2025-12-31-accounts

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2025 ANNUAL REPORT AND FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DEC 2025

111111111111111 AFRIKIDS UK I ANNUAL REPORT 2025

Directors and Trustees

Chief Executive Officer

Company Number

Registered Charity Number (England and Wales)

Registered Office

Auditors

Bankers

Charlie Hay

0752409607534096

1141028

124 City Road, London, EC1V 2NX

Sterling Partners Grove House, 774-780 Wilmslow Road, Didsbury, Manchester, M20 2DR

Lloyds Bank 106 Kilburn High Road, Kilburn, London, NW6 4HY

The Trustees of AfriKids Limited are pleased to present their Report together with the Financial Statements of the Charity for the year ended 31 December 2025. The Financial Statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

Charity Governance Code

The Trustees of AfriKids Limited adopt the Code centred around seven key principles to ensure that AfriKids and the Trustees develop high standards of governance, enabling and supporting AfriKids’ compliance with relevant legislation and regulation as well as promoting attitudes and a culture where all charitable activities work towards fulfilling the Charity’s vision.

AFRIKIDS UK | ANNUAL REPORT 2025

Annual Review

Refections from the Chair	5
In Conversation with AfriKids’ Leadership Team	6—8
What You Made Possible	9
Highlights of 2025	10—11
Income and Expenditure	12
Programmes	13—26
How We Fundraise	27—28
Fundraising Highlights	29—31
Operating Responsibly	32—35
Looking Ahead	36—38

Audited Financial Accounts

Governance	39—40
Statement of Trustees’ Responsibility	41
Independent Auditors Report to the Trustees	42—43
Statement of Financial Activities	44
Balance Sheet	45
Statement of Cash Flows	46
Notes to the Accounts	47—53
Acknowledgements	54—55

REFLECTIONS FROM THE CHAIR OF THE BOARD

Dear friends,

I’d like to open this letter by thanking outgoing chair Jason Haines for his decade long service in the role. Jason has been a stalwart of support for AfriKids and remains a valued member of the AfriKids family.

Once you’re part of AfriKids, you never really leave. This is something I know myself, having joined the board in July 2025, completing a full circle journey that began with volunteering and working at AfriKids from 2002–2016. In the intervening years, I watched on as an admiring supporter. This perspective makes me appreciate not only the milestones AfriKids achieves but also the obstacles it navigates each year.

2025 has brought an extraordinary series of challenges for the communities AfriKids supports. The closure of USAID funding resulted in job losses and the curtailment of an important school governance project. Throughout the sector, organisations faced the challenges of reduced international funding and a more unpredictable global political climate.

Nationally, Ghana continued to grapple with the complex issue of illegal gold mining, ‘galamsey’, particularly in the north where AfriKids works. And local and cross-border conflict also flared to levels not seen in many years, directly affecting our teams and the communities we work alongside.

Yet 2025 also brought renewed hope and opportunity. The promise of a new political cycle in Ghana, a better harvest and new initiatives in education created space for progress. And over the last five years alone, an independent evaluation showed meaningful and measurable change across AfriKids-supported communities.

Notably, primary school children are now two and a half times more likely to be literate and numerate, and four in five traditional leaders are ending harmful practices that hold girls back from learning and are instead actively promoting their rights. These are life-changing shifts that offer the promise of a brighter future for thousands of young people.

At the heart of these achievements is the power of community in championing children’s education. It is this commitment that earned AfriKids recognition from Finnish organisation HundrED’s Global Collection 2026 for the top 100 education innovations in the world. What sets AfriKids apart is not simply a commitment to communityled development, but the fact that it was born from the communities it serves and remains deeply rooted in them.

The organisation understands what sustainable change requires and stays the course, working hand in hand with community leaders, local authorities, caregivers and teachers to ensure more children learn. That trust is reflected in the loyalty and generosity of our supporters, not least those who helped our end-of-year Big Give campaign exceed its target, raising over £90,000 to help keep girls safe, in school and learning.

Looking ahead to 2026, the team will launch Rise Up, an exciting new strategic phase in our journey that builds on AfriKids’ powerful and proven community-led model, with education continuing at its heart. I am excited for what’s to come.

Thank you for standing with us. Your support makes this progress possible.

Warmly,

Sally Vivyan Chair of the Board, AfriKids UK

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AFRIKIDS UK | ANNUAL REPORT 2025

IN CONVERSATION ' WITH AFRIKIDS LEADERSHIP

Reflecting on a dynamic year, AfriKids’ International Leadership Team - UK CEO Charlie Hay, Ghana Country Director David Pwalua, and Operations Director Linda Marfoh - share their perspectives on the progress made, the challenges encountered, and the opportunities ahead for the children, families, and communities we support.

How has 2025 been for AfriKids?

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DAVID
PWALUA
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It’s been a year marked by both meaningful progress and remarkable resilience. Through our efforts to strengthen school supervision and build the capacity of community child protection systems, we’ve seen improved learning outcomes, higher school attendance, and a decline in reported cases of child abuse across our operational districts.

We’ve seen more children enrolling and staying in school, and more communities taking collective responsibility for protecting education, even while facing pressures from rising costs of living and security challenges. What’s been most striking is the determination of parents, teachers and local leaders to keep children learning despite all of this.

That growing ownership gives me real confidence in our direction with Rise Up. It builds on years of work strengthening both the means and motivation of communities to lead change and responds to what we’re seeing on the ground. In many ways, 2025 confirmed that supporting communities to lead is not just relevant, it’s the most powerful way forward.

2025 was a pivotal year for AfriKids. Four years into our 1 Million Smiles strategy, we are seeing powerful results. Nearly 45,000 children have been supported to stay in school, and action across families, schools and community leaders is translating into real improvements in their learning and wellbeing. I’m incredibly proud of our project teams, who showed remarkable resilience in the face of significant challenges, including climate pressures, local conflict and economic volatility, and of our dedicated fundraising and support teams who make this work possible.

I was particularly struck by how much ownership we’re seeing at community level. In many places, Community Child Protection Champions, Parent–Teacher Associations and traditional leaders are actively monitoring attendance and stepping in early when children are at risk. That shift matters because it means change is not dependent on AfriKids - it’s becoming part of how communities support their children. It’s also been great to see our “global” team of staff across the UK and Ghana working more collaboratively and our values - Integrity, Unity, Impact - being really lived and breathed day to day.

We also finalised plans for Rise Up, our new flagship programme, shaped by children, communities, staff, partners and supporters, and grounded in over two decades of experience. Our Strengthening AfriKids work this year included welcoming new board members, enhancing our impact measurement systems, and building new partnerships and collaborations across the sector, strengthening our readiness for this ambitious next chapter. Rise Up will launch in 2026 and is a bold commitment to unlocking the power of families and communities to ensure children learn. I’m deeply grateful to everyone who plays a part in this story and those standing with us on the journey.

' Q & A WITH AFRIKIDS INTERNATIONAL LEADERSHIP TEAM

What impact did you see from AfriKids’ work in 2025?

LINDA : What’s striking is the scale and depth of change happening at the same time. 936 teachers and education staff being trained, 60 schools working with communities on improvement plans, and community volunteers carrying out more than 1,800 home visits to support children at risk. These efforts are strengthening the systems around children so they can stay safe, in school and engaged in learning. Over time, we’re seeing the results of this: literacy has more than doubled and numeracy has risen even faster across the schools we support.

DAVID : We also saw families gaining the stability they need to keep children in school, particularly in the face of climate and economic pressures. More than 1,700 women strengthened their small businesses, and over 1,100 were trained in climateresilient agriculture, growing droughttolerant crops like sorghum and cultivating shea for new markets. As incomes improved, three in four women involved were able to cover their children’s school costs themselves. At the same time, our Back-toSchool campaign brought more than 4,400 children into classrooms on the first day of term, many returning after time away, while community leaders in several areas introduced local by-laws and monitoring groups to improve school attendance and reduce early marriage.

What challenges affected your work this year?

DAVID : On the ground, climate change and security challenges had a real impact on communities. Unpredictable rainfall affected harvests, and in parts of Binduri district, conflict led to curfews, school closures and travel restrictions. Despite this, programmes continued under local leadership, with communities adapting to keep children learning. Frequent teacher transfers out of underserved communities, coupled with highly centralised government deployment policies, meant many classrooms operated without an adequate number of teachers. At the same time, the abrupt termination of several USAID-funded projects - particularly across the education, social, and health sectors - further deepened deprivation in rural and underserved areas. This, in turn, placed increased pressure on organisations such as ours to fill critical gaps.

These experiences reinforced the importance of building resilience by supporting families to diversify livelihoods, strengthening local protection systems, and working through community structures. They confirmed that approaches which rely on local ownership and flexibility are not just effective, but essential to sustainability in the world communities are facing today.

CHARLIE : It’s been a challenging global environment for charities, with economic uncertainty affecting giving, and currency volatility putting pressure on programme budgets. We also saw rising expectations from partners and supporters for evidence, collaboration and long-term impact. Rather than pulling back, we focused on strengthening how we work - improving data systems, deepening partnerships, and being especially disciplined about where we invest time and resources. These pressures have ultimately helped sharpen our thinking about how we grow our impact for children sustainably and responsibly.

AFRIKIDS UK | ANNUAL REPORT 2025

Q & A

What has this year taught you as leaders?

DAVID : This year has highlighted the need for leadership that is both collaborative and courageous. We have learned that sustainable impact depends on stronger partnerships with government, civil society, research institutions, the media and the private sector to drive sustainable change.

It has also reinforced the importance of speaking truth to power.

While AfriKids continues to deliver critical interventions, lasting change requires greater government investment and prioritisation in areas such as teacher employment, training and tooling, improved infrastructure, enhanced surveillance by security personnel in border communities, and transformative technology for rural populations.

We remain committed to communityled development, working alongside communities to drive change, while increasingly positioning AfriKids as a thought partner within the global development space, contributing learning and insights beyond direct programme implementation.

LINDA : For me, it’s been a reminder that lasting change takes patience. Some of the most meaningful progress we’ve seen this year reflects years of steady work - building relationships, strengthening local systems and supporting communities to take ownership. It’s not always quick, but when it happens, it’s powerful and sustainable.

CHARLIE : It’s reinforced the importance of staying disciplined about what really drives impact. There are always opportunities to do more, but this year has been about focusing on what we know works - building strong partnerships, listening to communities, and making careful, evidence-led decisions about growth. It’s also reminded me how much progress depends on trust - from supporters, partners and communities - and how important it is to nurture that trust through transparency and consistency.

What would you say to AfriKids’ community of partners and supporters?

CHARLIE : Thank you for the trust you place in us. Your support allows us to prioritise lasting impact over short-term wins, taking the time to understand context, strengthen systems, and grow responsibly. The partners that continue to walk alongside us on this journey are enabling us to focus on what truly changes children’s lives over time, and the impact we’re so proud to celebrate is only possible because of your shared commitment.

LINDA : We see the impact of that support every day, in children staying in school, families feeling more secure, and communities stepping forward to protect education. We all want the best for our children and know how powerful communities are when they are supported and respected. We’re grateful to work with partners who value that dignity and understand that sustainable development comes from trust, patience and collaboration.

DAVID : From the communities we work with, there is real appreciation for that spirit of partnership. Our locally-led approach means they know they are not alone in their efforts to support children or are being told what to do - they are supported to lead in ways that make sense for their lives. Your partnership strengthens their confidence and determination. Together, we are helping create opportunities that will last for generations.

TRANSPARENCY MATTERS TO US

IF YOU HAVE ANY QUESTIONS ABOUT OUR WORK, PLEASE EMAIL US AT: INFO@AFRIKIDS.ORG

“Supporting AfriKids has been a truly uplifting and rewarding experience. Seeing children thrive with the help of education has shown me the tremendous difference I can help make to whole communities when these are channelled via wonderful staff who listen and respond to local needs.”

JOHNNIE, AFRIKIDS SUPPORTER

WHAT YOU MADE POSSIBLE

This year, we supported 115,604 people across 60 communities in three districts in northern Ghana to overcome barriers to their children’s education, improve livelihoods, and build brighter futures for their families.

44,928 CHILDREN RECEIVED LIFE-CHANGING SUPPORT TO STAY IN SCHOOL

That’s enough to fill almost half of Wembley Stadium!

AND IT’S DRIVING REAL CHANGE...

Four years into our five-year programme to keep children safe, in school, and supported by sustainable systems, we’ve recorded significant progress – with independent assessments showing that AfriKids-supported communities are driving meaningful change.

“It’s family here. When you go into the community, you meet mothers, talk to them, and you become part of their lives. They recognise you in the markets and everywhere you go. That connection, that sense of being part of the family, is why this work is so rewarding.”

VALERIA, AFRIKIDS DISTRICT MANAGER, BUILSA SOUTH

2.5X MORE

ALMOST DOUBLE

3.5X MORE

primary school children are now literate and numerate

the number of girls are passing their Science and Maths exams in Junior High

teachers are demonstrating equitable, inclusive and quality teaching practices

4-IN-5

traditional leaders are now actively promoting children’s rights

ALMOST 4X MORE

children can now accurately and confidently explain what to do if they or another child are being abused

OVER 1/3[RD]

reduction in violence, exploitation, and harmful practices against children

AFRIKIDS UK | ANNUAL REPORT 2025

HIGHLIGHTS OF 2025

In communities supported by AfriKids:

community members showed improved knowledge and attitudes towards ending harmful socio-cultural practices that keep children out of school, including child labour and early marriage

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AFRIKIDS
IN THE NEWS
SCAN
THE QR
CODE TO
WATCH !
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We were proud to see AfriKids featured on Ghana Broadcasting Corporation’s News Hour, highlighting our work to support children and families in northern Ghana. From keeping girls in school to training child protection champions, this feature shines a light on the power of community-led change.

3,753

children were provided with school supplies, home visits and access to social and health services, helping them stay healthy and in school. This is 8% less children than last year, reflecting positive progress as more children move out of atrisk situations and into greater stability.

27% 1,700+ more girls thrived in our More than 1,700 women STEM clubs this year, with continued to grow 1,274 gaining the skills and and strengthen the confidence to pursue future small businesses they careers in science, technology, started through AfriKids’ engineering and maths, up microfinance support, from 1,002 last year building sustainable incomes to support their families and keep their children in school.

19,375 children benefited from enhanced education through improved school management, early years support, STEM clubs and teacher training - up from 18,862 last year.

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£96,176
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Thanks to you, we smashed our fundraising target for the Big Give Match-Funded Christmas Challenge, raising £96,176 to help keep thousands of girls safe, in school and learning.

In 2025, our community-led model and impact was recognised by Finnish organisation HundrED as one of the top 100 education innovations in the world. Our new brand won a ‘Highly Commended’ award at the Third Sector Awards, and we were shortlisted for the International Charity of the Year at Charity Times Awards.

LITERACY AND NUMERACY : REAL PROGRESS , . REAL CHANGE

Four years into our five-year programme to keep children safe and in school, we’re seeing powerful gains in learning outcomes.

NUMERACY IS RISING EVEN FASTER

LITERACY HAS MORE THAN DOUBLED

We’ve recorded a 115% increase in primary school children achieving minimum level literacy proficiency. Scaled across all primary schools we work in, this means 5,000 more children are now able to read.

There’s been a 173% increase in primary school children achieving proficiency in numeracy. This means 7,600 more children across our supported schools now have essential maths skills.

WHAT DOES THIS TELL US?

HOW DO STUDENTS IN AFRIKIDS-SUPPORTED SCHOOLS COMPARE?

These results suggest that, despite limited resources and challenging learning environments, AfriKids-supported students are performing at levels comparable to pupils in more higher-resourced areas of Ghana such as the capital, Accra, where national exam averages are 54% in English and 68% in maths.

Published data on literacy and numeracy across the regions where we work is limited, particularly when comparing results between schools. To better understand and 68% in maths. student progress, AfriKids works with partner schools to collect its own attainment data. BUILDING A STRONGER SYSTEM

In 2025, AfriKids-supported primary pupils averaged 65% in literacy and 83% in numeracy in their school assessments.

AfriKids is working alongside Ghana Education Service and District Education Oversight Committees to improve the availability and use of education data. This is key to helping communities and other actors understand what works, advocate for change, and strengthen accountability in local schools.

The most recent government data from 2023 shows that students of a similar age across the region scored significantly lower in the National Standardised Test (similar to UK SATs), averaging 30.5% in English and 58% in maths.

WITH THE RIGHT SUPPORT, CHILDREN AREN’T JUST STAYING IN SCHOOL - THEY’RE LEARNING , THRIVING , AND EXCEEDING EXPECTATIONS .

AFRIKIDS UK | ANNUAL REPORT 2025

INCOME AND EXPENDITURE SUMMARY

A summary of our income and expenditure for the year ended 31 December 2025. You can find more detail in our Financial Statments.

INCOME

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£1,595,661
£1,630,093
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TOTAL £1,595,661

Includes £58,207 in Gifts in Kind

EXPENDITURE

Programmes £1,213,329 | 74% Education £679,464 | 56% Child Protection £436,799 | 36% Health £97,066 | 8%

Fundraising £401,578 | 25% Governance £15,186 | 1%

TOTAL £1,630,093

Includes £58,207 in Gifts in Kind

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PROGRAMMES : UNLOCKING THE POWER OF COMMUNITIES

This year, we supported 115,604 people across 60 communities in northern Ghana to overcome barriers to children’s education, improve livelihoods, and build brighter futures for their families.

Programmes under our One Million Smiles strategy continued to focus on three key areas: Ensuring Means , Building Motive and Creating Opportunity to ensure children’s rights. This approach helps families prioritise their children’s education and improves the systems that support children to succeed.

OUR GOAL IS TO ENSURE MORE CHILDREN ARE SAFE , IN SCHOOL , AND SUPPORTED BY CHANGES THAT COMMUNITIES CAN SUSTAIN INDEPENDENTLY — LONG AFTER AFRIKIDS STEPS AWAY.

AFRIKIDS UK | ANNUAL REPORT 2025

PROGRAMMES

ENSURING MEANS

HELPING COMMUNITIES PRIORITISE AND MANAGE THE COSTS OF CHILDREN GOING TO SCHOOL.

As a result, 1 in 4 children are out of school, and half of women and girls have never set foot inside a classroom.

We’ve worked alongside communities to tackle these challenges at their root, helping children not only enrol in school, but regularly attend and effectively learn.

In communities across northern Ghana, thousands of families face challenges that keep their children out of school.

Our approach brought together education support, child protection, health screenings, and livelihoods assistance to create a holistic, community-led model of change. By strengthening families, schools, and community systems at the same time, we have helped build lasting solutions that communities can sustain, from this generation to the next.

Seven in ten families live in multidimensional poverty, meaning they experience inequality across multiple basic needs, not just income. Even when education is free, the cost of uniforms, books, meals, and transport can be enough to force children out of school and into work to support their families.

900+ women strengthened their financial resilience by saving regularly through Village Savings and Loans Associations (cooperatives for shared saving and investment).

3-in-4 women involved in our Livelihoods Improvement Initiatives are now able to manage the costs of their child’s education themselves - a powerful step toward keeping more children in school 3,783 children are more likely to be happy, healthy, and in school thanks to improvements in their caregivers’ livelihoods.

MEET ESTHER

ESTHER LIVES IN MAMPRUGUMOAGDURI, ONE OF THE MOST REMOTE DISTRICTS THAT WE WORK IN.

Every day, she wakes up early to sell tomatoes, yam, sugar, shea butter and biscuits at the local market. She rarely takes a day off.

Running a business on her own and covering the costs of keeping her children in school was a struggle for Esther.

Looking for a way forward, she joined other mothers in her community to receive business training and microfinance support from AfriKids.

With guidance and a small loan, Esther was able to grow her shop and start increasing her profits. Today, she is feeding her children, sending them to school, and providing the resources they need to learn and thrive. Her daughters attend school regularly, and Esther dreams of them both becoming doctors who will one day give back to their community.

Working alongside other women in her village, Esther has created a growing sense of unity, encouragement, and shared progress.

BY EQUIPPING MOTHERS LIKE ESTHER WITH BUSINESS AND SKILLS TRAINING, TOGETHER WITH MICROFINANCE, WE HELP THEM SECURE LIVELIHOODS ...

...so they can support their children and manage the costs of keeping them in school, for a brighter future.

PROGRAMMES

HOPE GROWS HERE

IN NORTHERN GHANA, AROUND 70% OF PEOPLE DEPEND ON FARMING FOR THEIR LIVELIHOODS.

Through this partnership, women were trained to grow sorghum, a hardy, drought-tolerant grain well suited to the conditions in Builsa South and Mamprugu-Moagduri. Nutritious and already a staple in local diets, sorghum is also used by major brands in beer production. Other women learned to cultivate shea nuts, a high-value product that grows wild across northern Ghana.

Yet changing weather patterns and declining soil quality are putting both food security and incomes at risk, particularly for families already facing economic hardship.

Crucially, ORGIIS also helped open access to international markets

for both sorghum and shea. The organisation purchased sorghum and shea nuts directly from the women at a Fairtrade price for sale to international buyers.

For many families, these financial pressures make it difficult to afford the costs of keeping their children in school. To help address this, AfriKids brought together mothers of children at risk of dropping out and formed supportive groups where they received training in climate-resilient farming techniques.

As a result, the women saw significant economic gains: average incomes increased by 80%, while savings grew by 20% through the Village Savings and Loans Association model AfriKids supported them to establish within their groups.

To ensure these new skills translated into sustainable income, we teamed up with ORGIIS Ghana , a non-profit championing sustainable agriculture and locally-led solutions.

THIS YEAR, 60% MORE WOMEN WERE TRAINED IN CLIMATE SMART AGRICULTURE AND GOOD AGRONOMIC PRACTICES...

...equipping them with more climate-resilient crop varieties and sustainable farming techniques to grow their yields.

MEET RABBI

RABBI IS A 22-YEAROLD MOTHER OF THREE.

Her income has doubled, strengthening her ability to meet household needs and effectively manage the costs of sending her children to school.

Every other day, she spends 4 hours collecting shea nuts, carrying them back to her home where she carefully dries, prepares, and bags them in the courtyard.

Once ready, ORGIIS Ghana collects the bagged nuts directly from her home, giving her a Fairtrade price and sells them on to international customers.

AFRIKIDS UK | ANNUAL REPORT 2025

PROGRAMMES

PARTNERING TO IMPROVE SCHOOLS AND LEARNING

Supporting children also meant strengthening the schools they attend.

Working closely with headteachers, School Management Committees, and Parent-Teacher Associations, we helped 60 schools develop School Performance Improvement Plans tailored to their unique needs. These plans led to practical changes in classrooms, from improved seating arrangements to the creation of learning corners that make lessons more interactive and engaging. Schools also introduced simple pupil-tracking systems, enabling teachers to identify when children begin to miss school and intervene before they fall behind.

CHAMPIONING CHILD PROTECTION

Communities themselves have also become powerful protectors of children’s education.

In each of the 60 communities we worked in, Community Child Protection Champions were trained to act as a first line of defence for children at risk. One champion from Builsa South shared how their role has changed attitudes in the community:

“We no longer wait for children to drop out. We watch over these children like our own. If a child misses school and we hear about it, we visit their family to understand why and find a solution.”

COMMUNITY CHILD PROTECTION CHAMPION, BUILSA SOUTH

PROGRAMMES

SUPPORTING CHILDREN TO STAY IN SCHOOL

Removing practical barriers to education was another critical part of our work this year.

Through more than 1,800 home visits, staff and community volunteers helped families and schools work together to resolve issues affecting children’s attendance. Over 600 children received health screenings, ensuring health problems that could keep them out of school were identified early. Where further care was needed, more than 300 referrals connected children with additional healthcare services, while counselling support helped some of the most vulnerable children overcome personal challenges affecting their learning.

Collaboration with the Ghana Education Service, traditional and religious leaders, and community structures helped build a share a commitment to keeping children in school.

“This screening and subsequent interventions demonstrate the importance of regular health assessments...ensuring children at risk of dropping out of school maintain good health to ” support their education.

DR. SALIFU MOHAMMED, MEDICAL SUPERINTENDENT IN BUILSA SOUTH

TOGETHER, THESE PARTNERSHIPS ARE HELPING TO CREATE A MORE INCLUSIVE AND EQUITABLE FUTURE FOR CHILDREN ACROSS NORTHERN GHANA — ONE WHERE EVERY CHILD HAS THE CHANCE TO LEARN , GROW AND REALISE THEIR POTENTIAL .

AFRIKIDS UK | ANNUAL REPORT 2025

PROGRAMMES

BUILDING MOTIVE

BUILDING COMMUNITY UNDERSTANDING , CONFIDENCE AND COMMITMENT TO EVERY CHILD’S EDUCATION.

While public education in Ghana is now free and widely accessible, many children still face social, cultural and practical barriers that prevent them from thriving in school.

In rural communities, girls at risk of early and forced marriage, children with disabilities, and children from minority ethnic groups remain particularly vulnerable to exclusion from education.

Lasting change requires more than access alone. It depends on communities, schools and local leaders working together to build confidence in education and create the conditions for every child to succeed.

AfriKids works with Ghana Education Service and community partners to strengthen commitment to education and help every child stay safe, included and able to learn.

STRENGTHENING SCHOOLS

ENGAGING

COMMUNITIES

WORKING WITH

GOVERNMENT AGENCIES

Children, parents, chiefs, and local leaders joined campaigns to highlight the importance of education. Local news media amplified the message, helping communities tackle barriers to learning.

We work with schools and parents to ensure everyone shares responsibility for ensuring children learn. Parent Teacher Associations (PTAs) mobilise communities to address poor infrastructure, absenteeism, teacher motivation, and ways to encourage learning. This year, activities included digging wells, building desks and chairs, and paying volunteer teachers and cooks to keep children learning and fed.

We collaborate closely with local and national government partners to strengthen education systems from within. By aligning with district priorities, supporting teacher training, and sharing evidence from our programmes, we help ensure sustainable improvements that can reach more children, for the long term.

“We really love being involved with the AfriKids team. They have such detailed knowledge of the people they are helping on the ground and they are brilliant at keeping in touch with their supporters. They make you feel part of things and they are very focused on their goals and their overall strategy. Thank you.”

JIM AND TESSA, AFRIKIDS SUPPORTERS

PROGRAMMES

DRIVING SCHOOL ATTENDANCE THROUGH BACK-TO-SCHOOL CAMPAIGNS

Partnering with local media and Ghana Education Service, campaigns increased awareness on term dates, boosting school enrolment and attendance. Home visits and distributing school supplies ensured every child had what they needed to make a strong start in the classroom.

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86%
of caregivers affirmed that the 4,458
Back-to-School campaign played children enrolled on day one of school across
a key role in their decision to enrol three districts – our highest Back-to-School
their children enrolment on record. 40% were new or returning
learners who had previously dropped out
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81%
of school authorities reported
higher enrolment figures than the
previous year
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BY WORKING THROUGH LOCAL STAKEHOLDERS; SCHOOLS, PARENTS, TRADITIONAL LEADERS, AND GOVERNMENT EDUCATION AUTHORITIES, WE STRENGTHEN THE SYSTEMS THAT WILL CONTINUE SHAPING CHILDREN’S FUTURES LONG AFTER OUR PROJECT ENDS.

AFRIKIDS UK | ANNUAL REPORT 2025

REACHING FAMILIES WHERE THEY ARE

10-year-old twins, Warahana and Rakia*, enrolled in school after their parents heard our Back-to-School campaign.

AS PART OF OUR BACKTO-SCHOOL CAMPAIGN IN SEPTEMBER, WE MET 45-YEAROLD RUHIANA, A MOTHER OF FIVE FROM THE FULANI COMMUNITY.

The Fulani are a semi-nomadic people, many with roots in neighbouring countries such as Burkina Faso, Mali, and Niger. Despite living in Ghana for decades, many Fulani families remain on the margins of society, experiencing social exclusion, stigma as outsiders, and low school enrolment among their children.

Ruhiana’s daily life centres on milking cows, fetching firewood, and selling milk at the market, while her husband tends the family’s herd. Their home, a cluster of round mud huts with thatched roofs, is typical of Fulbe settlements. Water is collected from a nearby stream, cooking is done on open fires, and income depends almost entirely on cattle rearing.

For families like Ruhiana’s, economic pressures can mean children are often expected to help with farming, while traditions shaped by a semi-nomadic lifestyle can make schooling difficult. With so few Fulani children in school, there are also limited role models with education to inspire others.

Through our Back-to-School campaign, AfriKids reached families where they were, in markets, mosques, churches, and on farms. Using loudspeakers, radio, and local advocates, we shared information about school reopening times and reassured Fulbe parents that their children would be supported to overcome barriers to education.

After hearing the campaign at her local market, Ruhiana and her husband made the decision to enrol their 10-year-old twin girls, Warahana and Rakia*, in school for the first time.

Awareness campaigns like this can be instrumental in making education inclusive to all children, especially those most at risk of exclusion.

*Names have been changed.

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PROGRAMMES
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SCHOOL OPEN DAYS : A CELEBRATION OF LEARNING

3,753 children were provided with school supplies, home visits, and services that helped them to stay in school

A highlight of the year was the launch of School Open Days, organised with Ghana Education Service and District Assemblies.

These events transformed schools into hubs of celebration and shared responsibility, bringing together hundreds of community members and pupils.

District officials, chiefs, parents, teachers, and pupils took part through speeches, performances, and presentations. Parent Teacher Associations showcased their achievements and invited community input, while children demonstrated their learning through artwork, songs, and dramas addressing social issues affecting their peers.

Award ceremonies celebrated pupils for attendance and academic performance, while teachers and community members were recognised for their dedication. Fundraising activities also encouraged parents and leaders to contribute resources after seeing school needs firsthand.

Through these events, education was reframed not just as the responsibility of schools, but as a shared community priority supported by families, leaders, and local authorities.

AFRIKIDS UK | ANNUAL REPORT 2025

PROGRAMMES

WHEN COMMUNITIES COME TOGETHER TO STAND UP FOR GIRLS, REAL CHANGE CAN TAKE ROOT.

COMMUNITIES STANDING UP FOR GIRLS ' EDUCATION

Matthew Abagna oversees AfriKids’ projects in Mamprugu-Moagduri, a remote district where early and forced marriage holds many girls back.

He shared that in some communities, the practice was once openly supported by local leaders, and those who spoke out risked insults and intimidation. Even starting a conversation about child marriage was difficult.

Through child protection training and community campaigns highlighting the value of girls’ education, attitudes are starting to shift.

Parents, traditional leaders, and community members are increasingly standing together to challenge harmful practices and protect girls’ right to learn.

The impact is already being felt. Over the past year, community leaders have stepped in to address cases of child abduction, working alongside the Department of Social Welfare and the Police Service to rescue four girls who had been taken for marriage.

Today, all four have been safely reunited with their families and are back in school, continuing the education that once seemed out of reach.

“Each week I meet children and families who are living better and happier lives thanks to the work your generosity has funded. From all of us here, thank you.”

MATTHEW ABAGNA, AFRIKIDS DISTRICT MANAGER, MAMPRUGU-MOAGDURI

PROGRAMMES

CREATING OPPORTUNITY

HELPING COMMUNITIES DRIVE AND DEMAND CHANGE TO IMPROVE THE QUALITY OF EDUCATION

We help create lasting change by strengthening the quality of services delivered by government agencies, including the Ghana Education Service, Department of Social Welfare, and Ghana Health Service, so that those responsible for children are better equipped to maximise their impact.

Through our projects, we worked closely with the Ghana Education Service to improve the quality of education and ensure safe, inclusive learning for all children, including girls and children with disabilities. With the support of our donors, this included improving school facilities with toilets, training teachers in play-based methodologies, and supporting the running of Child Rights Clubs.

We also work directly with children and young people aged 4–16. We help younger children develop a love of learning by facilitating teacher training in play-based approaches and strengthening the teaching of literacy and numeracy at primary level. As children grow older, we continue to support them, particularly girls, through school clubs that broaden their horizons and deepen their understanding of their rights and potential.

WE PARTNERED WITH 180 SCHOOLS TO ORGANISE PTA MEETINGS, STRENGTHENING ACCOUNTABILITY FOR EVERY CHILD’S LEARNING.

60 schools were equipped with playbased learning guides and classroom stationery, strenthening lesson preparation and increasing student participation 19,375 children experienced stronger, more inclusive education through improved early years schooling and strengthened school leadership

PARENT–TEACHER ASSOCIATIONS LEARNING FROM EACH OTHER

This year, a new approach to strengthening Parent Teacher Associations (PTAs) placed learning directly in the hands of communities themselves.

Instead of traditional training sessions, high-performing PTAs hosted peer-to-peer learning visits, welcoming members from neighbouring schools to observe and discuss real challenges together. These exchanges were practical and collaborative, allowing participants to walk through issues such as school management, attendance monitoring, and community engagement.

Experienced PTA members shared strategies that had worked in their own schools, often spending a full day guiding their peers through practical solutions.

The model proved highly effective. PTAs left with stronger leadership skills, new ideas, and valuable networks of support that will continue beyond the project. Just as importantly, it strengthened confidence and ownership.

The impact was quickly visible. Inspired by these exchanges, communities began mobilising their own resources to repair teacher accommodation, restore damaged classroom blocks, and improve school facilities. Parents organised fundraising and collective labour, recognising that teacher welfare, safe infrastructure, and accountable leadership all shape children’s ability to succeed in school.

AFRIKIDS UK | ANNUAL REPORT 2025

PROGRAMMES

STRENGTHENING SAFEGUARDING SYSTEMS

At district level, collaboration with statutory child protection actors has strengthened formal safeguarding systems. Working with the District Child Protection Committee (DCPC), led by the Department of Social Welfare and Community Development, the project supported the rescue and reintegration of girls from forced marriage and helped them return to school.

This process involved sustained engagement with families, traditional leaders, PTAs, School Management Committees, and Community Champions to address harmful norms and reinforce the importance of education.

Importantly, these efforts strengthened, rather than replaced, government responsibility. Continued monitoring by social welfare officers ensures that children remain safe and enrolled in school, contributing to a more durable child protection system.

LEARNING AND LEADERSHIP ACROSS COMMUNITIES

Inter-district learning forums have further strengthened community leadership. Traditional leaders, elected representatives, religious leaders, and community champions gathered to share practical solutions to challenges such as early and forced marriage, child labour, school dropout, and limited parental care.

Communities committed to concrete actions, including enforcing local by-laws, improving school attendance monitoring, introducing teacher incentives, restricting harmful activities, and mobilising local resources for education.

Together, these efforts are creating a stronger pro-learning system around children. With active PTAs, engaged traditional authorities, and functioning district protection committees, communities are taking collective responsibility for ensuring children stay safe, in school, and are supported to learn.

ONE CHIEF , LEADING THE WAY

CHIEF OF LOAGRI

WHAT IS KAYAYE ?

Kayaye is a form of head porterage where girls and young women migrate to cities to carry heavy loads on their heads for a living, often in unsafe and exploitative conditions.

TRADITIONAL LEADERS SUCH AS CHIEFS AND QUEEN MOTHERS PLAY A VITAL ROLE IN RURAL COMMUNITIES, SHAPING DEVELOPMENT PRIORITIES WHILE PRESERVING CULTURAL HERITAGE.

This Chief in Mamprugu-Moagduri has taken bold steps to challenge harmful practices and advocate for every child’s right to education.

His district has the highest rate of child marriages in the Northeast Region, double the national average. Recognising the impact of early marriage, teenage pregnancy, and Kayaye on his community, the Chief issued a communitywide ban on sending girls away for Kayaye and on the unaccompanied migration of minors to cities like Tamale, Kumasi, and Accra.

To ensure lasting change, a committee was formed to monitor and prevent girls from being transported to cities for such work, personally overseen by the Chief himself.

He is relentlessly working to break down barriers to girls’ education. He is encouraging students to stay in school and showing them how education can open doors to a brighter future. He also attends AfriKids’ Sexual and Reproductive Health and Rights clubs and STEM clubs to urge girls to focus on their studies.

The results of his tireless efforts have been extraordinary. Today, more girls are enrolled in school at the pre-secondary level. The number of girls in primary and Junior High Schools has more than doubled, and in some cases, they now outnumber boys.

Through leadership like this, the Chief is breaking down gender barriers and paving the way for a future where women play a central role in education, leadership, and community development.

By strengthening the structures that already exist, rather than creating new systems, we are helping communities build on their assets to support child welfare and education. These structures will continue to protect children’s rights, uphold educational standards, and provide opportunities for every child to learn, grow, and reach their potential long after the project concludes.

PROGRAMMES

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AFRIKIDS UK | ANNUAL REPORT 2025
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EARLIER THIS YEAR, CONFLICT IN PARTS OF BINDURI DISRUPTED MANY OF OUR ACTIVITIES.

Curfews, school closures and travel restrictions required us to adapt, prioritising staff safety while keeping programmes running.

Despite these challenges, the community’s resilience shone through. Teacher training, learning resources, and women’s livelihoods groups continued under local leadership. Families and teachers took precautions, sometimes keeping children home, yet their commitment to education and each other remained strong.

“What I found most fulfilling was seeing the community stand together for children’s education, even in difficult times. That resilience is what makes my work meaningful. ”

CECELIA, AFRIKIDS DISTRICT MANAGER, BINDURI

HOW WE FUNDRAISE

We are immensely grateful to the many supporters and partners who made our work possible in 2025, helping us raise £1.596 million. It is thanks to your continued commitment that we’re helping communities in Ghana drive lasting change and shape their own futures.

Our fundraising approach is carefully planned and budgeted for each year, with a strong focus on building sustainable income growth into the future. We rigorously assess the return on all fundraising investments to ensure resources are used as effectively as possible. Income is generated through a mix of funding from trusts, foundations and corporate partners, alongside the generous contributions of individuals and groups, including those who fundraise on our behalf through challenges, schools, and community initiatives.

The fundraising environment remains challenging.

The huge cuts we’ve seen this year to funding for international aid, alongside rising costs, continue to put significant pressure on many organisations across our sector. In 2025, we’re pleased that our UK income increased by approximately £40,000 compared to the previous year. We were thrilled to see our community of supporters grow stronger and step up to back community-powered change for children. The external environment remains challenging, but at AfriKids we remain committed to putting the communities we work with at the heart of our fundraising and building a movement of funders, donors and supporters committed to locally-led development.

“�� working alongside the AfriKids team.

The work they do to help disadvantaged children is truly amazing. They are brilliant at keeping their supporters up to date with regular reports and are very knowledgeable. We are grateful for our long-standing partnership and successful collaboration. Thank you.”

THE LANSDOWNE EUROPEAN LONG ONLY MASTER FUND AT LANSDOWNE PARTNERS

AFRIKIDS UK | ANNUAL REPORT 2025

HOW WE FUNDRAISE

OUR COMMITTED FUNDERS AND PARTNERS

We continue to benefit from a loyal and committed base of individual supporters whose contributions underpin our mission to ensure every child is safe, in school, and learning.

We are especially thankful to the players of the Postcode Lottery. Funding received through their Postcode Education Trust in 2025 remains central to our work. This flexible support allows us to design and adapt programmes in response to local needs and changing contexts. It also enables us to invest in strengthening our operations and fundraising capacity, improving efficiency, managing risk, and unlocking new sources of income. Being part of the Postcode Lottery network also provides valuable opportunities to collaborate and share learning with other organisations across the sector.

COST-EFFECTIVENESS AND SUSTAINABILITY

We remain committed to ensuring our fundraising is cost-effective and delivers strong value. While the cost of fundraising has increased in recent years, we are taking active steps to manage this. To mitigate these cost increases and as part of our commitment to locally-led development, we are strengthening fundraising capacity and resources in Ghana.

GLOBAL FUNDRAISING

A key priority for AfriKids is to ensure that our fundraising reflects our commitment to locally-led development. We are continuing to expand our in-country fundraising capacity, including a dedicated role in Ghana that works as part of our global team while focusing on local opportunities.

FUNDRAISING COMPLIANCE AND RESPONSIBLE PRACTICE

AfriKids is registered with the Fundraising Regulator and adheres to the Code of Fundraising Practice. This includes robust risk assessment and due diligence on funding sources, as well as strict adherence to our safeguarding policies in all fundraising and communications. Our team receives regular training to ensure high standards are maintained.

Most of our fundraising is delivered directly by AfriKids staff, supported where appropriate by contractors who operate under clear agreements and oversight to ensure alignment with our values and policies. Donations are received either directly or through trusted third-party platforms such as Enthuse and GlobalGiving, all of which meet our standards for data protection and safeguarding.

During 2025, our fundraising activities included:

Submitting applications to a range of funders, including trusts, foundations, and individual donors
Maintaining and strengthening relationships with existing supporters while expanding into new networks
Supporting individuals, schools, and organisations to fundraise on our behalf
Delivering a series of match-funded public appeals, including campaigns through The Big Give

We did not undertake any door-to-door, street, or telemarketing fundraising.

All of our work is guided by ‘The AfriKids Way’- our core principles of integrity, unity, and impact, introduced in 2023.

We are committed to providing a positive experience for all our supporters and to keeping them informed about the difference their contributions make. We are pleased that no complaints were received about our fundraising activities in 2025, and there were no breaches of fundraising standards or voluntary codes. We continue to welcome feedback as part of our commitment to transparency and continuous improvement.

FUNDRAISING HIGHLIGHTS

TEN YEARS OF POSTCODE LOTTERY PARTNERSHIP

In 2025, we marked 10 amazing years of partnership with the Postcode Lottery. Thanks to the incredible support of Postcode Lottery players, more than £5 million has been raised to support AfriKids’ work with children and families across northern Ghana.

Through the Postcode Lottery’s flexible funding, players’ support has helped over 350,000 children stay safe, in school and learning, supported more than 17,000 mothers to build sustainable livelihoods, and worked with 600 communities to create the environments children need to thrive. It also enables us to invest in strengthening AfriKids, meaning continuous improvement projects that support our efficiency and effectiveness in meeting the needs of the communities we serve.

Behind those numbers are hundreds of thousands of children who now have stronger starts and brighter futures. Their belief in AfriKids and in the power of community – home and away - has made a lasting difference to a generation of children. We’re incredibly proud of what we’ve achieved together, and are excited for the next chapter of our partnership.

BRINGING NORTHERN GHANA TO CENTRAL LONDON!

In September 2025, we were thrilled to host a Ghanaian immersive experience for our UK supporters and partners. We brought the drumming, dancing, and delicious bofrot and fried beans of Bolgatanga to a venue in London, sharing the spirit and warmth of northern Ghana while giving supporters a deeper understanding of the communitypowered approach AfriKids is championing.

AFRIKIDS UK | ANNUAL REPORT 2025

FUNDRAISING HIGHLIGHTS

‘HOLD THE DOOR OPEN TO GIRLS EDUCATION’ APPEAL SMASHES TARGET

New and existing supporters came together in December to raise just under £100,000 for AfriKids through the Big Give Christmas Appeal.

With too many girls being shut out of school by poverty, early and forced marriage and harmful gender norms, our appeal raised money to help communities keep them safe, in school and dreaming big. Through empowering girls through our STEM and Adolescent Sexual and Reproductive Health and Rights clubs; equipping mothers with livelihood skills and engaging community members to challenge harmful gender norms, together, we are keeping the door open to a brighter future for women and girls.

COMMUNITIES

CHAMPIONING COMMUNITIES

A highlight of 2025 was enabling our community of funders and donors to pool their support together to fund specific communities in Ghana as well as to catalyse our new Rise Up pilot project.

Through our Community Champions initiative, we saw generous individuals, families and trusts celebrating milestone birthdays, coming together with their team at work, and fundraising with their friends to keep children safe and in school. Together they’ve teamed up with 20 communities over the year, learning about daily life and the traditions in these communities and enabling thousands more children to thrive at home and in school.

A special group of philanthropists came together to support the development of the next phase of AfriKids so that we are confident going into 2026 with a clear, robust strategy to deliver our breakthrough solution, Rise Up.

THE POWER OF COMMUNITY

Join our movement. In 2026, with the exciting launch of our new flagship programme, Rise Up, we will be focusing on finding new and exciting ways of funding our work.

From new collaborations and investment packages to welcoming prospective individuals and organisations to be part of the AfriKids family, we want to ensure we are doing everything we can to brighten futures for many more children and communities across northern Ghana.

OUR SUPPORTERS PLAY AN INVALUABLE ROLE IN AFRIKIDS’ NEXT CHAPTER. IN 2026 YOU CAN BE PART OF OUR STORY BY:

BRING US ALONG TO ATTEND OR SPEAK

INTRODUCE US TO NEW SUPPORTERS

CONSIDER LEAVING A LEGACY GIFT

Heading to an event relevant to AfriKids’ work or full of likeminded individuals? Bring us along to attend or speak.

Linking us up with new supporters through your company, school, friends or family.

Considering leaving a legacy gift – by remembering AfriKids in your will, you can help to ensure a changing future for generations to come.

AFRIKIDS UK | ANNUAL REPORT 2025

OPERATING RESPONSIBLY

At AfriKids, how we work is as important as what we achieve. In 2025, we remained focused on operating with integrity, accountability and care — particularly during a year of strategic transition and financial pressure.

GOVERNANCE & LEADERSHIP

This year marked an important strengthening of our governance.

We recruited a new Chair and additional trustees, bringing fresh skills, energy and experience to the Board. This has already strengthened both internal confidence and external credibility, and positions us well for the next phase of AfriKids’ journey.

The Board has become increasingly active and engaged, providing constructive challenge and support during a period of significant change — including oversight of:

The development of the Rise Up programme
Financial risk management in response to currency volatility
Responsible closure of legacy projects
Strategic planning beyond the 1 Million Smiles strategy

Our International Leadership Team (UK and Ghana) has continued to operate as a united and high-integrity leadership group, working collaboratively across contexts and maintaining a healthy balance of support and challenge.

FINANCIAL STEWARDSHIP AND RISK MANAGEMENT

2025 presented notable financial challenges, particularly due to the rapid appreciation of the Ghanaian Cedi early in the year. This had an immediate impact on programme budgets and required difficult but necessary adjustments across both UK and Ghana operations.

We responded by:

Reviewing and reducing costs responsibly
Strengthening alignment between strategy, budgets & delivery
• Improving fundraising prioritisation to focus on higher-return activity
Continuing to build a stronger pipeline of multi-year and unrestricted funding

Despite these pressures, we secured funding to deliver our committed programmes and entered 2026 with a stronger forward pipeline than at comparable points in previous years.

We also began work to strengthen longer-term financial management capacity, recognising the importance of experienced, strategic financial oversight as we move towards scale.

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OPERATING RESPONSIBLY
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SAFEGUARDING AND CHILD-CENTRED PRACTICE

RESPONSIBLE TRANSITION AND PROGRAMME INTEGRITY

The safety, wellbeing and dignity of children remain central to every decision we make.

Throughout 2025 we:

Continued mandatory safeguarding training for staff
Maintained clear reporting procedures and accountability mechanisms
Ensured safeguarding remained embedded in programme design and delivery
Built child protection considerations directly into the development of Rise Up

As we refined Rise Up, safeguarding and responsible practice were integrated from the outset, ensuring that community engagement, school partnerships and systems-level work uphold the highest standards of child protection.

2025 was a year of both consolidation and transition.

We exited legacy projects carefully and responsibly, ensuring commitments were honoured and communities were treated with transparency and respect. Change was managed through clear communication with staff, partners and donors, with particular attention to maintaining trust and continuity for children and families.

At the same time, we finalised a technically robust and carefully developed plan for Rise Up. The extended design process allowed for consultation, challenge and refinement — strengthening both its credibility and integrity.

We remain committed to ensuring that strategic change is handled thoughtfully, balancing ambition with responsibility.

AFRIKIDS UK | ANNUAL REPORT 2025

OPERATING RESPONSIBLY

ENVIRONMENTAL RESPONSIBILITY

Climate change remains one of the most significant long-term challenges facing the communities we work alongside in northern Ghana, more than 70% of whom rely on subsistence farming. Increasingly unpredictable rainfall, soil degradation and extreme weather patterns directly affect food security, livelihoods and children’s wellbeing.

IN 2025, WE CONTINUED TO SUPPORT COMMUNITIES TO RESPOND TO THESE CHALLENGES THROUGH PRACTICAL, LOCALLY-LED SOLUTIONS.

This included:

Climate-focused education with children
Tree planting initiatives in schools and communities
Our Family Livelihood Improvement Support programme, which provided:
Skills training in climate-smart agriculture
Beekeeping and crop diversification into more climateresilient crops
Business training and small loans
Partnership with ORGIIS Ghana to provide training and access to Fairtrade international markets

By strengthening knowledge, resilience and income diversification, these approaches help families reduce vulnerability to climate shocks while improving long-term stability for children. We are also conscious of our own environmental footprint. Across our UK and Ghana operations, we aim to make responsible choices wherever possible — including selecting environmentally preferable purchasing options, reducing waste, and encouraging the use of public transport and low-impact travel where feasible.

OPERATING RESPONSIBLY

DATA, LEARNING & ACCOUNTABILITY

In 2025, we initiated a significant upgrade to our monitoring, evaluation and learning systems through participation in JPMorgan Chase’s Tech for Good programme.

This work marks the beginning of a major improvement in how we:

Collect and manage data
Monitor programme effectiveness
Strengthen donor reporting
Improve internal decision-making

While still in early stages, this investment will support more transparent, accessible and meaningful performance reporting across the organisation.

We also recognise that clearer organisational objectives and more systematic reporting remain areas for improvement. Strengthening goal-setting and accountability processes will be a priority in 2026 as we build a more effective and scalable operation.

CULTURE, VALUES AND ETHICAL PRACTICE

Our values — Integrity, Unity and Impact — are not statements on paper; they are embedded in how we work.

This year we saw:

Values consistently integrated into work plans and appraisals
Continued focus on anti-racism and power-conscious leadership
Strong collaboration between UK and Ghana teams
Intentional investment in team connection, reflection and learning

We have continued to prioritise inclusive practice, shared leadership and psychological safety across our global team. Plans to develop a “legitimate power” policy in 2026 will further strengthen clarity and accountability around decision-making and authority.

LOOKING AHEAD

In 2026, our focus will include:

Strengthening strategic financial management capacity
Embedding clearer goal-setting and reporting systems
Continuing to build governance strength
Ensuring Rise Up launches with robust operational and safeguarding foundations
Maintaining disciplined risk management as we pursue transformational growth

We remain committed to doing the right thing — especially when it is not the easiest path — and to building an organisation that earns trust not only through its mission, but through the quality and integrity of its operations.

AFRIKIDS UK | ANNUAL REPORT 2025

LOOKING FORWARD TO 2026

2026 will mark both the culmination of our 1 Million Smiles strategy and the beginning of AfriKids’ next chapter.

We will complete major five-year programmes delivered under our 1 Million Smiles strategy, while beginning a two-year pilot of our new flagship programme, Rise Up. Together, these strands allow us to consolidate the impact communities have led through 1 Million Smiles while bringing the experience and learning from that work into the model that will shape our future.

COMPLETING 1 MILLION SMILES

Over the past five years, 1 Million Smiles has delivered transformational impact for children across education, child protection, health and livelihoods in 60 communities. As these major programmes reach completion, our focus is on responsible exit that ensures communities are ready to sustain change while completing our final evaluations of impact and feeding this evidence and learning into our next phase of work.

Our approach has always been rooted in community ownership and motivation. From the outset, our programmes are designed to strengthen local leadership, build practical capability, and foster the motivation and social norms that support children’s rights, so that progress continues beyond our direct involvement.

LOOKING FOWARD

LAUNCHING YEAR ONE OF OUR RISE UP PILOT

In 2026, we will begin Year 1 of our two-year Rise Up pilot.

Rise Up represents a deliberate evolution in AfriKids’ work. It moves us from delivering multiple strong but separate interventions to testing and refining a focused, codified model designed for scalability. Rather than doing many things well, we are concentrating our energy on doing one thing exceptionally well and building the evidence, systems and partnerships required to take it further.

Rise Up is a focused, education-centred model that builds on the strengths of AfriKids and recognises communities as critical partners in ensuring every child’s right to a quality education. Drawing on more than two decades of locally-led practice, it reflects a clear insight: when communities come together with the right knowledge, motivation and practical tools, they can unlock significant improvements in learning outcomes for their children.

Rise Up builds on the “means, motive and opportunity” model we have developed through 1 Million Smiles and earlier programmes, while sharpening the logic of how change happens. Under Rise Up, AfriKids’ focus will be strengthening the means and motivation of caregivers and communities to prioritise children’s education. When these foundations are in place, communities themselves take action, working together with schools, families and local leaders to create more opportunities for children to learn, both in school and beyond the classroom.

A central focus of Rise Up is increasing the amount of time children spend actively and effectively learning. The pilot will test how community-led action can increase “time on task”, improve attendance and enrolment at the right age, strengthen learning support at home, and ultimately improve learning outcomes across all groups of children. This includes working with caregivers to strengthen their knowledge, confidence and practical ability to

prioritise children’s education; supporting community leaders and influencers to act as visible ambassadors and champions for learning; strengthening collaboration between schools and communities so that challenges affecting children’s education can be identified and solved together; and wider community-led engagement and campaigning to promote pro-learning attitudes and behaviours across the whole community.

Our next phase will see us doing more through collaboration and sector engagement. We will work alongside other NGOs, community representatives and stakeholders through communities of practice, shared advocacy and learning forums. We will also deepen our engagement with technical experts, education specialists and research organisations to ensure robust programme design and independent assessment of impact and cost-effectiveness. We are especially grateful to our community of partners on the pilot including Global Fund for Children, Postcode Lottery players, mc2h Foundation and a number of individual donors, whose early support and shared belief in the power of communities has helped bring this important work to life.

Community ownership will go even deeper. More than 100 local volunteers will be trained as change agents to lead delivery through Guardian Learning Circles and wider community action. This volunteer-led approach builds on AfriKids’ long-standing community mobilisation work and is central to how we are adapting Rise Up to be scalable, strengthening local leadership while maintaining quality and safeguarding standards.

Advocacy will also be an explicit strand of the pilot. Alongside delivery, we will engage district and national stakeholders, share learning on what high-quality community-led education development looks like, and contribute to wider adoption and adaptation where the model proves effective.

Year 1 will therefore be focused, disciplined and evidence-driven. The emphasis is on proving and improving before expanding further.

AFRIKIDS UK | ANNUAL REPORT 2025

LOOKING FOWARD

STRENGTHENING THE FOUNDATIONS FOR RESPONSIBLE GROWTH

Alongside programme delivery, we will continue strengthening our operations and organisational capacity to grow responsibly.

This includes building more resilient and diversified income, deepening high-value partnerships, and ensuring that decisions about growth are guided by clearer insight into return on investment and value for money. We will strengthen financial management capacity, embed clearer goal-setting and accountability across the organisation, and continue improving digital systems and data integrity so that scale does not compromise quality.

Our ambition is not simply to do more. It is to build a distinctive, evidence-proven and locally-led model that can endure, adapt and reach far more children over time.

GOVERNANCE

DEFINITIONS

AfriKids Limited / AfriKids Ltd. /AfriKids UK

The charity registered in England and Wales that fundraises for and supports AfriKids Ghana, and the organisation which this document reviews.

AfriKids Ghana

An independent Ghanaian Non-Governmental Organisation which delivers child rights and community development projects in Ghana.

AfriKids

The partnership between AfriKids UK and AfriKids Ghana - used generally to refer to our collective efforts.

Audit, Risk and Assurance Committee (ARAC)

The Audit, Risk and Assurance Committee is a subcommittee of the UK Board of Trustees of AfriKids UK. ARAC support the Board and the AfriKids UK Chief Executive in their responsibilities for ensuring the adequacy of risk management, internal controls and governance arrangements and that AfriKids’ funds are used efficiently and effectively according to the Charity’s vision and mission. The Committee will continually review the comprehensiveness of assurances for the Board and CEO and review the reliability and integrity of those assurances.

Structure

AfriKids Limited. is a company limited by guarantee and a charity registered in England and Wales with the Charity Commission. It is governed by Articles of Association. AfriKids Limited. was incorporated on the 17 February 2011 and gained charitable status on the 24 March 2011. AfriKids was previously registered as a charitable trust (Registered Charity Number 1093624, registered 30 August 2002), though the trust was dissolved following incorporation of the Charity as a limited company. “AfriKids” generally refers to the partnership between AfriKids Limited (AfriKids UK) and AfriKids Ghana, two legally independent organisations, run by different management teams and governed by different boards of Trustees, but who work in very close partnership towards a shared mission. AfriKids UK, (now AfriKids Limited.) was registered as a UK charity in 2002 to support a number of small, locally-run projects in northern Ghana. In 2005, this relationship was formalised with the establishment of AfriKids Ghana, an independent NGO registered in Ghana which manages all of the projects that AfriKids supports.

AFRIKIDS UK | ANNUAL REPORT 2025

GOVERNANCE

Trustees

The directors of the charitable company are its Trustees for the purpose of Charity Law and the members of the company limited by guarantee. Throughout this report they are collectively referred to as the Trustees.

The following individuals served as Trustees during the period:

Jason Haines | Chair (retired 28 July 2025) Sally Vivyan | Chair (appointed 28 July 2025) Georgie Fienberg | Founder and Trustee Karim Dhalla | Treasurer Keith Stone | Trustee Olivia Jenkins | Trustee Sandra Scheerer | Trustee Dieudonnee Yakubu Ogede | Trustee Richard Pickard | Trustee (appointed 28 July 2025) Avril Kudzi | Trustee (appointed 28 July 2025) Leonora Dowley | Trustee (appointed 28 July 2025) The Trustees meet at least once per quarter to review the activities and direction of the Charity. The day-to-day running of the Charity is delegated to the Chief Executive Officer, who manages a staff team. Individual Trustees maintain an active interest and participation in many of the Charity’s activities, which is an important part of ensuring the direction and spirit of the Charity stays true to its original vision, aims and objectives. Recruitment and appointment of new Trustees Trustees are appointed through public recruitment, and are recruited up to a maximum of three terms. Each term is three years. An exception applies to Georgie Fienberg who, as the founder of the charity, may remain on the Board beyond the standard term limit subject to annual review and approval by members at the AGM. Related Parties Details of transactions with related parties are given in note 16 to these accounts. Pay policy for senior staff All staff are paid in accordance with a salary scale which is reviewed each year. Benchmarking is performed every five years. Risk Management The Trustees and the Audit, Risk and Assurance Committee (ARAC) regularly review the risks the Charity faces, and are satisfied that adequate systems are in place to mitigate the Charity’s exposure to major risks where possible. Cashflow risk is mitigated by reviewing the funding pipeline for the financial year; monthly review by the management team and quarterly by the Board. AfriKids’ Organisational Risk Register is updated and reviewed by the Board of Trustees and the Audit, Risk and Assurance Committee. It is available for public distribution on request. Public Benefit AfriKids Limited. gives regard to the Charity Commission’s guidance on public benefit. AfriKids Limited’s public benefit is experienced mainly in northern Ghana, aiming to reach more than 100,000 people every year, and many more who should benefit from the indirect impact of these interventions.

STATEMENT ' OF TRUSTEES RESPONSIBILITIES

that disclose, with reasonable accuracy at any time, the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees (who are also directors of AfriKids for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for the year. In preparing these financial statements, the Trustees are required to:

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

In so far as the Trustees are aware at the time of approving our Trustees’ Annual Report:

select suitable accounting policies and apply them consistently; observe the methods and principles in the Charities SORP;
make judgements and estimates that are reasonable & prudent;
state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements;
prepare the financial statements on the going concern basis, unless it is inappropriate to presume that the charitable company will continue in operation.
there is no relevant information, being information needed by the auditor in connection with preparing their report, of which the group’s auditor is unaware, and
the Trustees, having made enquiries of fellow directors and the company’s auditor that they ought to have individually taken, have each taken all steps that he/she is obliged to take as a Director in order to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.
The Trustees are responsible for keeping proper accounting records

This report was approved by the Board of Trustees of AfriKids Limited., as signed and dated below.

Sally Vivyan

Chair, Board of Trustees, AfriKids Limited.

09/06/2026

Karim Dhalla Treasurer, Board of Trustees, AfriKids Limited.

09/06/2026

AFRIKIDS UK | ANNUAL REPORT 2025

INDEPENDENT ’ AUDITORS REPORT TO THE TRUSTEES

Opinion

We have audited the financial statements of AfriKids Limited (the ‘charitable company’) for the year ended 31 December 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and Notes to the Financial Statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

give a true and fair view of the state of the charitable company’s affairs as of 31 December 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’; and
have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors’ responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.

Other information

The Trustees are responsible for the other information. The other information comprises the information the Annual Report, other than the financial statements and our Report of the Auditors thereon.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

the information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and
the Report of the Trustees have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees.

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

adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and returns; or
certain disclosures of Trustees’ remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit.
The Trustees were not entitled to take advantage of the small

INDEPENDENT AUDITORS ' REPORT TO THE TRUSTEES

companies’ exemption from the requirements to prepare a Strategic Report or in preparing the Report of the Trustees.

Responsibilities of trustees

As explained more fully in the Statement of Trustees’ Responsibilities, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditors’ responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

results of our enquiries of management about their own identification and assessment of the risks of irregularities;
any matters we identified having obtained and reviewed the entities’ documentation of their policies and procedures relating to:

statements. The key laws and regulations we considered in this context included the UK Companies Act and local tax legislation. In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which may be fundamental to the entities’ ability to operate or to avoid a material penalty.

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

Use of our report

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

Mir Seyed Mokhtassi BSc FCA CTA (Senior Statutory Auditor) for and on behalf of Sterling Partners Limited

Chartered Accountants Statutory Auditors 2nd Floor, Grove House 774-780 Wilmslow Road Didsbury Manchester Greater Manchester M20 2DR

09/06/2026 Date:

identifying, evaluating and complying with laws and regulations and whether they were aware of any instances of noncompliance;
detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected or alleged fraud;
the internal controls established to mitigate risks of fraud or non-compliance with laws and regulations;
the matters discussed among the audit engagement team regarding how and where fraud might occur in the financial statements and any potential indicators of fraud.

As a result of these procedures, we considered the opportunities and incentives that may exist within the organisation for fraud and identified the greatest potential for fraud in relation to revenue recognition. In common with all audits under ISAs (UK), we are also required to perform specific procedures to respond to the risk of management override.

We also obtained an understanding of the legal and regulatory frameworks that the entity operates in, focusing on provisions of those laws and regulations that had a direct effect on the determination of material amounts and disclosures in the financial

AFRIKIDS UK | ANNUAL REPORT 2025

STATEMENT OF FINANCIAL ACTIVITIES

(incorporating the Income and Expenditure Account) for the year to 31 December 2025

Note INCOME Donations and legacies 2 Investment Income 3 Other Income 4 Total Income EXPENDITURE Charitable Activities 5 Cost of Fundraising 6 Total Expenditure Net Income/(expenditure) before transfers Gross transfers between funds 13 Net income / (expenditure in the year and net movement in funds for the year 9 Total funds brought forward Total funds carried forward 13	Unrestricted Funds 2025 Restricted Funds 2025 Total Funds 2025 Unrestricted Funds 2024 Restricted Funds 2024 Total Funds 2024 £ £ £ £ £ £ 1,313,733 259,974 1,573,707 1,060,702 478,463 1,539,165 5,273 - 5,273 5,565 - 5,565 16,681 - 16,681 11,019 - 11,019
	1,335,687 259,974 1,595,661 1,077,286 478,463 1,555,749
	851,618 376,897 1,228,515 763,889 374,537 1,138,426 401,578 - 401,578 368,903 - 368,903
	1,253,196 376,897 1,630,093 1,132,792 374,537 1,507,329
	82,491 (116,923) (34,432) (55,506) 103,926 48,420 87,317 (87,317) - - - -
	169,808 (204,240) (34,432) (55,506) 103,926 48,420
	472,272 258,133 730,405 527,778 154,207 681,985
	642,080 53,893 695,973 472,272 258,133 730,405

All transactions are derived from continuing activities. All recognised gains and losses are included in the Statement of Financial Activities.

BALANCE SHEET

As at 31 December 2025

Note FIXED ASSETS Tangible Assets 10 TOTAL FIXED ASSETS CURRENT ASSETS Debtors 11 Cash at bank and in hand TOTAL CURRENT ASSETS CURRENT LIABILITIES Creditors: amounts falling due within one year 12 NET CURRENT ASSETS TOTAL ASSETS LESS CURRENT LIABILITIES THE FUNDS OF THE CHARITY Restricted Funds Unrestricted Funds TOTAL FUNDS 13,14	2025 2024 £ £ 5,310 5,740
	5,310 5,740
	19,850 67,632 691,572 671,152
	711,422 738,784
	(20,759) (14,120)
	690,663 724,664
	695,973 730,405
	53,893 258,133 642,080 472,272
	695,973 730,405

These financial statements have been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006 and with the Financial Reporting Standard 102 SORP (effective) January 2019.

Approved by the Board on: 09/06/2026

and signed on their behalf by:

Sally Vivyan Chair, Board of Trustees, AfriKids Limited.

Karim Dhalla Treasurer, Board of Trustees, AfriKids Limited.

AFRIKIDS UK | ANNUAL REPORT 2025

STATEMENT OF CASH FLOWS

for the year to 31 December 2025

Note CASH FLOWS FROM OPERATING ACTIVITIES: Net cash provided by operating activities 19 CASH FLOWS FROM INVESTING ACTIVITIES: Interest Income Purchase / Disposal of tangible fxed assets	2025 2024 £ £
	16,045 40,295
	5,273 5,565 (898) 17,041
Net cash provided by (used in) investing activities	4,375 22,606
Increase (decrease) in cash and cash equivalents in the year Cash and cash equivalents at the beginning of the reporting period	20,420 62,901 671,152 608,251
Cash and cash equivalents at the end of the reporting period	691,572 671,152

NOTES TO THE ACCOUNTS

for the year ending 31 December 2025

1. Principle accounting policies

��

(a) Basis of accounting and preparation

The charity constitutes a public benefit entity as defined by FRS 102. The financial statements comply and have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The financial statements are presented in sterling (£) which is also the functional currency for the company.

The financial statements are prepared under the historical cost convention, modified to include certain items at fair value.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

The address of the principal office is given on the information on page 1 of these financial statements. The nature of the charity’s operations and principal activities are set out on pg2.

(b) Going Concern

The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure are sufficient with the level of reserves for the charity to be able to continue as a going concern.

(c) Reconciliation with previous Generally Accepted Accounting Practice

In preparing the accounts, the trustees have considered whether in applying the accounting policies required by FRS102 and the Charities SORP FRS 102 a restatement of comparative items was needed. No restatements were required. The transition date was 1 January 2015.

The transition to FRS 102 has had no impact on the fund balances.

(d) Incoming resources

All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably, and it is probable that the income will be received.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained, then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity, and it is probable that they will be fulfilled.

AFRIKIDS UK | ANNUAL REPORT 2025

NOTES TO THE ACCOUNTS

(e) Resources expended	Expenditure is recognised on an accruals basis as a liability is incurred and includes any VAT
	which cannot be recovered by the charity.
	(i) Expenditure on Charitable activities comprises those costs incurred on projects undertaken
	in pursuance of the charitable aims of the company.
	(ii) Fund raising incorporates the salaries, direct expenditure and overhead costs of the staff
	who undertake fundraising work.
	(iii) Governance costs are those costs incurred in the management of the charity’s assets,
	organisation and compliance functions.
	(iv) Support costs are those costs incurred by the company in support of its main charitable
	activities and projects. Where costs cannot be directly attributed, they have been allocated to
	activities on a basis consistent with the use of resources.
	(v) The value of services provided by volunteers has not been included in these accounts.
(f) Fund accounting	(i) Unrestricted funds are available for use at the discretion of the trustees in furtherance of
	the general objectives of the charity.
	(ii) Restricted funds are subject to specifc conditions imposed by the donor as to how they
	may be used.
(g) Tangible fxed assets and depreciation	Tangible fxed assets costing over £500 (including any incidental expenses of acquisition)
	are capitalised. Depreciation is provided at rates calculated to write off the cost on a reducing
	balance basis over their expected useful economic life. The rate of depreciation is 20% per
	annum for all assets.
(h) Cash at bank and in-hand	Cash at bank and cash in hand includes cash and short term highly liquid investments with a
	short maturity of three months or less from the date of acquisition or opening of the deposit
	or similar account.
(i) Foreign currency	Foreign currency is purchased in on a monthly basis for electronic transfer to Ghana, valued
	at the spot rate. Forward contracts may also be taken out where the exchange rate is
	favourable, and these are drawn down over the course of the fnancial year at the contract
	rate such that all funds are completely drawn down by the end of the year.
(j) Debtors and creditors receivable /	Debtors and creditors with no stated interest rate and receivable or payable within one year
payable within one year	are recorded at transaction price. Any losses arising from impairment are recognised in
	expenditure.
(k) Creditors and provisions	Creditors and provisions are recognised where the charity has a present obligation resulting
	from a past event that will probably result in the transfer of funds to a third party and the
	amount due to settle the obligation can be measured or estimated reliably. Creditors and
	provisions are normally recognised at their settlement amount after allowing for any trade
	discounts due.
(l) Operating leases	Rentals applicable to operating leases are charged to the SOFA over the period in which the
	cost is incurred.
(m) Taxation	The company is a registered charity and is therefore entitled to the exemptions from
	corporation tax afforded by section 505 of the Income and Corporation Taxes Act 1988.
	Accordingly, there is no corporation tax charge in these fnancial statements.
(n) Judgements and key sources of	Accounting estimates and judgements are continually evaluated and are based on historical
estimation uncertainty	experience and other factors, including expectations of future events that are believed to be
	reasonable under the circumstances.
	The following judgements (apart from those involving estimates) have been made in the
	process of applying the above accounting policies that have had the most signifcant effect
	on amounts recognised in the fnancial statements:

NOTES TO THE ACCOUNTS

Useful economic lives of tangible assets

The annual depreciation charge for tangible assets is sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are re-assessed annually. They are amended when necessary to reflect current estimates, based on technological advancement, future investments, economic utilisation and the physical condition of the assets. See note 10 for the carrying amount of the tangible fixed assets, and note 1(g) for the useful economic lives for each class of assets.

Pro bono and Gifts in Kind

Where possible the donor of the service is asked to provide details of the rate that they would charge for the service provided to the charity free of charge. Where this information is not provided, the estimated market rate based on other providers of this service is used.

There are no key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year.

2. Voluntary income

Grants Donations	2025 2024 £ £ 955,571 1,020,585 618,136 518,580
	1,573,707 1,539,165

Total voluntary income for the year was £1,595,661 (2024: £1,539,165) of which £259,974 (2024: £478,463) was restricted and £1,335,687 (2024: £1,077,286) was unrestricted.

Gifts in Kind

Fundraising & Marketing services Donations to Partner in Ghana Goods & Services	2025 2024 £ £ 11,274 7,158 34,149 14,519 12,785 3,500
	58,207 25,177

Government funding

No government funding was received in 2025 (2024: £nil)

3. Investment income

4. Other income

5. Charitable activities cost

All of the charity’s investment income of £5,273 (2024: £5,565) arises from money held in interest bearing deposit accounts and was unrestricted (2024 - unrestricted).

The Let’s Read project run by a group of schoolteachers in the UK raises funds to send to Northern Ghana that are managed through AfriKids Ghana. Funds raised in 2025 amounted to £13,863 (2024: £9,889)

Staff costs Grants to AfriKids Ghana Direct programme spend in the UK Gifts in Kind Monitoring & evaluation expenses Support costs (see note 7) Governance costs (see note 7)	2025 2024 £ £ 42,996 84,466 1,047,561 934,667 14,395 5,134 35,576 15,351 39,823 27,263 32,979 55,280 15,186 16,266
	1,228,515 1,138,426

AFRIKIDS UK | ANNUAL REPORT 2025

NOTES TO THE ACCOUNTS

Spend on charitable activities by service area;

Education Child Protection Health Governance cost (see note 7)	2025 2024 £ £ 679,464 690,128 436,799 392,756 97,066 39,276 15,186 16,266
	1,228,515 1,138,426

Total expenditure on charitable activities was £1,228,515 (2024: £1,138,426) of which £376,897 (2024: £367,009) was restricted and £851,618 (2024: £771,417) was unrestricted.

6. Fundraising costs

Staff costs Gifts in Kind Direct costs Support costs (see note 7)	2025 2024 £ £ 198,222 201,222 11,274 7,158 40,044 28,831 152,039 131,692
	401,578 368,903

Total expenditure on fundraising was £401,578 (2024: £368,903) of which all was unrestricted (2024: all unrestricted)

7. Support costs

Support costs are those that are incurred by the charity in support of, but cannot be directly attributed to, its main activities. AfriKids remains a small charity with minimal overheads and as such the support costs consist of only two broad elements; general office costs, and management staff time that cannot be directly attributed to direct charitable activities or fundraising. These costs have then been allocated across fundraising and charitable activities based on the staff time spent on each of these two areas. Governance costs are all attributed to charitable activities.

Spend on charitable activities by service area;

Staff costs Premises costs Financial management Gifts in Kind Other support costs Total support costs (excl. governance) Governance - staff costs Governance - Gifts in Kind Governance - other costs Total Governance	Charitable activities Cost of fundraising Total support costs Total 2024 £ £ £ £ 18,454 85,078 103,532 63,680 54 250 304 38,401 5,371 24,759 30,130 38,114 826 3,810 4,636 626 8,273 38,142 46,416 46,152
	32,979 152,039 185,018 186,973 4,302 - 4,302 6,420 143 - 143 63 10,741 - 10,741 9,783
	15,186 - 15,186 16,266
Total support costs	48,165 152,039 200,204 203,239

NOTES TO THE ACCOUNTS

8. Total staff costs

Wages & salaries Social security costs Pension plan contributions Avg. number of employees during the year was:	2025 2024 £ £ 307,368 300,912 28,426 24,147 13,258 30,729
	349,052 355,788
	7 6

1 member of staff received emoluments of over £60,000 (2024: 1).

The key management personnel of the charity, comprise the trustees and the Chief Executive Officer. The total employee benefits of the key management personnel of the charity were £86,048 (2024: £132,722), comprising gross salary of £69,426, employer pension contributions and employer National Insurance contributions.

9. Net income (expenditure) for the year

		2025	2024
		£	£
This is stated after charging
Depreciation		1,327	612
Auditors’ Remuneration	2024	300	6,510
	2025	7,110	-
Payments under operating leases		-	26,847

Prepayments and accrued income Other debtors (Incl. Gift Aid) Cost At January 1 2025 Additions in year Disposals in year At 31 December 2025 Depreciation At January 1 2025 Charge for the period Disposals in year At 31 December 2025 Net Book Value At 31 December 2025 At December 31 2024 r	2025 2024 £ £ 3,554 2,765 16,296 64,867 Computers & Ofce Equipment £ 7,286 898 - 8,184 1,546 1,327 - 2,873 5,310 5,740
	19,850 67,850

10. Fixed assets

11. Debtors: amounts falling due within one year

AFRIKIDS UK | ANNUAL REPORT 2025

NOTES TO THE ACCOUNTS

12. Creditors: amounts falling due within one year

12. Creditors: amounts falling due within o 13. Movement in funds Restricted Funds: AFMC Child Protection Education GAS Partnership KNAP Operation Mango Tree Play++ Transforming Futures Operation Smiles UK Support Costs Let’s Read Rise Up FLiSP Total Restricted Funds Total Unrestricted Funds TOTAL FUNDS	2025 2024 £ £ Trade creditors 3,571 4,328 Accruals & other current liabilities 17,188 9,792 20,759 14,120 ne year At 1 January 2025 Income Expenditure Transfers in / (out) At 31 December 2025 £ £ £ £ £ 700 - - (700) - 2,413 94,762 (105,439) 8,264 - 197,656 118,695 (231,699) (40,852) 43,800 132 - - (132) - (1) 1 - - - 116 - (115) (1) - 9,089 - - (9,089) - 279 - (279) - - 8,264 - - (8,264) - (1,265) - - 1,265 - 2,942 10,921 (3,770) - 10,093 37,808 - - (37,808) - - 35,595 (35,595) - -	2025 2024 £ £ 3,571 4,328 17,188 9,792
		20,759 14,120
	258,133 259,974 (376,897) (87,317) 53,893
	472,272 1,335,687 (1,253,196) 87,317 642,080
	730,405 1,595,661 (1,630,093) - 695,973

The Trustees Report explains under Activities and Achievements in 2025 the nature of the programme work carried out on each of the funds listed above with 2 exceptions.

The Ghana Programme Management and Support fund relates to funds that must be spent on the AfriKids Ghana programme with the exact use at the discretion of the Board of AfriKids Ghana.

The UK support costs fund represents the restricted income received by AfriKids to be spent by / on the UK staff team in supporting the programmes of AfriKids Ghana to which the restricted funds listed above relate.

The transfer between funds relates to the funds received for use on either of these projects and initially split evenly, but with one project requiring more funding than the other we have moved the funds to reflect that need.

In the Trustees’ opinion, there are sufficient resources held to enable each fund to be applied in accordance with the restrictions imposed by donors.

Fixed Assets Current Assets Current Liabilities	Unrestricted Funds Restricted Funds Total Funds £ £ £ 5,310 - 5,310 657,529 53,893 711,422 (20,759) - (20,759)
	642,080 53,893 695,973

14. Analysis of net assets between funds

NOTES TO THE ACCOUNTS

15. Related parties

AfriKids Limited works closely with AfriKids Ghana, a separate company registered in Ghana. The relationship manifests itself in two distinct areas; directly funding programmes and building staff capacity to enable AfriKids Ghana to continue to deliver the highest quality programmes. During the year AfriKids Limited granted £1,047,561 (2024: £934,665) to AfriKids Ghana.

During the year AfriKids Limited received donations from trustees and their related parties totalling £36,351 (2024: £41,924).

16. Trustees’ remuneration and expenses

The charity did not pay to its trustees any remuneration or reimbursement of expenses during the year.

17. Operating lease commitments

None

None
Less than one year Between two and fve years	2025 2024 £ £ - - - -
	- -

18. Company limited by guarantee

AfriKids is a company limited by guarantee and therefore has no share capital. The liability of the guarantors, who are the members, is limited to £10 each.

19. Reconciliation of net movement in funds to net cash flow from operating activities

Net movement in funds Add back depreciation charge Loss on disposal of fxed assets Deduct interested Income shown in investing activities Decrease (increase) in debtors Increase (decrease) in creditors Net cash used in operating activities	2025 2024 £ £ (34,432) 48,420 1,327 612 - (13,574) (5,273) (5,565) 47,782 6,530 6,640 (2,058)
	16,045 34,365

AFRIKIDS UK | ANNUAL REPORT 2025

ACKNOWLEDGEMENTS

Thank you to everyone who powered change with communities and AfriKids in 2025. Your support is driving real progress for children across northern Ghana - and we’re just getting started.

WITH SPECIAL THANKS TO THE FOLLOWING INDIVIDUALS:

Michael Adjaye Charles Ashie Richard Avery Roy Bailey Emily Barker & Kees van Duyn Frances Bones Michael and Stella Carroll Baroness Lynda Chalker of Wallasey Cohen Family Tim Conduit Prof. Susan Corby James Dawson Karim Dhalla Leonora Dowley Gill Dunn Farbod Farzaneh Fienberg Family Marilynne and Michael Fienberg Brian Hagger Jason Haines

Hay Family John and Catherine Hickman Joan Hill Fiona Humphrey Catherine Husted Olivia Jenkins Johnnie Johnson John Kemp Avril Kudzi Paul and Diana Leonard Matthews Family Richard Mayson Zoe Mayson Middleton Family Megan Morgan Luke Muchamore Janice O’Neill Thomas Pang Richard Pickard Jim and Tessa Rice

Sir Paul and Lady Ruddock Matthias Russwurm Jude Saldanha June Sarpong OBE Sandra Scheerer Tim and Di Sewell Michael and Kate Sneddon Spencer Family Sue Spillane Keith Stone Sweeney Family Keith Theodore Andy Thornton Andy Townend Sally Vivyan John Ward John Wotton Didi Yakubu Ogede

AND ORGANISATIONS...

Allan and Nesta Ferguson Charitable Trust Lansdowne European Long Only Master Fund Limited Charles Hayward Foundation mc2h Foundation Christian Louboutin Medicor Foundation CITAC Africa Ltd Oakdale Trust EA Foundation Olu Olu Foods

Educational Opportunity Foundation Pacha Soap Co. Elba Hope Foundation People’s Postcode Lottery Exceptional Leadership Technology Ltd. Sommer Trust Future Business Partnership Souter Charitable Trust Global Giving The Austin Bailey Foundation HandSpark Charitable Trust

The Chalk Cliff Trust Iyanu Foundation The Coles-Medlock Foundation James Ball Consulting Limited The EQ Foundation JPMorganChase The Margaret McEwen Trust Kent Family Foundation Zochonis Charitable Trust

WE WERE ALSO PROUD TO PARTNER WITH THE FOLLOWING INDIVIDUALS AND ORGANISATIONS IN GHANA.

Key individuals:

Prof. Apusigah Agnes Justice Agyei-Quartey Ms Mercy Babachuweh Dr. Abdul Razak Dokurugu Chirakizm Comfort Pagadagah Ibrahim Tanko Amidu Bob Tater

Key organisations:

Associates for Change BookAid International CK Tedam University Comic Relief/Star Ghana Complementary Education Agency (CEA) Department for Social Welfare District/Municipal Assemblies for Mamprugu Moagduri, Builsa South & Binduri Ghana Education Service Ghana Health Service

Gower Street KGL Foundation Ministry of Gender, Children & Social Protection (MoGSCP) ORGIIS Ghana Participatory Development Alliance Right to Play Sabre Education University for Development Studies VVOB Education for Development West Africa Civil Society Institute

IN LOVING MEMORY OF JOAN HILL

A long-standing supporter and friend of AfriKids. Her legacy gift will continue her commitment to supporting the children and communities in northern Ghana. It will go a long way in powering the next generation - keeping children in school, giving them the chance to learn today, and lead tomorrow. Thank you to Joan and her family for their support.

AFRIKIDS UK HEAD OFFICE

124 City Road, London, EC1V 2NX +44 (0) 207 269 0740 Registered charity in England and Wales: 1141028

ABOUT AFRIKIDS

instagram.com/afrikids facebook.com/afrikids info@afrikids.org

AfriKids is a partnership between a UK charity and an independent Ghanaian NGO, working together to deliver award-winning, locally-led programmes that support communities in northern Ghana to ensure their children’s rights - helping them to thrive now, and as the leaders of tomorrow.

www.afrikids.org

Directors and Trustees

Chief Executive Officer

Company Number

Registered Office

Auditors

Bankers

CONTENTS

Annual Review

Audited Financial Accounts

REFLECTIONS FROM THE CHAIR OF THE BOARD

Warmly,

Sally Vivyan Chair of the Board, AfriKids UK

IN CONVERSATION ' WITH AFRIKIDS LEADERSHIP

How has 2025 been for AfriKids?

' Q & A WITH AFRIKIDS INTERNATIONAL LEADERSHIP TEAM

What impact did you see from AfriKids’ work in 2025?

What challenges affected your work this year?

What has this year taught you as leaders?

It has also reinforced the importance of speaking truth to power.

What would you say to AfriKids’ community of partners and supporters?

WHAT YOU MADE POSSIBLE

AND IT’S DRIVING REAL CHANGE...

2.5X MORE

ALMOST DOUBLE

3.5X MORE

4-IN-5

ALMOST 4X MORE

OVER 1/3[RD]

HIGHLIGHTS OF 2025

LITERACY AND NUMERACY : REAL PROGRESS , . REAL CHANGE

NUMERACY IS RISING EVEN FASTER

LITERACY HAS MORE THAN DOUBLED

WHAT DOES THIS TELL US?

HOW DO STUDENTS IN AFRIKIDS-SUPPORTED SCHOOLS COMPARE?

WITH THE RIGHT SUPPORT, CHILDREN AREN’T JUST STAYING IN SCHOOL - THEY’RE LEARNING , THRIVING , AND EXCEEDING EXPECTATIONS .

INCOME AND EXPENDITURE SUMMARY

INCOME

TOTAL £1,595,661

EXPENDITURE

TOTAL £1,630,093

PROGRAMMES : UNLOCKING THE POWER OF COMMUNITIES

ENSURING MEANS

As a result, 1 in 4 children are out of school, and half of women and girls have never set foot inside a classroom.

In communities across northern Ghana, thousands of families face challenges that keep their children out of school.

MEET ESTHER

HOPE GROWS HERE

THIS YEAR, 60% MORE WOMEN WERE TRAINED IN CLIMATE SMART AGRICULTURE AND GOOD AGRONOMIC PRACTICES...

MEET RABBI

PARTNERING TO IMPROVE SCHOOLS AND LEARNING

Supporting children also meant strengthening the schools they attend.

CHAMPIONING CHILD PROTECTION

Communities themselves have also become powerful protectors of children’s education.

SUPPORTING CHILDREN TO STAY IN SCHOOL

Removing practical barriers to education was another critical part of our work this year.

BUILDING MOTIVE

While public education in Ghana is now free and widely accessible, many children still face social, cultural and practical barriers that prevent them from thriving in school.

STRENGTHENING SCHOOLS

ENGAGING

COMMUNITIES

WORKING WITH

GOVERNMENT AGENCIES

DRIVING SCHOOL ATTENDANCE THROUGH BACK-TO-SCHOOL CAMPAIGNS

REACHING FAMILIES WHERE THEY ARE

SCHOOL OPEN DAYS : A CELEBRATION OF LEARNING

COMMUNITIES STANDING UP FOR GIRLS ' EDUCATION

CREATING OPPORTUNITY

HELPING COMMUNITIES DRIVE AND DEMAND CHANGE TO IMPROVE THE QUALITY OF EDUCATION

We help create lasting change by strengthening the quality of services delivered by government agencies, including the Ghana Education Service, Department of Social Welfare, and Ghana Health Service, so that those responsible for children are better equipped to maximise their impact.

PARENT–TEACHER ASSOCIATIONS LEARNING FROM EACH OTHER

This year, a new approach to strengthening Parent Teacher Associations (PTAs) placed learning directly in the hands of communities themselves.

STRENGTHENING SAFEGUARDING SYSTEMS

LEARNING AND LEADERSHIP ACROSS COMMUNITIES

CHIEF OF LOAGRI

WHAT IS KAYAYE ?

HOW WE FUNDRAISE

OUR COMMITTED FUNDERS AND PARTNERS

We continue to benefit from a loyal and committed base of individual supporters whose contributions underpin our mission to ensure every child is safe, in school, and learning.

COST-EFFECTIVENESS AND SUSTAINABILITY

GLOBAL FUNDRAISING