methods and principles in the Charities SORP: Makejudgementsandeslimatesthalarereasonableand prudent.. Slate whether applicable accounting standards have been followed, subject to any material deparlures disclosed and explained in the Financial slatemenls.. Prepare Ihe Financial statements on the going concern basis unless it is inappropriate lo presume that the charity will continue in business. In so lar as each ol the Trustees a￿ aware al the lime of approving the Trustee's Annual Report.. Th2re is no relevant information, being inlormation needed by the audltor In connection with preparing their report. ol which the charity's auditor is unaware. and Each ol the Trustee's. having made enquiries or rellow IrustBes. has taken steps that helshe Is obliged to take as a director in order lo make themselves aware of any ￿levant audit inlormaknon and to establish that the auditor is aware ol that inlormab'on. The Trustees are responsible lor keeping proper accounting records that disclose with reasonable accuracy at any limB the Financial position ol the charity and enable them to ensure that the Financial statements cornply with the CDmpanies Act 2006 and the provisions of the trust deed. They are also responsible for safeguarding the assets ol the charity and hence lor laking reasonable steps for the prevenlionanddetectionoltraud andother irregularities. Approved by the Trustees and signed on their behalf by: Jennifer Wilson. Chair of Trustee Boatyl Oaie: 202&0&25 AEsfLESS DEVELOPMENT ANNUAL REPOAY2025 41

INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF RESTLESS OEVELOPMENT Oplnlon We believe that the audit evidence we have Dbtained is suFFicienl anti appropriate lo provide a basis for our opinion. We have audited the Financial slalemenls of Restless Development Ilhe'charitable company'l lor Ihe year ended 30 September 2025 which comprise the statement ol Financial activities. the balance sheet. and statement ol cash flows. the principal accounting policies and the notes lo the Financial slalemenls. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards. including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Aepublic of Ireland, (United Kingdom Generally Accepted Accounting Practice). Con¢lu$lons r￿atIng to golng COn￿rn In autlilin9 the Financial statements. we have concludeti that the trustees, use OF the going concern basis ol accounting in the preparation ol the financial statements is appropriate. Based on the work we have performed. we have not ioentj'fied any material uncertainties relating lo events or conditions that. indiviiiually or colle¢lively. may cast significant doubl on the charitable company's ability lo continue as a going concern lor a period ol at least twelve months from when the financial statements are authorised for issue. In our opinSon, the financial stalemenls.. give a true and lair view ol the stale of the charitable company's alf3irs as al 30 September 2025 and of ils income and expenditure for the year then ended., have been properly prepareij in accordance with United Kingdom Generally Accepted Accounting Practice- and have been prepared in accordancewilh the requirements ol the CompaniesAcl 2006. Our responsibilities and the responsibilities ol the trustees with respect to going concern are tiescribed in the relevant sections of this report. Oth•r InlormaUDn The other information comprises the inFormation included in the annual report and Financial slalemenls. other than the Financial stalernenls and our au(iitor's report thereon. The trustees are responsible lor the other illlormalion contained within the annual reportand Financial siatements. Our opinion on the Financial slalemenls does not cover the other inlorrnalion and. pxcepl tu the extent otherwise explicitly slated in our report, we do not express any lomi ol assurance conclusion Ihereon. Basls for oplnlrln We conducted our audit in accord2nce with International Standards on Auditing {UK) IISAS (UKI) and applicable law. Our responsibilities under those standards are Further described in the autiilor's responsibilities lor the autiit of the financial slalemenls section ol our report. We are independent ol the charitable company in accordance with the ethical requirements that are relevant lo our audit ol the Financial slalements in the UK. including the FRC'S Ethical Standard, and we have rulFilled our other ethical responsioililies in accordance with these requirements. 42 RESTLESS DEVELOPMENT ANKUALREPORf2025

Our ￿sPonSIbl11tY is lo read the other information and, in doing so. consider whether the other inlormalion is materially inconsislenl with the Financial slalemenls or our knowledge obtained in the course ol the audit or otherwise appears lo be materially misstated. Ir we idenlily such m8lBfi81 inconsistencies or apparent material misslalemenls. we are required lo determine whether this gives rise to a material misslalemenl in the Financial slalemenls themselves. If. based on the work we have perfomied. we conclude that there is a material missialement of this other information. we are required to report that lacl. We have nothing to report in respect ol the following mallers in relation lo which the Companies Act 2006 requires us lo report lo you il, in our opinion.. adequate accounting records have not been kept, or returns adequate for our audit have not been received Imm branches not visited by us: or th8 financial slalemènts are not in agreement with the accounting records and returns., or certain disclosures of Irnstees, remuneratlon specified by law are notm8de- or we have notreceived all the inlormalion and explanations we require for our audit. We have nothing to report in this regard. Opinions on other matters prescribed hy the Companlos Act2006 Responslbllltles of trustees As explained more lully in the Irvstees. responsibilities statement setoul on page 41. the trustees (who are also the directors ol the charilablB company lor the purposes ol company lawl are re5por15ible lor the preparation or the Financial statements and for bEing $8lisFied that they give a true and lair view. and lor such internal control as IhB Iruslees delerrnine is necessary to enable the preparation ol Financial slalements that are Iree from material misslalement. whelhpr tiue lo Iraud or error. In ouropinion.basedon theworkundertaken inlhecourseollheaudit= the inforrnalion given in the trustees. report. which is also the directors. report lor the purposes ol company law and includes the strategic report, lor the financial year lor which the financial slalernents are prepareti is consislentwilh the financial stalemenls: and the trustees, report. which is also the directors. report lor the purposes ol company law and includes the strategic report, has been prepared in accordonce with applicable legal requirements. In preparing the financial slalemenls, the trustees are responsible forassessing the charitable company's ability to conlinue as a going concern. disclosing. as applicable, mallers ￿lated to going concern and using the going concern basis ol accounting unless the trustees either intend lo liquidate the charitable cornpany or lo cease operations. or have no realistic allernalive bul ID do so. Matters on whlch we are requlred to report by exceptlon In the light of the knowledge and unders13nding ol the charitable company and its environment obtained in the course ol the audil. we have not id8nlified malerial misstatements in the Iruslees, report including the strategic ￿port. RESTLESS DEVELOPMENT AMNVAL IEPQRT Z020 43

Audltor's rnsponslbllltles for the audit of the financlal statements We assessed the susceptibility DI the chariiy's Financial statements lo material misstatement, including obtaining an understanding ol how Iraud might occur, by.. making enquiries ol management as lo their knowledge ol actual. suspected and alleged fraud: and CDnsiderin9 the inlemal controls in place lo mitigate risks of Irdud and noncompliance with laws and regulations. Our oblecllves are lo obtain reasonable assurance about whether the financial statements as a whole are free Irom material misslalement, whether due lo rraud or error. and Io ISSUB an auditor's report that includes our Dpinion. Aeasonable assurance is a high level ol assurance. but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always delecl a material misstalemenl when il exists. Misslalements can arise Irom fraud or ermr and are considered material if, individually or in the aggregate. they could reasonably be expected lo inHuence the economic decisions ol users taken on the basis ol these rinancial statements. To address the risk ol Iraud through managementbias and override of conlrols.we: performed analytical procsdures lo identify any unusual or unexpected lalionships.. performed subslanlive lesling ol expenditure including the authorizalion thereof- and lesledjournals to identify unusual transactions. Irregularities. including Iraud. are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities. oullineti above. to delecl material misstalemenls in respect ol irregularities, including Iraud. The extent lo which our procedures are capable ol detecting irregularities. including fraud is detailed below.. competence, capabilities and skills to identity or recognize non-compliance with applicable laws and regulations- and we obtained an understanding ol the leg812nd regulatory Frameworks that are applicable to the charity and deterniined that the most significant Frameworks which are directly relevant to speciFic assertions in the Financial slalernenls are those that relate lo the reporting framework (Slalement of Recommended Practice.. Accounting and Reporting by Charities preparing their accounls in accorJance with the Financi31 Reporting Standard applicable in the United Kingdom IFRS 1021. the Charities Act 2011 and the CompaniesAct20061 andthosethalrelaletothecodeolFundraising. In response lo the risk ol irregularities and non-compliance with laws and regulations. we designed procedures which included. bul were not limited lo.. review of the minutes of meetings ol those charged with governance.. and enquiring of management as lo actual and potential lilig31ion and claims. There are Inhe￿nI limitations in our audit procedures described above. The more removed thallaws and regulations are from Financial transactions. the less likely it is that we woul(i become aware ol non-compliance. Auditing standards also Ilmil the audit proceclures required lo identify non-compliance with laws 3nd regulations to enquiry ol the Iruslees and other managementand the inspection ol regulatory and legal correspondence. if any. 44 RESTLESS DEVELOPMENT AIIMUALREPORT 2026

Material rnisstalementsthalarise dueto Iraudcanbeharderlodelectihan those that arise Irom erroras they may involve deliberate concealment or collusion. A lurther description ol our responsibilllies is available on the Financial Reporting Council's website al www.Frc.org.uk/audilorsresponsibililies. This description lorms part ol (wr auditor's report. Use of our report This report is made solely lo th8 charitable company's rnembers. as a body. in accoruance wllh Chapter 3 01 Part15 01 the Companies Act 2006. Our audit work has been undertaken so that we might slate to Ihe charitable company's members those mallers we are required lo state to them in an auditor's report and for no other purpose. To the lullesl exlenl permilled by law. we do not accept or assume responsibiliiy lo anyone other than the charitable company and the charitable cornpany's mernbers as a body. for our audit work. lor this report. or lor the opinions we have forrned. Hugh Swainson (Senior Slalulory Audilorl Forand onbehaifof Buzz8coIIAuditLLP. SlaluloryAudilor 130 Woodsireet London EC2V 60L 26 June 2026

STATEMEiifiiFFIIAKIALACTI¥ITIESFOR TIIEYEARENOEII SEPTEMBEft2026 Unr•8trfctqd ft•¥trlctad 2025 ds fvnds Total 8ALANCESMEeT ASAT308EPTEM8ER2025 2025 2025 2024 2024 2024Total K•i•i £OiXI'$ £IJOll's £OOO's £IXIO's £OOD's £OOD's £OOO's £000'3 TANBIBLEFIXEIIASSETS INTANOIBLEFIXEDASSETS 195 165 INCDMEFIIOIL. 30 DonatIonsand18ga￿eS Granlincome CURRENT ASSETS 267 6.503 ¢320 t]eblors Bankandcash 587 2,191 573 1,948 Unreslricled fuTh1r2ising Tot•1 In¢omo 1.594 6.503 0,364 0.056 2.778 3.003 2.521 2.6B6 EXPENiimJAEDH: TOTALASSETS CFIEOITOAS-amountsfalling uewilhinoneyear XEfAssETS R8isingfunds Charitable8ctivNties Forei9nexchange gains/llossesl T•tal•yp8ndltur• TransFen8btheen runds 1577) 11.0651 (1.090) 15.6951 (17801 (6.640) 13521 (5071 2.651 2.179 (1401 1155) REPRESBIIEII {2.057) 15.835) (7.8921 ￿.981) Funds Reslricled Unreslricled 12 2.201 1.528 14 tmDveThntlTrfvnds (201) 173 472 FixetlAssetRes OesignaledReserve FreeReserves 32 4g Ao¢ontlliatiDnof funds Tolallundsbrought forward 46 556 2.179 389 851 1.528 2.171 2.084 1651 T•t•l fvndsuffl•d rorwArd 14 2.2DI 2.651 2.179 The Financial slatementswereapprovgd bylheTrusleesandauthorisedforissue and signedon behall.by- All incomeand expendiiurederivedlromcontinuingaclivilies. Thenotesonpages 4710 60 form parlollheseFinancial stalemenls. Justin Derbyshire. Chair of Business Comrnitlee Oate: 2026-06-25 HegisteredCompanyNumber=06741123 AegisteredCharityNumber:112748 48 AESTLESSOEVELOPMENT AMIIIJPI REPOIT202

CASIIFiQW STATEIIENT FIIH THE YEAR ENDED 30SEPIEMBER2025 I. ACCOU14TINO POLICIES 21125 2025 2024 2024 Notes £OOO's £OOO's £OOO'$ £OOO's Restless Development is an incorporated charity (Registered Charity Number.. 1127488 and Registered Company Nurnber- 67411231. regislereil in England and Wales. The address ol the registered office is New Wing IT1321 Somerset House. Strand. Aestless Development meets the definition ol a public benefit enlily under FRS 102. The principal accounting policies adopted. judgements and key sources o18s1imalion uncertainly in the preparation ol the financial slalements are as follows.. CasttnrM BM8r4tod from {u3vd In) oporntthB •thlil•¥ Caihnows from In￿tIn￿ ￿tI￿￿oI Addilion91o property. plant and equipment Net cash uled In InvfrstlThg i¢tMt1fr4 Ca$h Ilow from Ilnanclng a¢tlvlUe$ Loan Repayfflenls Nrt In¢rnas• In c•sh ano Cash ewl¥al•nt8 Cash andcash equivalents on1 October CaJhaT c#h •4ulvahnts on 30 September NOTES TO THE CASHFLflW STATE11￿ A RECONCIUATION OF NET INCOMETO NET CASN FLOWFHIIM OPEIIATIN8 ACTNJIIES 298 1102) 1551 1551 1771 243 1.948 175 I,T13 a) Ba$1$ Dr pr•paratlon The Financial statements are prepared in accordance with the Statement ol Recommended Practice lor Charities ISORP 2019) and applicable accounting standards {FRS1021 anti Companies Act 2006. 2.191 Not (gxpondliure) lor th• r8pDrtlng porlod (as per tho JlatBm•nt of Nn•ncl•l actMllo11 Adjuslmenls for.. DeprEcialion Amorlisalion Revaluations Loss on disposal olfixedassets 472 95 b) Golnm con¢orn The trustees have reviewed the charity's Financial position, levels ol cash and reserves and loreca51s lor 2026 and 2027. Forecasts include discountpd income pipelines. secured funding and the impact ol pipeline income not becorning secured. They do not consider there to be any rnaterial uncerlain112s regarding the charity's ability to continue as a going concern. Therelore, the trustees have a reasonable expectation that the charity has suificient resources to continue operating lor Ime loreseeable luture anti thus they continue to adopt the going concern basis ol accounting in preparing the annu31 financial slalements. 83 15 11081 112 35 Operallngsurplus Ideficlll beforeworSng capital chanyes Oecrease in amounts receivable (Decreasel in amounts payable Cash B•n•r•tsd fromllsp•nt onl op•rllon8 CASM AKD CASH EQUIITALENIS Cash and cashequivalenl8consisls ol cashon hand and al bank Total Caih and ¢#h 04ufval•nts 467 243 1141 155 298 176 20 399 c) Cath and bjnk In hand Cash al bank and cash in hand inclu(ies cash and short term highly liquid investments with a short malurily ol th￿e months Dr less trom the date OF acquisition or opening of the deposit or similar account. 2,191 1,946 1191 Thenolesonpages 4710 60 form partofiheseFinancialstalemenls. HESTLESS DEVELOPMENT AMNUaL IEPOftT 2025 ¢1

d) Flnanclal In$trumonts The charity only has Iinancial assets and financial liabilities ol a kind that qualily as basic financial instruments. Basic Financial instruments, including trade and other debtors and creditors are initially recognised at transaction value and subsequently measured al their settlementvalue. Grants Imm governments, inslilulional donors and trusts & foundations.. where relalad lo specific conditions.. are recDgnised as income in the SOFA when the conditions have been subslanlially mel and the associatgd expenditure is incurrerS. Grants that are not subject to specific perlormance deliverables or conditions are recognised in full in the SOFA when they become receivable. Where income is received in advance ol ils recognition in the SOFA it is delerre(I as a li2bilily until certainty exists that the ¢ondilions imposed can be mel. Where entitlement occurs before incoming resources are received the income is accrued. o) Crgdltors Creditors are recognised where the charity has a present obligation resulting from a past event that will probaljly result in the transfer ol funds lo a third party and the amount due lo settle the obligab'on can be measured or estimated reliably. nonated services and facilities are inclutled as 'Volunlary income. al their eslimaled value to the charity when received, and under the appropriate expenditure heading depending on the nature ot service or facility provided. at the same value and lime. f) For•ign cunYn¢ytr•n$litifjn The chariiy's lunclional and presentatton cvrrency is pound sterling. Monetary assets and liabilities denomin31ed in foreign currencies are translated into sterling al the rates ol exchange ruling at the balance sheet dale. Transactions in foreign currencies are recotyled at the rate ruling al the dale ol the Iransaclion. All dillerences are recognised in the Statement ol Financial Aclivilies. h) Expndltur• Is allocated to the particular acilvity where the cost relates directly to ihat activity. However. the cost of overall direction and admini51ralion ol each activity, comprising salary and other central costs. is apportioned on the basis ol ag￿ed donor budgets and where applicable. stall lime allributable to each activity. All expenditure is accounted lor on the accruals basis. Fundralslng costs represent all expenditure incurred lo rnise income from various sources. VoluAte•r-led acuvty ¢QSt8 and expenses represent all expenditure incurred in order lo impl8ment charitable activities. 11 also represents a proportion ol support costs based on the input lo the charitable aclwities Irom central costs. Supportand gdrnlnl$tratlon cost$ represent that proportion ol central costs incurred in the management ol the organisalion. y) Voluntsrylncomo Including donation. grnnls. legacies and volunteer conlributlons is recognised where there is enlillemenl. probability ol receipt and the amount can be measured with Sltlficienl reliability. The lollowing specific policies apply to categories ol income: Performance based contacts: where Restless Development provides goods andlor services in return for a fee as parl of its charitable activities such contracted income is recognised as incoming resources in the SOFA to the extent Ihat Restless Development has provided the goods andlor services thereby earning the right lo consideration by ils perlormance. 4B RESTLESS DEVELOPMENT ANMUALREPQAI 2D25

l) Fund Kcounllng Restless Development's funds fall into the following categories: l) Crltlcal accountlngludgoments In preparing financial slatemenls, management may have to make judgements, eslimales and assumptions that allect the applic21ion ol the charities accounting policies and the reported assets. liabilities, incoffle and expenditure and the disclosures made in the Financial slalemenls. Eslim8les 8nd judgements are continually evalual8d and are based on historical experience and other laclors, including expectations of lulure events that are believed to be reasonable under the circumstances.11 is the opinion ol the Trustees that there are nu eslimales and assumptions that have a signiFicantrisk of caltsing a material adjuslmenlto the carying amounts ol assets and liabilities in the next Financial year. Rostrlct•d Funds are only available for expenditu￿ in accordance with the donor's directions. Income and expenditure on these luntss are shown separately within the slalernenl ol financial aclivilies. Unspent lunds are catried forward to the next Financial year. Unr•strlctod Funds are those Ihalhave nothad a reslriclion placed on them by the donor and are available lo spend on any activities that lurther the objectives of the charity. Nx•d •s¥•tFund¥representthelangibleasselsolRestlessOevelopmenl. D951gn•t•d Funds are setaside allhe discretion of the Trustees. The balance al30 September 2025 was £29.000 {2024.. £46.000). J) Individual fixed assets costing £300 or more are capitalised at cost. Tangible assets are depreciated on a slraighlline basis over their estimated useful lives using the following rates.. Dèprttlatlon rata 33¥. 201. 20% 50% IT assets oirice lurnilure Vehicles Used vehicles k) Restless Development is a registered charity and Iherelore is not liatsle lo corporation laxin accordance with charity law. RESTLESSDEVELDPMENT AWNUALREPORT2026 49

2.11(MATIONS 2025 2025 2025 2024 2024 2024 UK OVERSEAS TOTAL UK OVERSEAS TOTAL £000'9 £OOO'¥ £OOO's £OOD's £OOO'$ £OOO's Grants 1,508 1.594 5.262 6.769 1.594 1.550 1.736 4.770 6,320 1.736 Donations 3,102 5.262 8.364 3,286 4.770 8.056 3.ANALYSISOFTOTAL EXPENiiilliRE 2025 Dlr•ctC08t8 2025 Support Costs 2024 Direct 2024 Suppwt Costs Costs 2025 Totsl 2024 Total £OOO'$ £DDO'$ £DOO's £OOO'$ £OOO's £OOO's Volunteers. costs and other expenses Grants made lo consortium partners Overseas & Programme stall costs Pod staff Costs 2.gB3 186 2.983 2.022 502 2,022 502 186 2.311 2.311 1.143 101 2.868 2.868 797 1,143 101 797 Support costs- Finance. HR. IT statutory audit Internal and grant audit costs Trustee indemnity insurance Fundraising 410 410 35 35 33 977 977 1.090 2.338 1.090 7.730 5.480 2.257 7,737 5.392 UO RESTLE55UEVELQPMENT ANNUAL REPQRT2028

1. ANALYSIS OF FUMDRAISING EXPENDITURE The average number OF employees in the year was.. 2025 2024 £OIID's £Doif¥ 615 770 16 22 266 80 g77 ¥olufit8•r- ledactmty Fundrai$lNJ 8ovornan¢• 2025Tot 2024Tfjtal Evenlcosls Communic8lionsandMarketingcosls staficosls Olhercosts UK 18 17 106 10 39 155 188 249 Overseas 49 110 16 47 173 205 1,090 Under the Global Salary Scale the lolal amount of salary and other benefits paid to its twenty eight Key Managernenl Personnel lor their services lo the charity was £1,288.127.12023124.. twenty Five personnel. £1.180.4391.
2. NET IMCOME FOR THE YEAR 2025 £OOO's 2024 £OOO'$ Thisisstatedaltercharging: Auditors remuneralionlincludingvAT): StaluloryAudit GrantAutSil 2025 2024 30 28 £60.000-£69,999 £70.000- £79.ggg £80.000-£89.999 £90,000-£99.999 Depreciation Amorlisalion Foreignexchangelosses Operating lease charge lor the year 83 15 155 89 112 231 161

3. STAFF COSTS Note that the basi5 of calculation includes the individual's gross pay. The Trustees received no remuneration or reimbursed expenses in either this year or the previous year. 20Z5 £OOO's 2.757 222 137 43 3.159 2024 £OOO's 2,838 227 158 Wages2nds8laries Socialsecuritycosis Pension costs Redundancy costs Redundancy payments totalling £43,OOQ were made lo stall in the year {2023124.. £nill. The charity operates a definecl contribution workplace pension scheme in the UK. Pension contributions are charged to Ihp Sialemenlol Financial Activities as they are incurred. The charity has no obligations other than the conlrlbulions payable in the year. 3,223 AESTLESSDEVELDPMENT ANNUALREPOAT2025 61

4. TAM8IBLE FIXED ASSETS . INTANQIBLE HXED ASSETS Furnltur• IT Assots Motor Vohlcles Total Totsl £ODO's £ODO's £OWs £00ty8 Cost £DOO's Al l October 2024 106 392 472 970 Al l Oclober 2024 Additions 79 Additions 45 RevaluatlDns & loreign exchange At 30 Sep16mber2025 Amortl$itlon Disposals 14} {15) Al l October 2024 AI 30 September 2025 110 467 483 1.060 Charge lor the period {15) Dopr•¢latlon At30 September 2025 Al l October 2024 (83) (374) (805) N•t Bod( Valuo Charge for the period 17} 135} 141) (83) AI 30 September 2024 Flevalualions & loreign exchange {31 1151 31 13 Al 30 September 2025 Disposals AI 30 September 2025 1901 (3911 (3841 {865) Not Book Vilu• At30 Se￿ember 2024 44 98 165 AI 30 September 2025 20 99 195 02 RESTLESS DEVELOPMENT AMIIUALREPOKI to

. CAPITAL COMMITMEKTS 13. RESThICYED FUNDS Tranitvr 30 202Bm S•pt2015 £00￿1 There are nil12024.. nil) capital commitments as 0130 September 2025 rkt2QZ4 ￿liA$ £OOO'i £OOO'# £otO]'• 10. OEBTORS AclionAidlnternallonal Alri¢aLe2dershipAc8demy AyaKh8nFountt8tlon CIFF 2025 67 452 67 587 2024 126 401 46 573 24 14 rradedebtors Accrued Income Pr8payments 66 18 Igoi 1541 123} 12471 16} 100 154 Comundo 25 FCDO 247 FortFoundation 195 10 11. CREDITORS= •mount8 lalllng duo wlthln ono ygar Foundaliongolnar 20 2025 263 48 2024 320 61 85 41 507 Gir1Eff￿1 1261 GIZ&GIZZ8mbi8 135 24 Tradecredilors AccruedExp8nses Delerred Income Olhertaxalionandsocialsecurlty GlobalAlfairECanada 66 &39 I￿0) GlobalFundforChildren Ico-opFoundalionl Grandchallengescanada HammarskioldFoundalion Hiv05 333 12561 76 41 352 105 1561 49 307 868 19731 IZDI 14091 1421 202 11 OPEIIATINa LWtsES JerseyOverseasAldlJOAI Jhpiego Klndernothife 12 817 420 Total commitments under operating leases ore: 14 30 2025Total 2024Total ma￿L￿Fund 30 1271 £OOO'$ £OOO'* 34 34 68 £IKIO's Marlesiopeslniernalionèl MERCUflY 12 1621 1251 Within one year Between two and five yea 15 15 34 68 MercuryPhoenixTrusl MTvSlayingAlwe FDund3tion 17 17) OAK Foundallon 199 1431 156 14 AESTLESS DEVELOPMENT ANNUAL REPLIRTW5 $1

B•lin¢•l lJct2fI4 Tr•Asfqr B•knTrc• 30S•pt 2025 £QOO'¥ NaffltoFFund DescrfptlonofFunds AclionAidlnlernalional Promoting Meaningful Youth Participation in Zambia lor the EUYoulhSoundingBoard AffilialesProgrammeinUganda 2024120 2020ll6 £OOO's £QOO'J 37 19 29 51 221 185 61 £nllO's 1441 £OQO'$ PlanZ8mb&4 PopulalionServi¢eZimbahye Queen'syoungLe￿ers R¢JyalDanishEmb3SSy SIDASWEOEN AlncaLeadership Acaderny AgaKhanFoundalion CIFF 12) 1311 FundingforCovid-1grespon5eprograrnmeinTanzania To support Aeslless, youth cohort in maintaining and developrnenl youth~leU approaches lo enrjing violence again51 children and furlker enforcement of Government ¢ommitrnBnls made al Ihe Ending Violence Against Children MinislerialiriBogola,November2024 TEVETloryounglemalelearnersprogrdmmeinZ8mbia Foreigncornmonwealth Every Adolescent Girl Empowered and Resilient - Leave No andDevelopment GI￿ Behind, a social 2ccounlability prograrnme in Sierra Ollice IFCUOI (British Leonelocusingongenderandeducalion Government) FordFoundalion 1381 13 Iz 1861 lJ31 1821 172} 141 15561 sb-rtungAuxilium SloneFamilyFounttab"c Swisscontacl TaC￿eArr1ca ThEEurop9anCommission TheL'OréalFundforWomen TheGlc4181Fund ridesFoundalion UNESCO UNFPA iNICEF UniledNationsPopulabonFund University(rfCarnbridge Univ8rsityolWarwick iL8AID WellcomeTrusl WHO Others 28 Cornundo 283 60 61 20 82 38 33 1221 1231 29 134 209 742 63 192 B2 15 51 127 Funding Inr the Kajana Wajbika project in Tanzania lo place young people al the centre ol tlevelDprnenl and govemm8nl processes antl the Africa Youth Partnership grant across Tanzania,Z8mbiaandSierr8Leone 45 13 72 1951 15251 FoundalionBolnar Funding lor the Slate ol Youth Civil Society report and the Youihpowersummilin Newyork 15 18 69 Girf Ellecl 11001 1621 142) Funding the Technology Enabled Girls Ambassadors ITEGAI programmein India A voice and democrdcy programme in Zambia locusirwj on communiiyengagemenl SHE SOARS Isexval and reproductive Health & Economic empowerment Supporting Out ol school Adolescent girls. RightsandSkillslacrossUganda,ZambiaandKenya GlobalFundlorChildren The Young Gamechangers Fund. funding young activists. IC(k-opFoundalionl campaigners. disrupters, co-operators, and social entrepreneurEloleadyoulh-leOsocialaclionacmsslheUK GIZIGIZZambia 65 142 &503 GlobalAllairsCanada 2.201 Translers between lunds represent a combination of overhead costs charged to reslrlcled funds which had previously been recorded as unrestricted costs and Iransf8rs Irom unreslricled funds where project expenditure exceeded the restricted income received. $4 RESTLESSDEVELOPFIENT AIINUALREPQRt201B

Nami ofFund Grandcn211enge Canada 110gcrlptlonoFFund QUTWE- Queer-311irmalive Unicorns Iranslorming Wellbeing Ecosyslernprogrammeinlndia YouthforPeaceHese8rchinSierr8Leone Nam•of Fund Il•scrlptlon of Fund ALIGN funding lor Young Wotnen in Engineering research in Zirnbabwe 001 Hammarskjold Foundation P12nZambia FundingAdolescenlTeensinZambia. ProvidingFarnilyPlanningServicelPFPSI Population Service Zimbabwe Hivos 11 Funding losupport SRHRprogrammes in Zambia 2IWe Lead progrdmme focused on SHHR and inlerseclionalily 31 Hivos are also the consortia IBad on Lhe 8111 and Melinda Gales Foundalion- Walking the Talk programme in the UK focused onFerninislForeignPolicy Improving FooOandNulrilionprogramrneinSierraLeon8 Funding lo reduce financi81 exclusion and losler income generalion activities arnongsl women in informal selllements n Freetown, Sierra Leone and young women's Financial inclu5i0nanOernpowermenlinZambia Youth Leaming Lab Focused on Family planning an reproducliveheallhinln(5ia PAHAL- the iniliats've. a Voice and Democracy programme in Queen'sYoungLeader£ AoyalDanishEmbassy ISHIWI (Thevoicel Enhancing Youth-led Accountability and Citizen Engagement ForReswnsivePublicServi¢eDelivery inKaramoja Region FundsprogrammalicaclivilyinSRHFlworkinZambia Voice and Democracy learning grant Focusing on Youth CSO sirengthening. advocacy and leadership 8n(l youth-led research IrishAid Jersey(h4erse8sAid SIDASwetle SlitchingBenevolenlia SliltungAuxilium YoulhFund Programrnein Inoia SloneFarnilyFound8lion To support girls. education and empowerment in Sierra LeonelhmughlheEmpowerHerproyram Funding an employment skills enhancement prO1￿t in Tanzania Jhpiego Kindernothille Swissconla¢l MalalaFund Fundingfonagirlseducalioninilialiveinlndia FundinglorimprovingaccessloSHHRservicesinZambi8 TackleAlrica ProgrammeaclivitylocusingongirlseducaliDninZambia Supports 2 programmes, AU-EU Youth Voices Lab (also known as Power ol the Collectivel, oper81ion21 in Ugand2. Tanzania. Sierra Leone. Zimbabwe and Zamtsia lo create a more youth responsive and inclusive society.. and AU-EU Youth Action Lab. operational in Uganda Focusing on supporting young PBople and youth organisalims to 8dvocalelorlheirpriorilie5aldirrerenllevels YouthMobilisalionontheGlobalFundReplenishrnenl Mari8Slopes International TheEumpe2n Commission Mercury GirlsLeadery6hipProjeclinT2nzania Mer¢uryPhoenixTrust Funding ourGirls Leadership Prograrnme in Ruvuma.Tanzania whichpromolesHIVprevenlion Supporteo the MTV Nishedh programme in India lo eroage young people and social media influencers lo disseminate correct inlormalion aboulsexual and reproductive health and rights 11 Global prograrnme on Ending Violence Against Children 21 ELEV8leD.. Empowering Livelihoods through Youth EnirepreneurshipSkillingprogr8mmeinz￿rnb8bwe MTV TheGlobalFundloFight AidsTB2ndMal2ria OAKFoundalion TheL'OréalFunt11or Women Funding an education and livelihoods progranjne in India called MyEducalion. MyRi9h15 Funding lor a photography ¢ompelilion for young pholographersto submitpholo essayson their experienceol violence TheTidesFoundalion RESTLESS DEVELOPMENT ANMVAL REPOR12DZ5 55

NaffleofFund Oescrlptlonof Fund Funding lo train and support teachers lo deliver curriculum on CornprehensiveSexualityEduc21ionlCSElinZambia Fu￿S a number ol our programmes in Sierra Leone an Tanzania 14. PRIOR YEARRESTRICTED FUNDS UNESCO BI￿￿¢030 S8pt2024 £000'8 66 Oct 21J23 2023121 2023124 UNFPA £aOO'$ £000'3 £QOO'¥ 1741 UNICEF Has funded a nurnber ol our sexual and reproductive health programmes in India. Nepal. Tanzania. Sierra Leone. Zambia 8n(IZimbabwe Funding lo advance access lo SRHfl inlorm31ion 2nd serwices reduced vulnerydbilily lo HIVIAIUS and yender-based violence inTanzania Aga Khan Fourthlion Akamai Foundation 140 CIPE Dasra DSTI EOelGive Foundati FCDD Ford Foundation 26 128) UniledNalions PopulalionFund 45 Ig 303 59 1451 1261 {3031 IBOI Universityol Camiyioue Youth-led research on UndE￿Ianding barriers lo sustainable and green employment opportuni118s in uganda andzimbabwe Universityolwarwick Funding from Ihe Bolnar Foun(Jaiion, via the University ol Warwick.. The lulure ol human rights in the dlgilal age- Research,educalionandglobaladvocacy Funding lorlhe Cibzen Engagement lorAccountabilityAclion in Zimbabwe Foundation Boinar FSDZ GardenTnJsl Girl Eltecl GIZZambia Global Allairs Canada Global Fund lor Chlldren{Co-op Foundalionl Habitat for HUn￿nIlyTanZania HowaTh1 Uelafield InlernaborL41 110 1601 18 USAIO 13 60 599 10 1701 15561 WellcomeTrust Funding I￿uSed on youlh-led research on climate change ano heallhandposilivemasculiniliesinzimbabwe Funding convening youth motsilisers around En(ling Violence against Children, culminating in allending the first ever Ministerialc￿1erence0nth7$sUblect 66 WHO 413 12241 IHDII Hlvos 13 1.12B 18211 {4571 307 12 56 14 30 12 Jersey thr5easAid IJOAI Jhpiego Kindernothille Malala Fund 125 114 14 49 56 1491 {321 1601 1231 1331 Marieslopeslnlernalional MEIICUAY 23 38 15 mTvSlaying￿Ive Foundation 17 56 AESTLESS DEVELOPMENT ANMVALREPQRT2025

1. ANAIYSIS OF FUNDS 2023 2023tt4 Svpt2014 R•strlcted Unr•8trlct•d Roserves Reserv•3 £OOWJ £OOO's £OOO'$ £OOO's 193 32 225 165 2,008 770 2.778 2,521 352 {352 507) 450 2,651 2,179 £OOO's £LIOQ'$ £OOO's £OOO's 2025 2024 NDNegian AgewForEy£hang8 Cooperallon INORECI Plan Zambia Save the Chiidrenzarnbia 51QASWEOEN Sttchllng BenevolEnlla Swis5 conlrxl Tackle Alrica 33 1351 Intangible & Tangible f￿ed assets Current assels Current liabilities 17 257 14 100 12451 1551 11021 12 2.201 Restrfcted Unrestrlcted 2024 R•serv•$ HI￿r¥Ol Total £OOWs £OOO's £OOO's 116 49 165 1,412 1,109 2,521 1507) 15071 651 2.179 17 ANALYSIS OF FUNOS PRIOR YEAR The Alliancelo Eno Hungep The European Cornmisslon The L'orèal Fund lorwomen ThEPdllerFamlly FovntsliDnThhe Hunger PrDjE¢t T1Jes Foundation UNAIDS UNESCO UNFPA UNICEF United Nations PopulallonFund University ol Cambrioge Univ8r%ity olwarwlck USAIO Wellcome Trust WHO 1381 12581 1261 283 Tangible Fixe(l asseis CU￿nI assets Current liabili118S 141 57 1241 33 1,528 14n 11731 12881 14291 1621 1921 11551 11301 1631 IB. RELATED PARTY TRANSACTIIWIS 102 45 13 72 During the year, Restless Development worked closely with an afFiliate organisalion. Restless Oevelopmenl USA. Whilst there is no common direct or indirect control. al 30 September 2025. Restless Development owed Restless Development USA £4,414 {2024= £6.613 owed to Restless Development). This comprised £38.443 OF income allocations, £39.970 01 expenditure, which mostly laled to expenditure incurred in byReslless DevelopmenlUSA incin supporlorthe Youth Power Summit. The Co-chief Executive ol Aeslless Development also served as a member ol the board of Restless Development USA during Ihe financial yearto September 2025. 123 37B 70 102 15 18 130 72 Oltters 304 1.335 54 5.963 10.m) 1.528 In addition donations of £5.33012024=£nill were received from trustees and their connected parties. AESTLESSDEVELOPMENT AMNUALREPOMf2025 17

2. OVERSEAS OR8AHISATIONS In order to operate in sorne countries. Restless Oevelopment is required lo register as an NGO in local regions. These organisalions are treated as branches ol Restless Development and their accounts are included within IhE accounts or Restless Oevelopmenl. A list of all overseas organi53kn.ons controlled by Restless Oevelopmentls as lollows= PRIOR YEAR COMPARATIVES Cwntry of R•g18tratkni Inconki 2025 Expondltur• 2025 Surylusl (dell¢lt) 2025 N•t As#•ts Incorno 2024 Ex•liure 2024 Surplus/ (d•fK*) 2024 Net Ed A¥¥•ts £OOO's £000'8 £OOD's £OOO's £DOO's £000'8 £OOO's £OOO's Rest10s5 Dovolopm•nt N•pal R•siloss11o¥•lopm•nt Tanianla Nepal 93 (93) 101 11001 Tanzania 1049 11.0491 35 958 19521 Restloss D•v•lDpmont Ugand• Restl•ss D•v•lopmont Slirra Loon• Uganda 938 {938) 19 625 (606} 19 18 Sierra Leone 699 16931 113 960 17031 257 Ao$tle$$ Developmont SPW Inrfli Project Trust H•￿1088 Dwelopment Zarnbla India 114) 171 227 {332} 11051 228 Zambia 1,175 11.175) 118 1.040 (1.0221 19 145 Rg8tles$ D•wlopm•nt Zlmb•bw• Zimbabwe 610 16101 51 618 16381 1201 27 4.571 (4.572) 447 4.529 14.3531 176 566 l AfsfLESS DEVELOPMENT AMIIUAL MEPQIT2025

3. COMPARATIVE CONSOLIDATED STATEMENT FOR FINANCIAL ACTIVITIES 2024 TRUSTEES Unrn8trlct•d R•8trltt•d funds 2023 Total £OOO's £OOO's Jenniferwilson, Chair Nicola DBan Edleen John Winnie Achieng Owako (appointed 5th Feb 20251 Pooja Singh Francesca Bowen Justin Derbyshire Malipe Chunga. Deputy Chair Tom Allen Lucinda Mundy Isabella Mosselmans Eshban Kwesiga Paul Wafer (resigned 5th Feb 20251 Amisha Rashid (resigned 5th Feb 2025) Diwakar Uprety {resigned 5th Feb 20251 £QOQ's INCOME FAOM.. Grants and Donations Grants income 357 1.736 2,093 5,963 0.320 1.736 8.056 Unrestricted lundraising Total Incomo 5.963 EXPENDITURE ON: H8isingfunds Charitsbleactivities 11,090) 11.1021 (1.090) {5,538) (6.64D) 12321 (231) (5,770) (7.961) Foreign exchange gains/llosses} Total wendlturo (2,191) BUSINESS COMMITEE CHAIR Not movoment In lllnds (98) 193 Roconclllatlon of Justin Derbyshire (Chair from Nov 20241 Total funds brought lorward Total fvnds urrled forward 749 1.335 1.528 2,084 2.179 651 RESTLESS DEVELOPMENT ANMVAL REPORT2f126 51

CO-CEOS Alex Kent and Kate Muhwezi GLOBAL LEADERSHIP GROUP CO-FINANCE DIRECTORS Genevieve Seddon {lell in June 20251 Sunil Mahawar {Indial STrATEGIC PARThERSHIPS Natalie Agbooze {UKI DIRECTOR REaioiiAL DIRECTORS Nallni Paul Ilndia and Nepall. Candie Cassabalian IRwanda} Naval Gupla Ilndia- leflAug 251, Lesley Garura {Sierra Leonel. Linus Kalonto (Tanzania - lell Sep 251, Gabriel Iguma {UBandal. Chanda Chisenga (Zambial and Farai Muronzi IZimbabwe- leltJun 251 Charity Balana Izimbabwel Farida Makame (Tanzanial REPRESEIITATIVE HUB DIRECTORS HEAD OF PEOPLE HEAD OF RESOURCE MOBILISATION OTHER MEMBERS Caleb Masusu Izarnbia - left Mar 251. Nikita Khanna Ilndia} RE61STERED ADDRESS New Wing IT1321 SomerE21 House Strand London BAMKERS AUDITOR Barclays Bank PIC I Churchill Place London E14 5HP Buzzacotl Audit LLP 130 Wood St London EC2V 6tIL Company number 06741123 RESTLESSDEVELOPMENT ANMUPI REPORT2021

Thank you! Agnes Paul Adeus Aisha Nalulaya Akwii Philomena Allan Mulnesi Amani Malhew Amina Leonard Mhina Arninala Koroma Angella Bukirwa Anthony Ndhovu Asia Abdallah Alim Pamela Ayanda Masondo Babalanda Gerald Balabaire Mwesigwa Paul Beatrice Bellaphonle Mlay Blessings Blessings Kabambi Blessings Shabalengu Bruno Mkoba Butoto Joan Nancy Chimpwgna Royd Oavison Joseph Phiri Ooreen Babirye Edmoni Walongola Edward Banda Ellen Kalumba Emmanuel Manzi Eunice Chilongo Evalyn Joseph Shempemba Faluma Paulo Faluma Aajabu Ally Faluma Hamis Frank Wamuzlbira Malama Chola Genovive Valerian Mariam Juma Gisela Sales Kihega Marie Tholly Grace Richard Haule Mariyam Hassan Hadija Kibaba Marlon Moyo Hadija Makope Martha Chipili Hafsa Abubakari Akida Martha Zan8le Haja Mariama Bangura Marlin Tusubira Halima Bakari Saidl Masilula Musubika Hazel Makume Maxmirrian Mwanza Hellen Chanda Mereciana Anthony Majaliwa Henry Lugoloire Micah Walasah Henry Tumusiime Michael Cosmas Ihuya Honesla Samwel Mcharo Micheal Nabieu Imbrihim Conteh Mohamed Zombo Immaculate Namuwoya Mary Mwila Ngambi Isooba lan Nabirye Sheilla James John Sanga Nakagolo Jane Janel Nassuna Nakanwagi Irene John Eddy Namuleme Suzan Joshua Rundare Nassor Jabir Mganga Kelvin Emmanuel Steven Natasha Mulenga Kijoli Hassani Omary Nobukhosi Oube Kirarire Annan Ogwal Bradley Edmond Kisha Namala Paul Siansali Kisolo Joel Galusha Philip Phiri Kwanele Matebese Prosper Chalwe Kyakuwaire Rose Ramaiihani 8aruli Linus Gabriel Rashid Silungwe Lucia Tigere Ruth Njenga Lugudho Lalifu Sabra Kombo Mable Nantongo Salma Salum We're indebted to all our supporters for helping us empower young leaders to create a better world. CHAMPIONS Lord Jonny Dales Jamie Drummond Pete Vowles TRIATHLON SPOMSORS Knight Frank Neilson Active Holidays TRIATHLON HOST SCHOOLS DONORS Sir Crispin Davis Robert & Ann Francis John & Sally Hartley Anne Jenkin Johnnie Johnson Robert Langmead Michael & Sophie Kent Ian & Anne Kent Roger Floss Bradlield College Bryanston School Charlerhouse School Cheadle Hulme School Cllflon College Cranleigh School King's College Taunton Marltsorough College Oundle School Floyal Aussell School Sevenoaks School The Oratory School SCHOOLS TRIATHLON Jim Sewell ICo-Founderl Tessa Murray Ico-FDunder} James Thompson YOUNG RESEARCHERS Aaron Namonyo Abduli Mbwana Abdurhaman Atsdallah Amari EVENT PARTNER Threshold Sports RESTLESS DEVELOPMENT ANNVAL REPQRT2026 61

Samson Katusabe Sello Maphosa Shena Abuuzedi Mohamedl Siboniso Sikhakhane Ssemwanga Richard John stella Baliliya stephen Alupa Suwilanji Siyame Tamara Mumba Teresa Nanday Kamara Timolheo Mahenge Tinarwo Mulwira Tricious Banthi Vallie Umaru Veronica Chilonga Victoria Kisakye Vi01a kataike Violet Chilunda Waiswa Asilalu Zain3b Bah Zusiphe Mpungose Zvikomborero Nyamugure Marie Mokuba Nikole Vizcarra Farfan Nobukhosi Phiri Tom Galubale Roland B21bag Remell Thompson-Bell Mariama Adan Lavanya Manobharalh Adrian Courcelles 8aen3 GLOBAL WALKIE TALKIES Chloe Marks Dinorah Arcela Antirew Hamilton Jara Hen3r Mya Badhan Souwaiba Ibrahim Daniel Ghansah Kirlhi Jayakumar Charlie Whiteside Chido Nyaruwala Foleini Papagioli SHE SOARS YOUTH ADVISORY BOARD UK WALKIE TALKIES Yashiba Sanil Lauren Simpson Lauren Bryanl Caitlin Uundas Millicent Wenlock Chrislal Kihm Ines Harl Rebecca Wilson Sophia Raineri Ali Dodds Aliki Derrick Jimbo Shanura Mathias Sakala Maryner Lungu Anthony Njuguna Gloria Mogoi YOUTH POWER CHAMPIONS Priyanka Shrestha Andrea Paz Akinyemi Kamiye YOUNG GAMECHANGERS Aryan Chaudhary FUND STEERING GROUP Fl.A. Lamrani ENDING VIOLENCE AGAINST CHILDREN YOUTH MQBILISERS Alrah Asil Aminala Savané Bryanna Marinas Isabelle Santos Johnkeen Ochieng Kish2 German Joba Chowdhury Victor Agbonlean Isaac Toman Zack Hayward Michael Tarnawsky 02 HESTLESSDEVELOPMENT ANIlV￿ REPONt2

Governance Teams INDIA BOARD TANZANIA BOARD Justice Rulega Joyce Mlikwa Fortunate Kito Joseph Brighton Lillian Secelela Aahma Selema Baraka Munisi ZAMBIA BOARD Chair.. Ohivya David Harsh Gupia Mirriam Samuel Sandeep Sharma Chair: Bridget Stephenson Tausi Nansamu Innocent Nyambe Misozi Nyambe Happy Zulu Innocent Chansa Chongo Mwila Faith S. Kaoma Oavid Sinyangwe Bupe Musonda NEPAL BOARD Chair= Sahadev Mahal Rajya Laxmi Nakarmi Sharmila Tamang Sudeep Gautam Lum Garung Flajendra Pradhan Prayash Nepal UGANDA BOARD Chair.. Joseph Munyangabo Treasurer= Samuel Kavuma Secretary: Concepta Nambejja ZIMBABWE BOARO Lastone Gulume Chair: Achievetnenl Dhlakama Irene Ikomu Vice Chair: Pardinglone Nhundu Francis Arinaitwe Secretary- Dorcas Chiliyo Hehema Nakalo Treasurer= Taladzwa Chirigo Andrew Chishakwe Methembe Mlilo Nhlanhla Moyo Tanyaradzwa Makotore SIERRA LEONE BOARD Chair.. Mohamed Jalloh Oeputy Board Chair: Nyanda Abubakar Foday Alpha Jalloh Hassan Sapateh Fanta Daboh Nyakeh J. Makui ESQ James Alpha Abdul Bassie USA BOARD Chair.. Barbara Spitzer Aayush Goradia Alex Kent Amina Razvi Colin Kim Lanre Ogungbe Scott Warren Tiflany Agard REsfLESSDEVELOPMENT ANNUALREPOAT2025 03

RESILESS DEIIELOPMENI Rv9lst•r•dwlth FR P-UNDIAISING REGULATOR YEARS About Restless Development Aestless Development is a globally connected, locally led network incubating youlh-led change. For 40 years, we've supported young people to lake on the world's biggest challenges. We shift power and resources d1￿Cl￿ to young people. equipping them with leadership skills, and connecting them with their peers and decision makers to drive long-term change. RestleSsOevelopff￿￿tiSindepenOenl1yr8g1slered4nd giwerDetsln nlne countriis.. WIDIA.-Aesll855 De¥eh)pmenllSludenlPartnership Worldwide 1ndiaPrnj￿l Fr￿.. Rego.t￿rn￿rj3o0f2000 NM.. Restless De¥elopm8nl Nepal.. Regd. Mo.1899451741075 81ERRALEQIIE- RethessOevdoprnertReglsNon No. ING0124120193 UaAtIDA: fleslless D8vdopmenlUganOa Youth¢olleclive.ACompany Lirniled by Guarartee..t*gd. No. 800200017n617 TAMZAIIIA- REStless DewÈlopm8nlisregistere¢ asanNGO Aegd. No. OONGOIR110048 IIK:Reslle5s Deve¥JpmEnl k%reglslerel inihe UK èschèrity Plo. 1127488 & Companytlo. 00741irJ IN.. Restless Development Isr8gistereOlnthfrUSAas a501lcll31 oryanis31lw..Employerld￿IIfleaI1on Pk).04-3561445 ZAIIBIA.. AesY8$3 OeveiopmertZambSa.'A IKO Regd. No. HNC011011036012014 l$$ueNo. 2 ZIMBABWE- R8sile55 Developrn6nl ZlnYJabwB.. A PrivaleVoluntaryOryaDi5alifjnftegd. No. PWJ95110 restlessdevelopmenl.org Iresllessd8V @resllessdev @resllessdevelopment Aeslless Dèv81opmenl