2024-12-31-accounts

WAGGGS is the largest voluntary movement dedicated to empowering girls and young women in the world.

TRUSTEES’ ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER

World Bureau, Olave Centre 12c Lyndhurst Road, London NW3 5PQ United Kingdom

[phone] is Boon bX [e-mail] @wagggsworld wagggs.org

Registered Charity No. 1159255 (England & Wales) Design and production ingeniousdesign.co.uk

WORLD ASSOCIATION OF GIRL GUIDES AND GIRL SCOUTS A Charitable Incorporated Organisation CIO Number: 1159255

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26 58 02 Supporting Trustees, Our Purpose Member Officers and Organisations Professional 04 Advisors

04 Chair’s Message

42 A Sustainable 60 WAGGGS

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Statement of Trustees’ Responsibilities

WAGGGS’ Performance in 2024

48 Financial Review

62 52 08 Independent Key Achievements 2024 Auditor’s from 2024 Acknowledgements Report

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Structure, A United and Governance and Connected GirlManagement and Young Women -Led Movement

The World Association of Girl Guides and Girl Scouts (WAGGGS) is the world’s largest voluntary movement dedicated to empowering girls and young women in the world.

OUR VISION IS

An equal world where all girls can thrive. By 2032, we will be a girl-led Movement where every and any girl feels confident to lead and empowered to create a better world together.

OUR MISSION IS

To enable girls and young women to develop their fullest potential as responsible citizens of the world.

In 2024, the World Association of Girl Guides and Girl Scouts brought together Member Organisations from 153 countries and territoriesrepresenting a unified , Movement of 11.2 million girls and young women worldwide.

Through Girl Guiding and Girl Scouting, girls and young women gain the confidence and resilience to lead – today and in the future. Our nonformal education method lies at the heart of this experience, creating a space where young people are empowered to take the lead and make their own choices.

In 2024, we were supported by over 450 volunteers from 70 Member Organisations, alongside 121 staff members – including employees, consultants and interns – across 29 countries and territories. Together, they make up the WAGGGS Global Team.

We are proud of the global Movement, our dedicated volunteers, and supporters who make the Girl Guiding and Girl Scouting experience possible for millions of girls and young women around the world.

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CHAIR’S MESSAGE I WAGGGS ANNUAL REPORT 2024

CHAIR’S MESSAGE

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Candela
González
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I am pleased to present this decision marked an important year’s Annual Report highlighting step towards securing WAGGGS’ the impact WAGGGS has made long-term financial health and in 2024. deepened our shared commitment to accountability and sustainability.

Throughout the year, our global Movement demonstrated focus, resilience and unity. Member Organisations across all regions led with dedication, delivering change for girls and young women through impactful programmes, strengthened advocacy and continued investment in leadership development.

Throughout the year, we supported Member Organisations in delivering meaningful initiatives. From climate action and gender equality advocacy to capacitybuilding events and innovative STEM programmes, the strength of the Movement lies in the commitment and creativity of its Members. Initiatives like the Juliette Low Seminar and regional training opportunities brought together young leaders from across the globe, equipping them with critical leadership skills and global connections that will shape their future and ours.

A key milestone in 2024 was the Extraordinary General Meeting, held virtually in September, where

83[%]

of Member Organisations came together to approve an equitable, transparent and objective Membership Fee Model.

Financially, WAGGGS continues to strengthen its sustainability. Careful financial management, effective fundraising and strategic cost controls allowed us to

maintain a surplus in 2024 and begin reinvesting in the areas that matter most. This strong financial position ensures we can continue to respond to emerging needs while staying focused on our long-term goals.

This model was developed through broad consultation and ensures contributions reflect different countries’ economic situations, while supporting the delivery of our Global Strategy. This collective

On behalf of the World Board, I would like to thank all those who make this work possible. The commitment of our Member Organisations, volunteers, staff, partners and supporters continues to drive our Movement forward. Together, we are building a future where every girl and young woman is empowered to lead and shape the world around her.

It fills me with pride to serve as Chair of the World Board for an organisation that is stronger, more resilient and more relevant than ever. As we move confidently towards our centenary in 2028, we remain focused on the shared vision of an equal world where all girls can thrive.

Candela González

WAGGGS World Board Chair

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WAGGGS ANNUAL REPORT 2024 I WAGGGS’ PERFORMANCE IN 2024

WAGGGS’ PERFORMANCE IN 2024 I WAGGGS ANNUAL REPORT 2024

I WILL ALWAYS dd BE GRATEFUL TO WAGGGS FOR THE OPPORTUNITIES IT HAS GIVEN ME. IT WAS THROUGH WAGGGS THAT I TRULY DISCOVERED WHAT INTERPRETATION MEANS, AND EVERY . TIME I INTERPRET FOR WAGGGS, I’M REMINDED OF WHY I CHOSE THIS PATH. MY JOURNEY WITH WAGGGS HAS HELPED ME GROW IMMENSELY, BOTH PERSONALLY AND PROFESSIONALLY.”

Héloise, Belgium, Languages Service Team (LST) volunteer

close collaboration with Member Organisations, young women, volunteers and staff, the Strategy describes three outcomes:

In 2024, the Movement proudly achieved a reach of 11.2 million Members across 153 countries and territories. This membership exceeds pre-global pandemic levels and is a testament to our Members’ strength and resilience.

membership fees, we provided enriching experiences while also investing in long-term capacity and sustainability across the Movement.

This impact would not have • A united and connected, been possible without the girl-and young women-led unwavering commitment of our Movement volunteers. In 2024, hundreds of • Thriving, inclusive Member dedicated volunteers from across Organisations delivering a the world contributed their time, high-quality Girl Guiding expertise and passion to advance and Girl Scouting experience our work. We also welcomed • A sustainable WAGGGS around 300 new volunteers to our global pool. Together, they To bring this Strategy to life, supported the delivery of over we realigned our services and 35 initiatives, reaching thousands activities and adopted a three-year of girls and young women across rolling action plan. This will guide the Movement. our collective efforts, provide a framework for measuring progress The launch of our 2024–2029 and ensure that our Global Strategy Global Strategy marked a pivotal is embedded throughout the step forward. Developed in Movement.

Throughout the year, we continued to make meaningful progress in supporting our Member Organisations and expanding opportunities for girls and young women to grow, lead and thrive. It was a year shaped by impactful delivery and forward-thinking strategy. More than 1 million girls and young women engaged with our global programmes, demonstrating the impact and relevance of our work. Backed by donor funding, grants and

WAGGGS’ PERFORMANCE 2024 OUR HIGHLIGHTS

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2024
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WAGGGS ANNUAL REPORT 2024 I KEY ACHIEVEMENTS FROM 2024

KEY ACHIEVEMENTS FROM 2024 I WAGGGS ANNUAL REPORT 2024

KEY ACHIEVEMENTS FROM 2024

We are proud to present a snapshot of our 2024 achievements, celebrating the milestones, impact and progress that shaped our year.

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OVER 780 THOUSAND

OVER 150 54 1 MILLION Young women Member Organisations People directly reached reached through engaged through through WAGGGS the Juliette Low WAGGGS Global Global Programmes Seminar Programmes

Global Programme badges awarded

49 46+ World Centre Member events delivered Organisations reached through our World Centres

6,000 1,076 Girl Guide and Girl Local community Scout guests at World members reached Centres through World Centre projects

Participants from 22 Member Organisations attended membership growth roundtable governance event in Rwanda

100+ 90 Scholarships and World Centre travel grants provided volunteers hosted to World Centre participants

NINE

In-person Capacity Assessment Tool 2.0 (CAT) completion workshops with Member Organisations £ A & | Sr SSD 190 30 11 Participants from Participants strengthened Tailored support and 55 Member Organisations their fundraising skills mentoring to Member across the five WAGGGS regions through targeted training Organisations in the attended image and visibility in the Arab Region Asia Pacific Region sessions

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WAGGGS ANNUAL REPORT 2024 I A UNITED AND CONNECTED GIRL- AND YOUNG WOMEN-LED MOVEMENT

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A UNITED AND CONNECTED GIRL-AND YOUNG WOMEN-LED MOVEMENT

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A STRONG AND COHESIVE IDENTITY FOR THE GIRL GUIDE AND GIRL SCOUT MOVEMENT

CENSUS CONFIRMS RECORD GROWTH

Our latest global census presents the most complete picture of membership yet, reporting a record 11.2 million Members as of December 2024. This is the highest in the organisation’s history and marks a second consecutive year of growth.

With 129 Member Organisations responding, the census achieved an 84 per cent response rate. The data was collected for the second time via Campfire, our digital platform, improving accuracy and efficiency.

SPEAKING OUT ON THE GLOBAL STAGE

Across our Movement, girls and young women are stepping up, speaking out and making change happen. We support them to raise their voices on the issues that matter most to them and equip them to advocate for real change.

In 2024, we supported 14 young women to amplify their voices at two of the world’s most influential policy spaces: the UN Climate Change Conference (COP29) and the Commission on the Status of Women (CSW68).

At COP29 in Baku, Azerbaijan, seven WAGGGS Advocacy Champions stood firmly for gender justice in climate solutions. They delivered key demands to governments and policymakers, calling for climate action that includes girls and young women.

At CSW68, another team of seven Advocacy Champions represented WAGGGS at the heart of global gender policy. Chifundo from Malawi delivered an oral statement at the UN General Assembly and the team led a virtual side event, sharing their collective advocacy messages and calls to action.

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LET’S CARRY
THIS ENERGY
FORWARD AND
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MAKE THE
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FORWARD.
Chifundo, Global
Advocacy Champion,
Malawi
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AN AMAZING FEMINIST JOURNEY THAT HAS REAFFIRMED MY FAITH IN HUMANITY. ADVOCACY CAN BE A LONELY JOURNEY AND SEEING SO MANY PEOPLE FIGHTING THE SAME FIGHT CAN MAKE YOU FEEL A LITTLE LESS ALONE.

Chiska, Global Advocacy Champion, UK

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UNITY, SOLIDARITY AND ACTIVE COLLABORATION IN THE MOVEMENT

IMPROVING OUR CAMPFIRE COMMUNITY

Campfire is the digital home of WAGGGS. It’s a place where staff, volunteers and our Members can connect and collaborate, wherever they are in the world. By the end of 2024, users from 146 Member Organisations were part of the Campfire community and over 70,000 people visited the platform throughout the year. To better understand how people interact with Campfire, we carried out in-depth user research. These insights will shape future improvements planned for 2025, ensuring the platform is even more useful and accessible. We also upgraded how we track engagement, with real-time data on page views and resource downloads now helping us understand what content is most valuable. These improvements mean we can better support the exchange of resources, tools and inspiration across the global Movement.

A SHARED MOMENT OF GLOBAL CONNECTION

Since 1926, World Thinking Day has been a powerful expression of unity and friendship across borders. In 2024, Members explored global challenges and imagined a more equal and sustainable future.

The activity pack was downloaded over 17,000 times, supporting participation in over 150 countries and territories. Sales of over 76,000 badges and pins raised over £38,000 for the World Thinking Day Fund. This vital support helps deliver projects that empower girls and young women around the world.

A BELOVED WORLD CENTRE COMES BACK TO LIFE

Following a period of consultation, the World Board made the landmark decision to reopen Nuestra Cabaña in Mexico, one of our cherished World Centres that had been closed since the pandemic.

independent overnight travellers and 320 event participants across seven inspiring events. Guests came from 26 different countries and territories, making the Centre once again a symbol of global friendship and opportunity. Its reopening marks a joyful new chapter, re-energising the Movement with renewed connection, learning and international spirit.

The response has been extraordinary. Since reopening in February 2024, Nuestra Cabaña has welcomed 527 Girl Guiding and Girl Scouting guests, 207

HAVING BEEN A GUIDE FOR ALMOST 20 YEARS, BEING PART OF THE WORLD THINKING DAY WRITING TEAM FELT LIKE A FULL CIRCLE MOMENT FOR ME. SEEING GUIDING THROUGH DIFFERENT PERSPECTIVES AND UNDERSTANDING WHAT IT MEANS TO PEOPLE FROM DIVERSE BACKGROUNDS WAS ENRICHING AND CHALLENGED ME TO KEEP THINKING MORE ABOUT DIVERSITY IN THE FUTURE OF OUR MOVEMENT.

Ivy, Writer for World Thinking Day Volunteer Team, Kenya

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GLOBAL CONNECTIONS FOR GIRLS AND YOUNG WOMEN TO BUILD LEADERSHIP AND GLOBAL CITIZENSHIP

it was their first large-scale Girl Guiding event blending fun and growth. A magic show sparked creativity, an animal encounter helped build confidence and an after party filled the centre with laughter and dancing. Despite language barriers, children formed meaningful connections through games, songs and play, reminding us that friendship often needs no translation.

TRANSFORMATIONAL

A standout initiative was the World Centre Volunteer Leadership Programme, where

EXPERIENCES AT OUR WORLD CENTRES

Our five World Centres – Nuestra Cabaña (Mexico), Our Chalet (Switzerland), Pax Lodge (UK), Sangam (India), and Kusafiri (based in Africa) – are powerful spaces where girls and young women grow, lead and connect across cultures.

90

young women from over

50

Member Organisations developed vital skills in teamwork, intercultural communication and leadership.

In 2024, they continued to serve as hubs of inspiration and learning:

• 6,000+ Girl Guides and Girl Scouts visited our Centres

• 100+ scholarships and travel grants enabled life-changing opportunities

Travel grants and scholarships ensured wide, diverse participation, helping remove financial barriers to this unique experience.

• 90 volunteers from over 30 countries and territories contributed their time and skills

Our Pax Lodge World Centre in London was host to JamBrownee 2024, which brought together 23 children aged from eight to ten from the UK and India. For many,

• 49 events connected young people through shared learning and adventure

[I] LOVED THE FACT THAT PEOPLE FROM ALL OVER THE GLOBE COULD COME TOGETHER LIKE A FELLOWSHIP OF LIKE-MINDED WOMEN WHO CAN GROW AND FLOURISH TOGETHER.

Anonymous, Juliette Low Seminar, India

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des Nations and conservation centres, with leadership development and cross-cultural exchange.

I FOUND IT centres, with leadership INCREDIBLY development and cross-cultural exchange. REWARDING TO WITNESS THE IMPACT The Juliette Low Seminar united OF OUR WORK ON PARTICIPANTS, OBSERVING THEIR 150 GROWTH AND young women from 72 countries and territories to explore the ENTHUSIASM FOR theme “Lead for Peace.” POSITIVE CHANGE. I PARTICULARLY Delivered in all four WAGGGS ENJOYED THE OUTING languages (Arabic, English, French and Spanish), the nine-month DAYS, WHERE WE blended programme combined COMBINED BONDING, online learning with in-person FUN AND EDUCATIONAL experiences at Kusafiri, Nuestra ACTIVITIES. Cabaña and Sangam World Centres. A key focus was the 100 Miriam, Facilitator, Girls Project, with each participant Helen Storrow Seminar, committed to reaching at least 100 Lebanon girls aged 12–18 with powerful messages on peacebuilding, advocacy and self-belief. Through this ripple effect, projects have already reached more than 8,500 girls, helping to build a generation of confident changemakers.

EMPOWERING YOUNG WOMEN THROUGH LEADERSHIP PROGRAMMES

WAGGGS’ leadership programmes continue to equip young women with the skills, confidence and vision to lead change in their communities and beyond. 150 c ~~csvsssusesssssisnesssesisesistesinssintssesiesiieesieeseneeveenees~~

The Juliette Low Seminar united

young women from 72 countries and territories to explore the theme “Lead for Peace.”

At the Helen Storrow Seminar in March 2024, 21

participants aged 18–30 from more than 15 countries and territories gathered at Our Chalet World Centre, in Switzerland, to explore the theme “Leading Change Through Sustainable Outdoor Adventure.” Over six days, they embraced eco-tourism, practised low-impact coves esavevesssuvusesesvavaversressevevessssstaveeisseateveeeeeeees travel and designed projects to protect the environment in their communities. The programme blended local exploration, such as visits to the rapidly shrinking Aletsch Glacier, the UN Palais

PROJECT SPOTLIGHT: SELVSIKKER TJIKKERLIKKER

Created by Mathilde S., Siri and Mathilde B., this 100 Girls Project initiative focused on boosting girls’ self-esteem and confidence. They developed a series of fun and thoughtful activities and shared them via a website, presenting the resources at two national Guiding events to over 100 leaders.

These materials are now being used in local groups across Denmark, reaching more than 300 young people. By helping girls feel confident and accepted, the project fosters inclusion and builds a deeper sense of peace and belonging within communities.

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GIRLS LEADING THE FIGHT AGAINST PLASTIC POLLUTION

Through the Plastic Tide Turners Challenge (PTTC), a United Nations Environment Programme initiative, WAGGGS continued to enable girls and young women to tackle plastic pollution and lead environmental change. This year’s highlights included an International Youth Summit and a hands-on Design Thinking training series.

The summit brought together 60 girls and young women from across Madagascar alongside Member Organisations, schools and Scout groups. Under the theme “Youth for a Green Future”, participants explored climate justice, clean energy and self-leadership. The Design Thinking series equipped 50 girls with tools to identify local environmental challenges, generate solutions and prototype community-based responses.

TURNING THE TIDE: FROM PLASTIC WASTE TO COMMUNITY CHANGE rT My journey with the Plastic

rT My journey with the Plastic Tide Turners Challenge began when I was trained as an Advocacy Champion. That training opened my eyes to the devastating effects of plastic pollution.

One of the most impactful outcomes of my work was at Trust Community School in Masaka City. Together with teachers, learners and parents, we launched a plastic collection and recycling campaign. We used the funds to buy 30 chairs and 11 desks. This demonstrated to the community how environmental solutions can drive social and economic change.

As a teacher, I introduced recycling practices in my school, training both educators and learners on how to reuse plastics. What started as a simple project grew into an income-generating activity, and eventually a community-wide initiative involving 20 schools and five community groups. We now recycle plastics into useful products like dustbins, flower vases and even learning tools.

Christine, Plastic Tide Turners Challenge Advocacy Champion and Teacher, Uganda

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MEANINGFUL YOUTH PARTICIPATION

EMBEDDING YOUTH LEADERSHIP ACROSS THE MOVEMENT

WAGGGS made strong strides in 2024 towards becoming a truly girl-and young women-led Movement, which is part of our long-term vision, Compass 2032. By investing in Meaningful Youth Participation and making it a collective priority, we are equipping both our internal teams and Member Organisations with the tools, systems and culture needed to ensure girls and young women shape decisions at every level.

Key progress in 2024 includes:

• Finalising the Meaningful Youth Participation Framework and training to standardise practices and create a shared reference to help embed consistent youth-led practice across the Movement.

• Developing a toolkit in collaboration with the Youth Voice Volunteer Team to support individuals and organisations to use the Framework.

• Establishing a Meaningful Youth Participation Working Group within WAGGGS staff to selfassess and develop action plans for improving youth participation practice. Collaborating with senior management and the Monitoring, Evaluation and Learning team to define measurable indicators for tracking progress towards our vision.

• Running the 60 Ways in 60 Days online campaign, which amplified 121 personal stories showing how Girl Guiding and Girl Scouting unlocks leadership and decision-making power for young people.

CELEBRATES TEN YEARS OF IMPACT

Dubbed “the journey of a lifetime”, our international exchange programme, the YESS Girls’ Movement, supported by NOREC, a Norwegian government agency, gives young women the opportunity to live and volunteer in another country for six to nine months. Celebrating its tenth year, the programme enabled 60 young

women to engage in exchanges across 13 countries and territories. Since its launch, 331 participants from 17 Member Organisations have taken part. As part of the celebrations, we hosted moments of connection with people who had supported or been involved in the programme over the past ten years.

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I FEEL THAT THIS EXPERIENCE HELPED ME TO UNDERSTAND DIFFERENT CULTURES AND MADE ME MORE CONFIDENT ABOUT MY COMMUNICATION SKILLS WITH PEOPLE FROM DIFFERENT BACKGROUNDS IN PERSON AND NOT ONLY ONLINE.

Anonymous

CELEBRATING YOUTH-LED IMPACT

Roverway is a major European event for Guides and Scouts aged 16-22, held every three to six years. In 2024, the ten-day event took place in Norway, co-hosted with World Scouting (formerly the World Organisation of the Scout Movement). It brought together over 5,600 young people from across Europe Region and beyond, serving as a powerful platform for capacity building and volunteer development.

WAGGGS used the event to recruit and train volunteers who played a central role in our presence. Volunteers facilitated workshops, helped shape the educational framework, led key areas of the camp and collaborated with external experts and major partners.

In total, 28 trained facilitators led workshops for more than

1,500

participants.

This work was a significant step in building a sustainable, skilled pool of WAGGGS volunteers. Each volunteer received tailored training and was given a meaningful role.

A core part of our Roverway programme was the 13 WAGGGS “paths” which provided an opportunity for participants to explore a local area, alongside a programme theme, such as adventure, culture or creativity. These paths engaged 600 young people in small, diverse groups, led by 22 path leaders and

supported by 28 partner organisations. Every activity and workshop aligned with WAGGGS’ goals and showcased our programmes in action encouraging peer learning, reflection and collaborative problem-solving. For many participants, it was a life-changing opportunity to grow as leaders and global citizens.

Photos by Steph Fawdry, Roverway

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WAGGGS ANNUAL REPORT 2024 I SUPPORTING MEMBER ORGANISATIONS

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MEMBER ORGANISATIONS ARE SUPPORTED TO BE THRIVING, INCLUSIVE AND DELIVER A HIGH-QUALITY GIRL GUIDING AND GIRL SCOUTING EXPERIENCE Stee

SUPPORTING : P ° * , . 0 tar 3 e = MEMBER SS. Nn 7? a pe ! ™ Fas - OS a —— ORGANISATIONS a

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MEMBER ORGANISATION COLLABORATION AND NETWORKING FOR QUALITY GIRL GUIDING AND GIRL SCOUTING

STRENGTHENING LEADERSHIP AND COLLABORATION

In 2024, two major initiatives deepened collaboration, unlocked leadership potential and brought renewed purpose to Member Organisations across the Asia Pacific and Western Hemisphere Regions.

Now in its third phase, the Caribbean Champions for Change initiative supported eight Caribbean Member Organisations to make Girl Guiding and Girl Scouting more relevant, accessible and girl-led. Through monthly workshops, youth focus groups and tailored leadership training, each Champion team co-designed bold new experiences that reflect the voices and priorities of local girls. Peer learning and regular

leadership check-ins kept the momentum strong and supported continuous improvement.

For the first time in over a decade, five Pacific Member Organisations – Cook Islands, Fiji, Kiribati, Solomon Islands and Tonga – came together in person for the Pacific Gathering in Fiji. Using the Capacity Assessment Tool

2.0, each organisation created a one-year action plan to strengthen governance, grow leadership pipelines and sharpen strategic focus. The event reignited connections and laid the groundwork for shared action and long-term growth.

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SUPPORT MEMBER ORGANISATIONS TO PROVIDE HIGH QUALITY GIRL GUIDING AND GIRL SCOUTING

EQUIPPING MEMBER coaching and a new Fundraising • Prioritising youth engagement ORGANISATIONS WITH Toolkit. Fourteen Member in Africa Region: More than 75 TAILORED SUPPORT Organisations in Asia Pacific participants from 26 Member AND TOOLS Region joined an in-depth training Organisations joined a To help build a stronger, more series, with 11 completing four-part webinar series resilient Movement, WAGGGS the full course. In the Arab tackling topics such as inclusion, delivered support and resources to Region, we hosted an in-person leadership, mental wellbeing Member Organisations across all Fund Development and Grant and career development. five WAGGGS regions. This work Writing event in Tunisia for 38 • Turning insights into action with was grounded in regional priorities participants from 11 Member the Capacity Assessment Tool and focused on core areas such Organisations, boosting core 2.0: 21 Member Organisations as governance, leadership, fundraising capacities for submitted updated assessments. sustainable programmes.

To help build a stronger, more resilient Movement, WAGGGS delivered support and resources to Member Organisations across all five WAGGGS regions. This work was grounded in regional priorities and focused on core areas such as governance, leadership, fundraising and programme quality.

• Turning insights into action with the Capacity Assessment Tool 2.0: 21 Member Organisations submitted updated assessments. In-person workshops in countries including Armenia, Ghana and Mongolia gave teams space for deeper reflection and action planning.

• Boosting communications capacity: A global series of webinars, delivered in all four of WAGGGS’ official languages (Arabic, English, French and Spanish), covered storytelling, branding and social media strategy.

What we achieved in 2024:

• Building skills where they are needed most: Fundraising, communications and membership growth were addressed through regional webinars, one-to-one

THIS IS TRULY A WONDERFUL OPPORTUNITY TO ESTABLISH MEANINGFUL CONNECTIONS WITHIN THE ARAB REGION, AND WE HAVE LEARNED A WEALTH OF AMAZING CONTENT THIS YEAR ON HOW TO EFFECTIVELY PREPARE PROPOSALS AND PRESENT THEM TO POTENTIAL GLOBAL FUNDERS.

Nivine, Orthodox Guides International Commissioner, Lebanon

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DEEPENING RELATIONSHIPS A GLOBAL APPROACH TO AND EXPANDING OUR GROWING AND LEARNING MOVEMENT

The Growing and Learning (GAL) Framework is a development tool designed to be used across the Girl Guide and Girl Scout Movement. It describes the characteristics of quality Girl Guiding and Girl Scouting, defines the growth outcomes all learning experiences should contribute to, and includes WAGGGS’ latest thinking about the shared concepts at the heart of our Movement.

WAGGGS is committed to strengthening relationships with existing Member Organisations and expanding our global reach by supporting prospective members on their journey into the Movement.

In 2024, visits to Member Organisations across all the five WAGGGS regions helped deepen engagement, identify areas for support and offer vital training. In Africa Region, we supported Mozambique in forming a national committee and enhancing programme delivery, while visits to Congo Brazzaville and Malawi focused on building leadership capacity. Across the Asia Pacific Region, visits supported preparing action plans and reviewing progress on the Capacity Assessment Tool 2.0.

In 2024, we completed part In Africa Region, we supported one of the framework, Policy and Mozambique in forming a national Concepts, following a collaborative committee and enhancing development process involving programme delivery, while visits 43 Member Organisations. To to Congo Brazzaville and Malawi test and refine the framework focused on building leadership before its launch, we hosted two capacity. Across the Asia Pacific pilot events: one in Nepal for 16 Region, visits supported preparing Member Organisations in the Asia action plans and reviewing progress Pacific Region and another bilingual on the Capacity Assessment event in France with Member Tool 2.0. Organisations from five regions. These gatherings helped ensure the policy is relevant, practical In Europe Region, visits were held in and informed by real experiences. It also created new opportunities for peer learning and co-creation with our Members. 12

In 2025, the focus will shift to part two of the framework, Guidelines and Pathways, which will support Member Organisations in implementing the framework across youth and adult roles and help guide their growth and development efforts.

countries either as stand-alone activities or in connection with events being held. In the Western Hemisphere and Arab Regions, inperson engagement with decisionmakers and volunteers offered insights into local experiences.

Our Membership and Regional Support Team worked closely with four potential Member Organisations in Bulgaria, the Faroe Islands, Gabon and Morocco. These organisations share a commitment to bringing the benefits of Girl Guiding and Girl Scouting to more girls and young women. WAGGGS’ membership application process is a structured and supportive journey, combining policy guidance, shared learning and in-person visits.

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STANDING WITH MEMBER ORGANISATIONS THROUGH CRISIS

In times of instability, WAGGGS works alongside Member Organisations to help them navigate crisis and continue delivering the life-changing benefits of Girl Guiding and Girl Scouting.

In 2024, Mauritania, Sudan and Yemen began one-to-one partnerships with WAGGGS volunteers. Together, they completed capacity assessments and created focused action plans to support recovery.

Despite ongoing conflict, the Association of Ukrainian Guides remained active and visible, participating in the Commission on the Status of Women, The Helen Storrow Seminar, Juliette Low Seminar, the WAGGGS Extraordinary General Meeting and the European International Commissioners Forum.

In Albania, WAGGGS’ support helped the national association hold its first virtual National Assembly, elect a new board and reconnect with the international Girl Guiding and Girl Scouting community.

These tailored interventions are £ i, Z A l more than crisis response. They represent long-term investments | - —— ee “ oie in organisational strength, capacity and the enduring impact of Girl Guiding and Girl Scouting. IN 2024, WAGGGS STOOD BY ALBANIA DURING ONE OF ITS MOST CHALLENGING TIMES. AS WE FACED SERIOUS ISSUES WITH OUR NATIONAL LEGAL DOCUMENTS AND TRANSITIONED FROM AN OLD BOARD TO A NEW ONE, WAGGGS OFFERED SUPPORT IN EVERY STEP. EACH MEMBER FELT SEEN, HEARD AND ENCOURAGED. THROUGH TRAINING, RESOURCES AND LEARNING OPPORTUNITIES, WE WERE NOT ONLY GUIDED THROUGH THE CRISIS BUT ALSO EMPOWERED TO GROW. Alesia, International Commissioner, Girl Scouts of Albania

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Christian Association, Young Men’s Christian Association, the International Federation of Red Cross and Red Crescent Societies and the Duke of Edinburgh’s International Award.

DRIVING CHANGE THROUGH FACILITATION AND YOUTH LEADERSHIP

and the Caribbean, GLACC provides participants with climate knowledge, resilience skills and advocacy tools.

Skilled facilitators and inspired young leaders are at the heart of transformation across our global Movement.

Key achievements for 2024 include:

In 2024, WAGGGS continued to play a leading role in the second phase of the Global Youth Mobilization (GYM) initiative, a Big Six collaboration supported by the EU Youth Empowerment Fund. Launched in response to the COVID-19 pandemic, GYM empowers young people to drive local solutions to global challenges. Through the Network Solutions model, WAGGGS managed €400,000 in funding and supported 16 youth-led projects from 14 Member Organisations and two World Centres. These initiatives are tackling urgent global issues through activities to deliver climate action, gender equality and inclusion, showcasing the power of young people to drive meaningful change.

• 56,240 girls and young women earned their GLACC badge, gaining knowledge of the gendered impacts of climate change and practical resilience skills.

A major milestone in 2024 was the launch of the International Facilitator Competency Framework, “Learning Together”. This new framework defines facilitation within WAGGGS, sets out the skills and behaviours required and provides a clear pathway for volunteers to become accredited facilitators. It lays the foundation for a sustainable pipeline of trained facilitators to support global learning and development.

• Through peer learning, over 112,480 community members were educated in sustainable practices.

• A cascade training model helped scale the programme nationally: 213 National Trainers reached 1,035 unit leaders, embedding the programme at grassroots level.

During the year, 12 staff and 84 volunteers from 42 Member Organisations across all five WAGGGS regions completed facilitator training through four cohorts. These cohorts contributed to key events such as the Juliette Low Seminar and Roverway and served as testing grounds to refine the programme ahead of its official launch in 2025.

• 79 Advocacy Champions designed and delivered national strategies for urgent climate issues.

The programme’s impact was recognised by the GENE Global Education Award, which praised GLACC for equipping girls with the knowledge, confidence and leadership to respond to the climate crisis.

GIRLS LEADING CLIMATE ACTION ON A GLOBAL SCALE

Girl-Led Action on Climate Change (GLACC), funded by the AKO Foundation and UNICEF Eastern and Southern Africa Regional Office, is a transformative, girl-designed programme to equip girls and young women to lead climate action at all levels. Now active in 23 countries across Africa, Asia Pacific, Latin America

MOBILISING YOUNG PEOPLE THROUGH COLLABORATION

WAGGGS is a member of the Big Six, a strategic alliance of leading international youth organisations, which also includes World Scouting, Young Women’s

----- Start of picture text -----
PROGRAMME IS INNOVATIVE,
FUN AND DYNAMIC. IT MAKES
YOU REFLECT ABOUT KEY
CONCEPTS ON THE CLIMATE
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SAFER DIGITAL SPACES FOR YOUNG PEOPLE

The internet allows young people to connect with friends, learn new things and enjoy their free time. But there are pressing issues for young people when they are online, including cyberbullying, exposure to violent content, misinformation and unequal access.

Surf Smart 2.0, supported by Norton (part of Gen), is a nonformal education curriculum that helps young people to connect safely and positively online.

During the year, the project reached

232,726 young people across 22 Member Organisations, helping them to navigate the digital world with safety and confidence.

THE LOSS OF A FRIEND TO CYBERBULLYING PROFOUNDLY IMPACTED ME AND INSPIRED MY COMMITMENT TO THE SURF SMART ADVOCACY PROGRAMME.

I EMBRACED THE OPPORTUNITY TO LEARN ABOUT OUR DIGITAL FOOTPRINT AND THE SOCIETAL HARMS ASSOCIATED WITH IT. I DISCOVERED THAT GIRLS ARE PARTICULARLY VULNERABLE TO ONLINE BULLYING, MAKING IT ESSENTIAL FOR ME TO EDUCATE MYSELF FURTHER THROUGH RESEARCH AND TRAINING.

THE CHANCE TO DRAFT AND IMPLEMENT MY OWN PROJECT, ALLOWING ME TO GIVE BACK TO MY COMMUNITY, WAS INCREDIBLY FULFILLING. I AM GRATEFUL FOR THE SKILLS AND KNOWLEDGE I HAVE GAINED, AS WELL AS THE POSITIVE IMPACT WE HAVE MADE AND WILL CONTINUE TO MAKE.

Michelle, Assistant Projects and Strategic Manager, Ghana Girl Guides Association

BUILDING CONFIDENCE, BREAKING DOWN BARRIERS

Free Being Me, funded by Dove, encourages young people, especially girls, to speak out against society’s beauty standards. More than 1.1 million young people were reached by the campaign across 40 Member Organisations, exceeding targets by 265 per cent and making 2024 a landmark year for body confidence education.

and self-esteem. In Mongolia, it was also the first time both Free Being Me and Surf Smart were delivered side by side, highlighting the link between online safety and body confidence.

In 2024, Free Being Me trained over 10,800 facilitators across 74 countries and territories and introduced new adaptations for cultural relevance, outdoor settings and young people with disabilities. The programme launched the Camping with Confidence toolkit and expanded its reach through facilitator trainings in Africa Region and the Arab Region. The programme was also named a finalist in the Third Sector Awards for its global impact.

The programme was a key feature at the Mongolia and Taiwan National Jamborees, where it reached over 1,000 participants in each country. In both events, Free Being Me was delivered as a core activity, giving girls and young people hands-on, immersive experiences that encouraged open conversations around body image

With guidance from 11,533 trained leaders, girls and young women learned how to recognise online risks, make informed choices and advocate for safer digital spaces.

Through the Surf Smart Advocacy Fund, 175 Advocacy Champions from ten Member Organisations launched 24 youth-led projects promoting online safety and digital rights.

The programme’s impact extended beyond local communities, with Surf Smart represented at key global events including the UN Civil Society Conference and the Asia Pacific Regional Symposium on technology-facilitated genderbased violence, organised by UNFPA. A Surf Smart Summit at Sangam brought together participants from 20 countries to share best practices and shape the future of the programme.

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EXPANDING ACCESS AND CONFIDENCE IN STEM ACROSS THE MOVEMENT

Across the globe, we are encouraging girls and young women to step into science, technology, engineering and maths (STEM) with confidence and challenge gender inequality to reimagine what’s possible. Our range of initiatives are designed to inspire girls and build confidence to explore STEM education and careers. ~~BC~~ The results of our first-ever global STEM consultation were published, drawing on responses from

8,576

young people from 109 countries and territories, representing 72 per cent of Member Organisations. ~~i~~ The findings, launched alongside the new STEM Hub on Campfire, revealed strong enthusiasm for STEM, but also a confidence gap among adult leaders. Just seven per cent of Member Organisations reported that their volunteers felt confident in delivering STEM activities. Young women led the consultation as both respondents and analysts, ensuring youth voice and leadership at every stage.

To help close that gap, we launched the STEM Changemakers programme. It’s designed to increase adult volunteer leaders’ confidence, promote STEM education and spark inspiration among girls and young women for future careers in STEM.

This year marked the start of major multi-year partnerships:

• In Malaysia, Nepal, Singapore, Sri Lanka and Taiwan, with the support of the Spectris Foundation and KLA Foundation, we launched STEM Changemakers, a brandnew programme aimed at inspiring as well as building agency for girls and young women on the topic of STEM.

• In Hong Kong, Singapore and Taiwan, WAGGGS launched Girls for Green Energy, an innovative programme made possible by Siemens Energy, where we use game-based and peerled learning to explore green technology and sustainability.

We have also brought STEM programmes to our World Centres. At Sangam, over 700 children aged from ten to 14 joined the STEM Discovery Day, supported by Johnson & Johnson. From building wind turbines to experimenting with everyday science through tasks like making chai (tea), participants explored how STEM connects to their lives and how they can advocate for equal access in their communities.

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4. A SUSTAINABLE WAGGGS

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A strong financial and operational foundation is essential for WAGGGS to deliver long-term impact for girls and young women. Sustainability means we can support Member Organisations effectively, respond to global challenges and grow a Movement that is ready for the future.

In 2024, our global community came together in powerful and inspiring ways. The Olave Baden-Powell Society 40:40 Challenge exceeded its ambitious targets, welcoming 60 new Members, 40 Young Members, 42 Associate Members and celebrating 81 recognition advancements. This special campaign, marking the Olave Baden-Powell

Society’s 40th anniversary, showed the strength of our donor network and their commitment to growth and inclusivity.

Giving Day 2024, our annual 36-hour global fundraising event that unites the Movement to support girls and young women worldwide, was also a record-breaker, raising over £204,000 from 584 donors across 49 countries and territories. It was powered by 159 champions, many young and active in the Movement, and showed the power of peer-led fundraising.

STRENGTHENING SYSTEMS FOR A SUSTAINABLE FUTURE

We made vital strides in building the systems, tools and culture needed to secure WAGGGS’ long-term sustainability:

• Safeguarding remains a cornerstone of our work. In 2024, we rolled out an updated policy with significant enhancements, including the inclusion of vulnerable adults, a new standard on the prevention of sexual exploitation and abuse (PSEA) aligned with UNICEF guidelines, and clearer guidance for working with under-18s. More than 95 per cent of WAGGGS’ Global Team completed the new safeguarding training. We also built internal capacity through the Safeguarding Leads and

Champions Group, which delivered over ten training sessions to nearly 200 team members across the organisation.

At the same time, through our Safeguarding Capacity Building project, we launched comprehensive training and supported Member Organisations to strengthen local systems. In 2025, we will build on this with new tools, more expert volunteer support and wider training opportunities.

• Recent improvements have strengthened financial accuracy and efficiency, setting the stage for more consistent management. In 2025, the focus will be on expanding team capacity, enhancing reporting capabilities and empowering staff and budget holders with better access to financial insights.

• Our Monitoring, Evaluation and Learning (MEL) framework is fast becoming a key organisational asset, enabling us to track progress, learn as we go and make evidence-based decisions. In 2024, we developed a fully functional MEL system for our global programmes, including a Theory of Change, results framework, Quarterly Progress Report tool and a centralised Management Information System.

In 2025, we will complete a WAGGGS-wide Theory of Change and introduce shared Key Performance Indicators aligned to our three-year action plan. Across 2025 and 2026, this integrated MEL system, encompassing frameworks, tools and processes, will provide the foundation for measuring WAGGGS’ collective impact and progress against strategic goals.

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DATA-DRIVEN DECISIONS AND STRATEGIC DIRECTION

We completed a full World Centres Evaluation in 2024, assessing their operations, financial sustainability and alignment with our Global Strategy. This work responds to Motion nine from the 38th World Conference and reflects input from diverse stakeholders. The findings, shared with Member Organisations in December, highlight key achievements, challenges and recommendations to guide the Centres’ future.

In 2025, further data gathering will continue with a viability study on Kusafiri and a year-one review of Nuestra Cabaña. These insights will

inform a strategic plan to ensure the World Centres remain sustainable, impactful and globally relevant.

EVOLVING HOW WE SUPPORT AND ENGAGE VOLUNTEERS

Volunteers are at the heart of everything we do, and in 2024 we took significant steps to enhance how we support them. We streamlined induction on Campfire, introducing clear guidance on mandatory and suggested learning, and new tools to track volunteer progress and team placement. These updates allow volunteer managers to offer tailored and proactive support. We also made

progress on a unified Code of Conduct for all members of the Global Team to align the use of policies and tools across our volunteer model.

In 2025, volunteering will be formally integrated into WAGGGS’ international leadership offer. A new Core Competencies Framework, updated volunteer policies and targeted learning tools will support each stage of the volunteer journey. The new Facilitator Programme will enhance key skills, while plans to simplify administration and automate systems will ensure a more connected volunteer experience aligned with our Global Strategy.

STRONGER GOVERNANCE FOR A STRONGER MOVEMENT

Our Extraordinary General Meeting (EGM) in September 2024 marked a key governance milestone. A total of 127 Member Organisations attended, representing 83 per cent of the total membership. In the lead up to the EGM, WAGGGS led an inclusive Membership Fee Review consultation, creating opportunities for all Member Organisations to expand their understanding of the global fee system and contribute to shaping a sustainable future model. This process helped build broad consensus across the Movement.

At the EGM, delegates made important decisions, including the approval of the new Membership Fee model, which will be implemented in 2025. This sits alongside wider consultation as part of the Governance Review, shaping a more inclusive and future-ready organisation.

A NEW FUNDRAISING STRATEGY FOR A CHANGING WORLD

WAGGGS is developing a new and ambitious fundraising strategy for 2026–2029 to align with our global goals and meet shifting external challenges.

In an increasingly competitive funding landscape, we are setting a three-year fundraising strategy that reflects both urgency and ambition. We will explore emerging philanthropic trends and new opportunities, while reinforcing our commitment to strong donor care and stewardship. By remaining agile, innovative and donor-focused, we aim to secure sustainable funding that supports the long-term success of our Movement and amplifies our global impact.

THANKS TO THE GENEROSITY OF OUR TRULY GLOBAL DONOR COMMUNITY, THE OLAVE BADEN-POWELL SOCIETY HAS ENABLED WAGGGS TO DELIVER LASTING IMPACT FOR GIRLS AND YOUNG WOMEN EVERYWHERE. EACH GIFT, FROM EVERY CORNER OF THE WORLD, HELPS US STRENGTHEN THIS EXTRAORDINARY MOVEMENT – PROVING THAT WHEN WE COME TOGETHER AS ONE GLOBAL FAMILY, WE CAN ACHIEVE REMARKABLE CHANGE. Kaela Sáenz Oriti, President of the Olave Baden-Powell Society

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FINANCIAL REVIEW

NET INCOME / EXPENDITURE

The figures below are a summary of the Statement of Financial Activities (SoFA) figures, which can be found in more detail on page 67.

INCOME AND EXPENDITURE 2024 2023 Increase (+)/ Decrease (-) % £’000 RESTATED £’000 % Income 8,795 7,382 19% Cost of raising funds 854 918 (7)% Charitable spend 7,469 6,795 10% Net expenditure before gains / (losses) 472 (331) 243% Investment (losses) / gains (27) 118 (123)% Other gains / (losses) 10 (55) 119% Net income / (expenditure) for the year 455 (268) 271% ————

Mobilisation initiative, a new stream in 2024.

£450k, and membership fees from Member Organisations rose by £123k.

Income

2024 was a year of strong financial growth, operational efficiency, and programmatic expansion, marking a robust recovery and enhanced mission delivery compared to 2023.

The STEM programme also contributed £189k, reflecting its rapid growth and success, particularly through collaborative delivery with World Centres — a model that has demonstrated both scalability and value.

The fundraising teams excelled, surpassing their collective target, thanks to standout performance in giving circles — including a £150k uplift from AKO.

Total income rose by 19% to £8.8m (2023: £7.4m), underpinned by several key drivers. Notably, Norec funding increased by

Additionally, £308k in income was received from the European Commission’s Global Youth

Under the Charity Statement of Recommended Practice (SORP),

grant income is recognised immediately if there are no material performance conditions and not recognised in line with when the expenditure is incurred.

No new endowments were received in 2024.

Expenditure

The organisation achieved greater efficiency, as the cost of raising funds declined by 7% to £0.86m (2023: £0.92m), driven by improved processes within the fundraising teams. This operational discipline enabled a 10% increase in charitable spend, rising to £7.5m (2023: £6.8m), allowing enhanced delivery of strategic programmes such as STEM and Global Youth Mobilisation.

Net Result

Despite this increased expenditure, the organisation’s core operations moved decisively into surplus. Net income before investment activity rose to £0.46m, a stark improvement from the £0.27m deficit in 2023. This shift reflects the effect of strong income growth and disciplined cost management.

Cashflow

• In 2024, the organisation strengthened its cash flow position, with net cash used in operating activities falling to £509k, a notable improvement from £1.58m in 2023. Investing activities resulted in a net outflow of £(146)k, largely due to continued asset and investment acquisitions managed by Quilter Cheviot. Despite lower proceeds from the sale of investments, the organisation still recorded a net increase in cash and cash equivalents of £363k, adjusted slightly by a £ 28k positive foreign exchange effect, ending the year with a solid cash balance

in accordance with the donor’s intentions and where one of those intentions is preservation of the original capital. WAGGGS holds an endowment, the Cheryl Watkins Fund, which is highly restrictive in nature and can only be applied to travel for women over 60. Balance as at 31 December 2024 is £1.1 million (2023: £1 million).

of £4.25m — up by £0.39m previously. This demonstrates a stable financial base and enhanced liquidity.

RESERVES POLICY

In 2024, the World Board women over 60. Balance as reviewed the reserves policy and opted to increase the contingency at 31 December 2024 is £1.1 million (2023: £1 million). for the Reserves Policy. The policy aims to ensure the organisation • General unrestricted reserves a has sufficient unrestricted re the balance of reserves held reserves available to support by the Charity. Unrestricted the stability of the organisation, reserves amounted to £3.8 including delivery of its vision and million at 31 December 2024 mission, the various programmes (2023: £3.1 million). offered by the organisation, and In its Global Strategy 2024-29, the employment and ongoing WAGGGS has committed to operations of the organisation. This includes a minimum of six becoming budget neutral by months of staff salary costs (£1.8m) 2025 and to begin building and six months of operating costs up its reserves (based upon a new Reserves Policy) no later (£1.1m). Therefore, the minimum than 2027. level of unrestricted reserves held is £2.9m. The Reserves Policy takes full account of the requirements INVESTMENT POLICIES and guidance set out in the Charity AND PERFORMANCE Commission publication ‘Charity Reserves: Building Resilience’ The WAGGGS Constitution (CC19). enables the World Board to

The WAGGGS Constitution enables the World Board to invest any funds that are not immediately required for its purposes in such investments as may be thought fit, subject to any conditions and consents as may be required by law.

The Audit, Finance and Risk Committee reviews the reserves position during the year and reviews the suitability of the reserves set by the policy as part of the annual business plan and budgeting process.

The World Board has previously set an ethical investment policy, driven by WAGGGS’ principles and consistent with Trustees’ responsibilities under the Charities Act. Under this policy, our investment managers, Quilter Cheviot Investment Management (QC), are instructed to take all reasonable measures to avoid investing in companies or

Three categories of reserves are held by the Charity:

• Restricted reserves are those

funds given by donors / grant givers whereby the terms of the funding agreement specify that the funds be restricted for a particular purpose. Balance as at 31 December 2024 is £6.9 million (2023: £7.2 million)

• Endowment reserves are those funds given to the Charity by an external donor to be applied

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assets for which it is possible to determine that a material proportion of revenue is derived from the following activities: tobacco, alcohol, pornography, gambling, armaments or damage to the environment. In addition, our investment managers have been instructed that WAGGGS’ wishes to avoid investment in regions or companies that have material dealings that breach human rights, particularly those of women and girls.

In setting the performance criteria against which the investment portfolio is managed, consideration is given to achieving capital growth and the target to provide up to five per cent of WAGGGS’ total income requirements in the year. The allocation of assets is reviewed each year, taking into account advice from the investment managers. The degree of risk considered appropriate for WAGGGS’ investments and performance is reviewed against industry benchmarks.

In managing the portfolio, QC have been given a balanced investment mandate, which means that they should avoid unnecessary risks to the investment portfolio overall and that they should target long-term growth through a combination of income and capital growth. The World Board has adopted a low to medium tolerance to risk in the investment strategy. The investment managers are required to apply the ethical considerations, as agreed with the World Board.

The consolidated balance sheet shows investments at reporting date of £4.4 million (2023: £4.1 million). The majority of investments are held in the main portfolio which stood at £3.4 million at the end of 2024 and during the year delivered a net capital return of -1.2% (2023: 2.1%), a net income return of 3.7% (2023: 2.1%) and, consequently, a total return of 2.5% (2023: 5.3%).The funds were in line with the benchmark QC Cautious Index 2.5%.

Separately, £1 million was held in an endowment, the Cheryl Watkins Fund. QC have been given a balanced investment mandate aiming to target long-term growth through a combination of income and capital growth. The World Board has adopted a medium tolerance to risk in this fund’s investment strategy. In 2024, the fund delivered a net capital return of 4.4% (2023: 3.4%) and a net income return of 3.5% (2023: 3.5%), thus a total return of 7.9% (2023: 7.0%). This compared to a movement in the benchmark QC Charities Composite of 11.7%.

GOING CONCERN

The Trustees have reviewed WAGGGS’ financial position, reserves, and future plans in assessing the organisation’s ability to continue as a going concern. While recognising the challenges faced in the external environment, WAGGGS has taken a proactive approach to secure long-term sustainability through a combination of strategic fundraising, operational improvements, and efficiency measures.

Looking ahead, 2025 will reflect the benefit of targeted investments aimed at delivering additional funding through a three-year fundraising strategy that combines urgency with ambition. This strategy will explore emerging philanthropic trends and new opportunities to diversify and grow income. Alongside this, investments are being made to strengthen the operations of the World Centres, with the goal of enabling them to become increasingly self-sufficient and financially resilient.

The organisation is also implementing cost-efficiency measures across all areas of operation, ensuring resources are used effectively. An enhanced model to recover overheads from grants is being rolled out, supporting WAGGGS in running projects more effectively while maintaining a financially sound approach to programme delivery.

In light of these measures, and after reviewing budgets, forecasts, and risk management strategies, the Trustees are confident that WAGGGS has the resources to continue operating for the foreseeable future. Accordingly, the Trustees consider it appropriate to prepare the financial statements on a going concern basis.

INTERNAL CONTROL

The World Board are responsible for ensuring that WAGGGS has a sound system of internal controls to safeguard its assets and will use their best endeavours to ensure its policies and procedures are strengthened and its aims and objectives met. It is recognised that the systems can only provide reasonable but not absolute assurance that major risks have been adequately managed. Internal control processes include:

• Separation of duties within the finance team

• Access controls in respect of the financial system and bank accounts

• Physical checks and audits,

• e.g. in respect of petty cash

• Use of standardised documentation

• Use of trial balances and regular reconciliations

• A regularly maintained scheme of delegated financial authority

• In addition, there is regular monitoring of the delivery of the WAGGGS Global Strategy by the Senior Management Team, World Board, and regular monitoring of WAGGGS’ financial performance by the Senior Management Team, the Audit, Finance and Risk Committee and the World Board.

This report and financial statements cover the year ended 31 December 2024. The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements. The financial statements comply with WAGGGS’ Constitution and Bye-Laws, the Charities Act 2011 and the Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland

(FRS 102, second edition – October 2019, effective 1 January 2019). The report and financial statements also comply with the requirements of section 13 of the Charities (Protection and Social Investment) Act 2016.

Risk Statement

WAGGGS structured its risk register and reporting across 16 identified areas of risk.

As per WAGGGS’ Risk Management Policy and Process, the World Board approves the risk register annually and it delegates quarterly oversight to the Audit, Finance and Risk Committee, which the Chief Executive and World Board Chair attend. The World Board also reviews a high-level summary of the risk register on a quarterly basis. The Audit, Finance and Risk Committee scrutinises the mitigating actions taken by WAGGGS’ to address the identified risks. The committee also highlights ongoing concerns and suggests additional areas of focus.

Key considerations related to risk for 2024 were:

1. Nuestra Cabaña

The centre officially opened on 8 February 2024, although had been receiving visitors and delivering programming since November 2023. The process to set up a new entity for management of the centre took longer than expected due to bureaucracy and processes with Mexican authorities. A lower number of long-term volunteers was in place in 2024 than planned. The Our Cabaña appeal had about US$1m pledged to it, although over half of these funds were long term endowment or legacies. All funds planned to be received were received. Nuestra Cabaña’s income was significantly supported by the pledge funds. In 2026, the appeal funds will drop away and if income

from bookings is insufficient WAGGGS will need to underwrite these costs of between £70-100k annually.

2. Finances

In 2024, there remained some issues in WAGGGS’ budgeting and regular reporting process that needed to be improved to ensure better sight of potential savings throughout the year. Efforts were made in 2023 and 2024 to reduce spend across the organisation based on financial modelling. This included the delaying and rescheduling of some investment in some organisational areas – number of staff, new programmes, and operational areas. For 2025, WAGGGS made a provision for some new posts in Governance and Events, and Membership and Regional Support. At its Senior Management Team (SMT) Q2 inperson meeting, SMT identified a few key projects which WAGGGS need to invest in, including staffing policy updates, archive review, and finance system investment.

3. Difficulty of raising funds for specific programmes

Beyond 2024, WAGGGS had little or no restricted funding available for continuing two programme areas. One was the programme to address genderbased violence (the Stop the Violence campaign). The other was the global advocacy programme. Both programmes were at risk of a reduction in scale or ending in 2025 without new funding.

Through our risk management processes, the World Board is satisfied that major organisational risks are being effectively managed.

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2024 ACKNOWLEDGEMENTS

THANK YOU

Her Royal Highness Princess Benedikte of Denmark

Her Majesty Queen of Malaysia Seri Paduka Baginda The Raja Permaisuri Agong Tunku Hajah Azizah Aminah Maimunah Iskandariah

Innovators Awardees (£100,000+ Lifetime giving)

• Sandy Craighead (USA)

• Rae Ann Dougherty (USA)

• Debbie Robinson (USA)

Leaders Awardees (£50,000+ Lifetime giving)

• Markus Christ (Switzerland)

• Liesbeth Lijnzaad (The Netherlands)

• Kris McGee (Canada)

• Esther Wong (Malaysia)

The Princess Benedikte Awardees (£25,000+ Lifetime giving)

• Susan Campbell OAM (Australia)

• Ros Coulson (UK)

• Sue Cunnold (USA)

• Linda Foreman (USA)

• Mette Grønvold (Denmark)

• Jane Hvidt (Denmark)

• Lynne LaMacchia (USA)

• Kathy LaValley (USA)

• Joanne Loritz (USA)

• Yoyinsola Makanjuola (Nigeria)

• Lena Mitts (Finland)

• Charmayne Platt (USA)

• Kaela Sáenz Oriti (USA)

• Kirsten Smedegaard Andersen (Denmark)

• Olugbeminiyi Smith (Nigeria)

Ongoing supporters

We would like to thank all our supporters who have reached OB-PS President’s Award, OB-PS Global Award and OB-PS Gold Award recognitions. Their generosity supports our work and mission.

LEGACIES

We would like to remember the many individuals who left a gift in their will to WAGGGS in 2024. Their generosity ensures that we can continue our work supporting girls and young women to develop their fullest potential as responsible citizens of the world.

Our many supporters, including

• Friends of the World Centres

• Friends of WAGGGS Regions and WAGGGS Member Organisations

• Olave Baden-Powell Society

• World Foundation for Girl Guides and Girl Scouts, Inc.

Our many partners and donors

• UNW Moldova

• UNW Georgia

• Norwegian Agency for Exchange Cooperation (NOREC)

• Gen

• Kim and John McKenna

• The AKO Foundation

• Council of Europe, European Youth Foundation

• Dove

• Duke of Edinburgh’s International Award Foundation

• Erasmus+

• European Commission

• Food and Agriculture Organisation (FAO)

• International Federation of Red Cross and Red Crescent Societies (IFRC)

• WASH United

• World Scouting (formerly WOSM)

• World Young Men’s Christian Association (WYMCA)

• World Young Women’s Christian Association (WYWCA)

• Johnson & Johnson Foundation

• Siemens Energy

• The Spectris Foundation

• KLA Foundation

• Malala Fund

• Zimmer Biomet Foundation, Inc.

• YorkTel

• Radancy

• United General Insurance Corporation

• Amazon UK (Ipswich Delivery Station)

• Brickability Foundation

• Sutton Specialist Risks Ltd

• DDCAP Group™

• The Biogen Foundation

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STRUCTURE, GOVERNANCE AND MANAGEMENT I WAGGGS ANNUAL REPORT 2024

STRUCTURE, GOVERNANCE AND MANAGEMENT

STRUCTURE AND GOVERNING DOCUMENT

The World Association of Girl Guides and Girl Scouts (WAGGGS) is a Charitable Incorporated Organisation (CIO), which was formally registered with the Charity Commission for England and Wales on 18 November 2014.

The governing document of WAGGGS is the CIO Constitution and Bye-Laws.

WORLD CONFERENCE

A World Conference (General Meeting) of all Full and Associate Member Organisations of WAGGGS is convened at least once every three years. This event provides an opportunity for Member Organisations to receive the Triennial Report, elect World Board members, review and vote on proposed amendments to the Constitution and Bye-laws, select the host for the next World Conference and set the strategic direction for WAGGGS for the upcoming period.

At the 38th World Conference, held in Nicosia, Cyprus, in July 2023, Member Organisations approved the WAGGGS Strategy for 2024-2029. This strategy outlines how WAGGGS will support its Members and contribute to the broader strengthening of the Girl Guide and Girl Scout Movement. Between World Conference meetings, WAGGGS conducts extensive consultations with Member Organisations, young women and girls to assess their needs and priorities.

WORLD BOARD

individual will serve as Treasurer, chair the Audit, Finance and Risk Committee, and sit on the World Board in a non-voting capacity.

The World Board (the Trustees Committee, and sit on the World of the charity) has overall Board in a non-voting capacity. responsibility for the direction, strategy, governance and All World Board members are control of the organisation. It required to undertake an induction is collectively accountable for programme which sets out their ensuring compliance with relevant duties as trustees and provides a UK legislative and regulatory comprehensive understanding of requirements. The specific WAGGGS’ strategic priorities, as responsibilities of the World well as the risks and opportunities Board are outlined in Article the organisation faces. Throughout 13 of the CIO Constitution. the year, a continuous training and development programme The World Board is composed of 17 voting members: 12 are elected ensures that Board members stay informed about new practices at the World Conference for a term of six years, while the five and developments relevant to Chairs of the Regional Committees WAGGGS’ work and the charity are elected at their respective sector in the United Kingdom. This ongoing learning is especially Regional Conferences for a threeimportant given the diverse year term. Regional Chairs may backgrounds of an international serve an additional three-year term World Board.

The World Board is composed of 17 voting members: 12 are elected at the World Conference for a term of six years, while the five Chairs of the Regional Committees are elected at their respective Regional Conferences for a threeyear term. Regional Chairs may serve an additional three-year term on the World Board if re-elected to their Regional Committee and subsequently re-elected as Chair, following agreed procedures.

The Board provides strategic oversight of WAGGGS’ strategy, regularly reviewing performance and tracking progress toward the objectives and targets outlined in the strategy approved by the World Conference. Each year, the World Board agrees on a rolling three-year action plan, detailing how the organisation will implement its strategy over the next 12 months, along with partial plans for the following two years (50% and 25% respectively). The World Board also oversees the organisation’s financial health and ensures compliance with all legal requirements.

Member Organisations nominate candidates for election to the World Board and to Regional Committees. Prior to elections, Member Organisations are informed of the experience and specific expertise required of potential candidates to ensure an effective and skilled World Board. Member Organisations also nominate individuals with the necessary skills for other committees, such as the Audit, Finance and Risk Committee, as well as working groups of the World Board.

The Board meets at least four times a year. The WAGGGS Treasurer (if not an elected World Board member), Chief Executive and Deputy Chief Executive attend Board meetings without voting rights. Other individuals may be invited to attend as non-voting participants when necessary.

If none of the candidates elected to the World Board at the World Conference has the required skills and experience to serve as Treasurer of WAGGGS, the World Board may choose to recruit someone from within or outside the Movement for this role. This

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WAGGGS ANNUAL REPORT 2024 I STRUCTURE, GOVERNANCE AND MANAGEMENT

STRUCTURE, GOVERNANCE AND MANAGEMENT I WAGGGS ANNUAL REPORT 2024

REGIONAL COMMITTEES

The five Regional Committees – for the Africa, Arab, Asia Pacific, Europe and Western Hemisphere Regions – are responsible for developing and implementing Regional Action Plans that support the delivery of WAGGGS’ Global Strategy (as approved by Member Organisations at World Conference) at a regional level, implementing decisions made at the Regional Conferences and providing input based on their regional perspective to the World Board to inform its decisionmaking. The World Board sets the Terms of Reference for Regional Committees, and these were reviewed and updated in 2024.

The Regional Committees play an active and important role in relationship management with Member Organisations in the region and in strengthening Member Organisations according to their needs. The Regional Committee acts as a bridge between the global Movement and the national Member Organisations, bringing WAGGGS and its opportunities closer to them.

FUNCTIONAL COMMITTEES

WAGGGS’ Constitution sets out the World Board’s authority to delegate certain responsibilities to different functional committees. The World Board makes sure that its committees have suitable terms of reference and that these are reviewed regularly.

In 2024, the functional committees of the World Board were as follows:

Audit, Finance and Risk Committee

The Audit, Finance and Risk Committee is responsible for

formulating and reviewing financial policy and plans and maintains financial oversight of WAGGGS. Each year the committee advises the World Board on the appropriate level of free reserves and the appropriate asset allocation for WAGGGS’ investment portfolio. The committee also recommends the appointment of WAGGGS’ investment managers to the World Board and, with support from the Investments Sub-committee, monitors the performance of the investment portfolio.

The Audit, Finance and Risk Committee recommends to the World Board the appointment of the external auditors and the formal approval of the Trustees’ Annual Report and Financial Statements. The committee meets with the external

auditors periodically to review the effectiveness of current processes and practice. The committee is also responsible for overseeing WAGGGS’ policies and processes for managing risk and recommending actions to the World Board.

Governance Committee

The Governance Committee is responsible for providing governance support to the World Board, offering advice on governance matters as needed, and promoting effective governance practices and policies at a global and regional level. Through the volunteer Constitutions Coordinator, it maintains oversight of all issues relating to Member Organisations’ constitutions and bye-laws.

Nominations Committee

The Nominations Committee is responsible for leading the process of proactively seeking and screening nominations of suitably qualified individuals for

election to the World Board and Regional Committees, ensuring all candidates meet the criteria outlined in the role’s person specification. The committee acts as a neutral body and ensures the search and nomination process is rigorous, fair and transparent.

People Committee

The People Committee provides oversight and direction in relation to strategic priorities, policy and practice regarding the WAGGGS Global Team (both staff and volunteers) and assurance that WAGGGS is meeting its legal and regulatory obligations, while adhering to best practices as both an employer and a charity offering volunteer opportunities.

OLAVE BADEN-POWELL SOCIETY

The Olave Baden-Powell Society (OB-PS) is an international group of donors who have committed to supporting the work of WAGGGS financially. OB-PS cooperates closely with the WAGGGS World Board and Individual Giving team.

WAGGGS – WORLD SCOUTING (FORMERLY WOSM) CONSULTATIVE COMMITTEE

The WAGGGS – World Organisation of the Scout Movement (WOSM) Consultative Committee fosters communication and collaboration between the two organisations. It is composed of two trustees from each organisation, along with the two Chief Executives. The Committee meets at least once a year.

WAGGGS GROUP STRUCTURE

WAGGGS has a number of subsidiaries, listed below, which comprise the WAGGGS Group. The results of each subsidiary are consolidated into the Group accounts.

WAGGGS CIO

WAGGGS is a Charitable Incorporated Organisation (CIO), formally registered with the Charity Commission for England and Wales (number 1159255) on 18 November 2014, and is the parent entity for the WAGGGS Group. The governing document of WAGGGS is the CIO Constitution and Bye-Laws.

WAGGGS Trading Limited

WAGGGS Trading Limited (company registered in England and Wales, number 07533080) is a wholly owned subsidiary of the WAGGGS CIO which owns all the issued share capital. WAGGGS Trading Limited operates the commercial and trading activities of WAGGGS. The Directors of WAGGGS Trading Limited are appointed by the World Board of the WAGGGS CIO. A Deed of Covenant is in place between WAGGGS Trading Limited and the WAGGGS CIO ensuring any profits made from trading are gifted back to the WAGGGS CIO.

WAGGGSMEX Limited

WAGGGS has control of a dormant company, WAGGGSMEX Limited (company registered in England and Wales, number 01650327). WAGGGSMEX Limited is a wholly owned subsidiary of the WAGGGS CIO which owns all the issued share capital. The Directors of WAGGGSMEX Limited are appointed by the World Board of the WAGGGS CIO. The entity has not traded in the year.

Our Chalet Association

The Our Chalet Association was founded on 15 December 1930 under Article 60ff of the Code Civil Suisse. The operations of the Our Chalet World Centre are run by the Our Chalet Association, which has a rental agreement in place with

the Our Chalet Foundation for the use of the building. The Our Chalet Association is governed by an Executive Committee, appointed by the Active Members of the association. A majority of the Active Members are voting members of the WAGGGS World Board.

Foundation for Girl Guides and Girl Scouts International Centre, Our Chalet Adelboden

The Foundation for Girl Guides and Girl Scouts International Centre, Our Chalet Adelboden (“Our Chalet Foundation”) was registered as a foundation (stiftung) in Switzerland in 1996. The Our Chalet Foundation owns the Our Chalet World Centre property and has a rental agreement in place with the Our Chalet Association. The Our Chalet Foundation is governed by a Board of Trustees. The WAGGGS World Board and WAGGGS Europe Region each have one seat on the Board of the Our Chalet Foundation. The majority of positions on the Board of Trustees are appointed by the Executive Committee of the Our Chalet Association.

Nuestra Cabaña, A.C.

Nuestra Cabaña, A.C. is an Asociación Civil (non-profit association), registered in Mexico since 1986. The World Board of WAGGGS appoints the Board of Directors of Nuestra Cabaña, A.C.

The Cabaña, S.A. DE C.V.

The Cabaña S.A. de C.V. is a company registered in Mexico since 1954. It holds the title to the land and property of the Nuestra Cabaña World Centre. The Cabaña S.A. de C.V. has two shareholders, WAGGGSMEX Limited and the WAGGGS CIO, who appoint the Board of Directors.

WAGGGS Mexico Comercializadora S.A. DE C.V.

WAGGGS Mexico Comercializadora S.A. de C.V. is a company registered in Mexico and was established in 2023. This entity manages the operations of the Nuestra Cabaña World Centre. WAGGGS Mexico Comercializadora S.A. de C.V. has two shareholders, WAGGGSMEX Limited and the WAGGGS CIO, who appoint the Board of Directors.

Sangam World Centre of the World Association of Girl Guides and Girl Scouts

The Sangam World Centre of the World Association of Girl Guides and Girl Scouts is registered in India as a charitable public trust (registration number E-35498 (M)) for the operation of the Sangam World Centre. The Trustees are appointed by the World Board of WAGGGS.

World Association of Girl Guides and Girl Scouts (Europe)

The World Association of Girl Guides and Girl Scouts (Europe) is an Association Internationale Sans But Lucratif (AISBL) registered in Belgium under company number BE 0457.323.425. The Chair of the World Board of WAGGGS, the Chair of the Europe Region (a World Board member) and the Chief Executive of WAGGGS are ex-officio Directors of the company.

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WAGGGS ANNUAL REPORT 2024 I TRUSTEES, OFFICERS AND PROFESSIONAL ADVISORS

TRUSTEES, OFFICERS AND PROFESSIONAL ADVISORS I WAGGGS ANNUAL REPORT 2024

TRUSTEES , OFFICERS AND PROFESSIONAL ADVISORS

Who served during the financial year and/or in the period up to the approval of the report and accounts.

WORLD BOARD

Candela González Chair Fiona Lejosne Vice Chair Christane Rouhana Vice Chair Stefanie Argus Chair, Western Hemisphere Region (retred July 2025) Ghofrane Ben Hamed Chair, Arab Region (elected August 2025) Jessica Bond Fiona Bradley Chair of the Governance Commitee Caroline Brown Chair, Europe Region (elected July 2025) Elizabeth Chatuwa Chair, Africa Region (elected July 2025) Marina De Matey Derosa Chair, Western Hemisphere Region (elected July 2025) Monika Dreik Chair of the People Commitee Medhavi Chamathya Fernando Sarah Hammoud Chair, Arab Region (retred August 2025) Helga Mutasingwa Josephine Mwangi Debra Nakatomi Paula Neher-Old Chair, Europe Region (retred July 2025) Signe Obel Chempaka Emalin Pahamin Chair, Asia Pacifc Region (retred August 2025) Faniry Rakotoarivony Chair, Africa Region (retred July 2025) Sharrada Segeran Niumath Shafeeg Chair, Asia Pacific Region (elected August 2025)

OTHERS

Laura Davis WAGGGS Treasurer and Chair of the Audit, Finance and Risk Commitee Ana María Mideros Chair of the Nominatons Commitee Pamela Rice First Approved Person Antonia Yip Second Approved Person

SENIOR MANAGEMENT TEAM (SMT) – STAFF

The day-to-day running of WAGGGS, its operational decisions, the implementation of approved strategy and the exercise of executive responsibility is delegated to the Chief Executive and her Senior Management Team (SMT):

	Anna Segall Nadine El Achy Guy Holloway Sally Elkes Paul Bigmore Sophie Rymer Andii Verhoeven	Chief Executve (to August 2024) Chief Executve (from April 2025) Deputy Chief Executve (to August 2024), Actng Chief Executve (from August 2024-March 2025) Deputy Chief Executve (from June 2025) Head of Global Programmes (to May 2025), Chief Operatng Ofcer (from June 2025) Head of Global Programmes (from June 2025) Head of Learning and Leadership Development
	Nupur Patel-Shah Louise Sargeant	Director of Finance (on leave from August 2024) Interim Director of Finance (from August 2024-February 2025)
	Susana Nino Imogen Fitzpatrick Nicola Lawrence Shirley Stewart Inga Pikse Natalia Plou Magdalene Thomas	Interim Director of Finance (from February 2025) Head of Strategic Partnerships and Communicatons Head of Governance Head of Global Foundatons (to April 2024) Head of Philanthropy and Individual Giving Head of Membership and Regional Support Head of Internatonal Operatons

The Charity bases its reward policies and strategies on the needs of the organisation. Salaries are benchmarked against other comparable organisations to ensure that WAGGGS pays a suitable rate of pay to all the staff in relation to the environment in which they work. The WAGGGS Salary and Reward Policy and Procedures forms part of the organisation’s set of policies available to all staff through the online portal. More information can be found in note 8 of the policy.

PROFESSIONAL ADVISORS

Bankers

National Westminster Bank plc, 250 Bishopsgate, London, EC2M 4AA, UK Independent Auditors

Moore Kingston Smith LLP, 6th Floor, 9 Appold Street, London, EC2A 2AP, UK Investment Managers

Quilter Cheviot Investment Management, One Kingsway, London, WC2B 6AN, UK Legal Advisors

Broadfield Law UK LLP (formerly BDB Pitmans LLP), One Bartholomew Close, Barts Square, London, EC1A 7BL, UK Bulfin & Co, 128 Manor Way, Ruislip, Middlesex, HA4 8HR, UK

PRINCIPAL OFFICE

World Association of Girl Guides and Girl Scouts, World Bureau, Olave Centre, 12c Lyndhurst Road, London, NW3 5PQ, UK

OLAVE BADEN-POWELL SOCIETY

Patron HRH Princess Benedikte of Denmark President Susan Campbell (up to August 2024) President Kaela Sáenz Oriti (from September 2024)

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WAGGGS ANNUAL REPORT 2024 I STATEMENT OF TRUSTEES’ RESPONSIBILITIES

STATEMENT OF TRUSTEES’ RESPONSIBILITIES I WAGGGS ANNUAL REPORT 2024

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The World Board (as the Board • Make judgements and of Trustees) is responsible for estimates that are reasonable preparing the trustees’ report and prudent; and the financial statements in • State whether applicable accordance with applicable law UK standards have been and regulations. Charity law followed, subject to any requires the trustees to prepare material departures disclosed financial statements for each and explained in the financial financial year. Under that law, statements; the trustees have agreed to • Prepare the Financial Statements prepare the financial statements on a going concern basis unless in accordance with UK generally accepted accounting practice it is inappropriate to presume that the charity will continue (UK Accounting Standards and its activities. applicable law). Under charity law the trustees must not approve the The trustees are responsible for financial statements unless they keeping adequate accounting are satisfied that they give a true records that are sufficient to and fair view of the state of affairs show and explain the charity’s of the charity as at the end of the transactions and that disclose, financial year, and of its incoming with reasonable accuracy at resources and application of any time, the financial position those resources, including income of WAGGGS and enable them and expenditure for the year. In to ensure that the financial preparing the financial statements, statements comply with the the trustees are required to:

• Prepare the Financial Statements on a going concern basis unless it is inappropriate to presume that the charity will continue its activities.

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity’s transactions and that disclose, with reasonable accuracy at any time, the financial position of WAGGGS and enable them to ensure that the financial statements comply with the Charities Act 2011, the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the provisions of the WAGGGS Constitution and Bye-Laws. They are also responsible for safeguarding the assets of the charity and for their

• Select suitable accounting policies and apply them consistently;

• Observe the methods and principles in the Charities Statement of Recommended Practice (SORP);

proper application, as required by charity law, and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

• There is no relevant audit information of which the charity’s auditor is unaware.

• The trustees have taken all steps they ought to have taken 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 the maintenance and integrity of the charity and the financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Public Benefit

The trustees have paid due regard to the Charity Commission’s guidance on providing public benefit while reviewing the charity’s aims and objectives, deciding what activities the charity should undertake, and assessing how donations received will help the charity meet its objectives.

This report has set out in some detail the activities undertaken in line with the operational plan and budget to further the goals set out in WAGGGS’ Global Strategy 2024-2029, as well as the types of programmes WAGGGS makes available. Wherever possible, the views and opinions of girls and young women are sought in the design and implementation of programmes. This approach helps to ensure that programmes are targeted to the needs of girls and young women in each of our five regions, and the success of each can be evaluated and assessed.

Approved and authorised for issue by the Board of Trustees on 20th September 2025. / / P, ge

Candela González

WAGGGS World Board Chair

Laura Davis

Chair of the Audit, Finance and Risk Committee

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WAGGGS ANNUAL REPORT 2024 I INDEPENDENT AUDITOR’S REPORT

INDEPENDENT AUDITOR’S REPORT I WAGGGS ANNUAL REPORT 2024

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Consolidated Statement of Financial
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Consolidated and Charity Balance Sheets
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WAGGGS ANNUAL REPORT 2024 I INDEPENDENT AUDITOR’S REPORT

INDEPENDENT AUDITOR’S REPORT I WAGGGS ANNUAL REPORT 2024

INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES AND MEMBERS OF THE WORLD ASSOCIATION OF GIRL GUIDES AND GIRL SCOUTS

Opinion

We have audited the financial statements of The World Association of Girl Guides and Girl Scouts for the year ended 31 December 2024 which comprise the Group and Charity Statement of Financial Activities, the Group and Charity Balance Sheets, the Group and Charity 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).

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the trustees’ annual report.

We have nothing to report in respect of the following matters where the Charities Act 2011 requires us to report to you if, in our opinion:

• the parent charity has not kept adequate and sufficient accounting records, or returns adequate for our audit have not been received from branches not visited by us; or

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

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

In our opinion the financial statements:

• give a true and fair view of the state of the group’s and the parent charity’s affairs as at 31 December 2024 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;

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

• have been prepared in accordance with the Charities Act 2011.

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 Auditor’s 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 charity'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 other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of 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 there is 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.

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

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group and parent charity’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 group or parent charity or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with regulations made under section 154 of that Act.

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the charity’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees.

• Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charity’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the charity to cease to continue as a going concern.

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CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT) I WAGGGS ANNUAL REPORT 2024

WAGGGS ANNUAL REPORT 2024 I INDEPENDENT AUDITOR’S REPORT

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud

The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charity.

Our approach was as follows:

• We obtained an understanding of the legal and regulatory requirements applicable to the charity and considered that the most significant are the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council.

• We obtained an understanding of how the charity complies with these requirements by discussions with management and those charged with governance.

• We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance.

• We inquired of management and those charged with governance as to any known instances of non-compliance or suspected non-compliance with laws and regulations.

• Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required.

There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

Use of our report

This report is made solely to the charity's trustees, as a body, in accordance with Chapter 3 of Part 8 of the Charities Act 2011. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to any party other than the charity and charity's trustees as a body, for our audit work, for this report, or for the opinion we have formed. vow tins— Date 31 October 2025 Shivani Kothari Statutory Auditor 9 Appold Street London EC2A 2AP

Moore Kingston Smith LLP is eligible to act as auditor in terms of Section 1212 of the Companies Act 2006.

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES for the year ended 31 December 2024

					TOTAL	TOTAL
		UNRESTRICTED	RESTRICTED	ENDOWMENT	YEAR TO	YEAR TO
	NOTES	FUNDS	FUNDS	FUNDS	31/12/24	31/12/23
						(As
INCOME &						restated)
ENDOWMENTS		£'000	£'000	£'000	£'000	£'000
Donations, Legacies and Endowments	3	1,199	1,968	-	3,167	2,056
Income from charitable activities Income from other	4	3,118	1,809	-	4,927	4,645
trading activities		490	2	2 -	492	550
Investment income	5	172	-	36	208	131
Other income		1	-	-	1	-
Total Income		4,980	3,779	36	8,795	7,382
EXPENDITURE
Raising funds	6	685	169	-	854	918
Charitable activities	6	3,586	3,876	7	7,469	6,795
Total Expenditure		4,271	4,045	7	8,323	7,713
Net income /
(expenditure)
before gains /
(losses) on
investments		709	(266)	29	472	(331)
Net gains / (losses) on investments	8	(44)	(26)	43	(27)	118
NET INCOME / (EXPENDITURE) FOR THE YEAR Other gains / (losses)	8	665 16	(292) (6)	72 -	445 10	(213) (55)
NET MOVEMENT
IN FUNDS		681	(298)	72	455	(268)
Total Funds
at 1 January		3,130	7,170	1,028	11,329	11,596
Total Funds at 31 December		3,811 6,872 1,100 11,783 11,329 ~~ee~~

The comparative figures for the year ended 31 December 2023 have been restated resulting in a total - net adjustment to reserves of £130k. Additionally, the expenditure from the prior year was re analysed in alignment with the thematic priorities set out in WAGGGS’ 2024–2029 strategy, and during this review, it was identified that some costs previously coded to charitable activities had been incorrectly classified under g the cost of raising funds. At the same time, a detailed review of income classiThe notes on pages 71 to 93 form an integral part o f these financial statements. ication for the prior year was

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WAGGGS ANNUAL REPORT 2024 I CONSOLIDATED AND CHARITY BALANCE SHEETS

CONSOLIDATED STATEMENT OF CASH FLOWS I WAGGGS ANNUAL REPORT 2024

CONSOLIDATED AND CHARITY BALANCE SHEETS as at 31 December 2024

CONSOLIDATED STATEMENT OF CASH FLOWS

For the year ended 31 December 2024

CIO number: 1159255

	NOTES	GROUP	GROUP	CHARITY	CHARITY
		2024	2023	2024	2023
			(As restated)		(As restated)
		£'000	£'000	£'000	£'000
FIXED ASSETS
Intangible assets	9	1	1	1	1	1
Tangible assets Investments	10 11	3,664 4,437	3,706 4,136	3,303 4,407	3,346 4,107	3,346 4,107
		8,102	7,843	7,711	7,454
CURRENT ASSETS
Stock	13	241	221	56	51	51
Debtors	14	1,074	1,526	2,011	2,367	2,367
Short-term investments	15	2,834	2,238	1,707	1,074	1,074
Bank		1,414	1,619	560	1,060	1,060
		5,563	5,604	4,334	4,552
CURRENT LIABILITIES
Creditors	16	(1,645)	(1,889)	(1,605)	(1,960)
NET CURRENT ASSETS		3,918	3,715	2,729	2,592
NON-CURRENT LIABILITIES
Long-term creditors NET ASSETS FUNDS of the Group and Charity	17	(236) 11,783	(229) 11,329	(2) 10,438	(2) 10,044
Endowment Fund RESTRICTED FUNDS	18	1,100	1,028	973	931
Restricted Property Restricted Funds	18 18	3,253 3,619	3,284 3,886	3,119 2,828	3,147 3,034	3,147 3,034
Total Restricted		6,872	7,170	5,947	6,181
UNRESTRICTED FUNDS
General Funds	18	3,811	3,130	3,518	2,932	2,932
Total Unrestricted		3,811	3,130	3,518	2,932
Total Reserves		11,783	11,329	10,438	10,044

		YEAR TO		YEAR TO
	Notes	31/12/24	31/12/24	31/12/24 31/12/23
		£000s	£000s	£000s £000s
				(As restated)
OPERATING ACTIVITIES
Cash from/(used in) operations	a	509		1,576
NET CASH FROM/(USED IN)
OPERATING ACTIVITIES		509		1,576
INVESTING ACTIVITIES
Sale/(purchase) of tangible fixed assets		(16)		(60)
Purchase of investments		(580)		(1,196)
Proceeds from sale of investments		243		1,273
Dividends received		131		84
Interest received		77		47
NET CASH (USED IN)/FROM
INVESTING ACTIVITIES		(146)		148
NET CASH FROM FINANCING ACTIVITIES		-		-
NET INCREASE IN CASH
AND CASH EQUIVALENTS		363		1,724
CASH AND CASH EQUIVALENTS
AT BEGINNING OF YEAR	b	3,857		2,317
Effect of foreign exchange rates		28		(184)
CASH AND CASH EQUIVALENTS
AT END OF YEAR	b	4,248		3,857

The comparative figures for the year ended 31 December 2023 have been restated resulting in a total net adjustment to reserves of £130k, comprising of the following:

• An increase in restricted reserves and an increase in endowment reserves previously classified as unrestricted reserves in relation to an overseas entity. y

• • An adjustment to deferred income relating to an overseas entity.

• A foreign exchange adjustment.

Please see note 6a and note 21 for additional details.

Approved and authorised for issue by the Board of Trustees on 20 September 2025 and signed on its behalf by:

Candela González WAGGGS World Board Chair

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WAGGGS ANNUAL REPORT 2024 I CONSOLIDATED STATEMENT OF CASH FLOW

NOTES TO THE ACCOUNTS I WAGGGS ANNUAL REPORT 2024

Notes to cash flow statement

a) RECONCILIATION OF NET INCOME TO NET CASH FROM OPERATIONS

Net movement in funds during the year Adjustments for: Investment income Fair value gains on financial instruments Amortisation and impairment of intangible asset Depreciation and impairment of tangible asset Sangam adjustment for brought forward creditor and deferred income Foreign exchange gains Operating cash flows before movement in working capital Increase in stock Decrease in debtors Decrease /(increase) in creditors Cash from operations

2023 £000s (As restated) (266) (131) (118) 1 62 243 (187) (396) (12) 1,028 955 1,576 2024 £000s 456 (208) 1 65 - - 314 (20) 452 (238) 509

b) ANALYSIS OF CASH AND CASH EQUIVALENTS

Cash at bank and in hand Short-term investments Total cash and cash equivalents	2024 £000s 1,414 2,834 4,248	2023 £000s 1,619 2,238 3,857

NOTES TO THE ACCOUNTS

for the year ended 31 December 2024

1. ACCOUNTING POLICIES

1.1 Charity information

The World Association of Girl Guides and Girl Scouts (WAGGGS) is a Charitable Incorporated Organisation (CIO) registered with the Charity Commission for England and Wales (no. 1159255). Details of the registered office are included in the Trustees’ Report that accompanies these financial statements. The Charity's operations and principal activities are described in the Trustees' Report.

1.2 Basis of accounting and consolidation

These financial statements have been prepared under the historical cost convention, as modified by the revaluation of listed investments, and are drawn up in accordance with the Charities Act 2011 and the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) second edition (effective 1 January 2019). The Charity constitutes a public benefit entity as defined by FRS 102.

The financial statements are presented in (£) Sterling which is also the functional currency of the Charity. Monetary amounts in these financial statements are rounded to the nearest thousand pounds.

The consolidated financial statements incorporate those of WAGGGS CIO (Charity) and all its subsidiaries controlled through its power to govern the financial and operating policies in order to obtain benefits from its activities. (See WAGGGS group structure on Pg 55-57).

All financial statements of the Group are made up to 31 December 2024. All intra-group transactions, balances and unrealised gains on transactions between group entities are eliminated on consolidation. The financial results of the following entities are consolidated in these financial statements:

• World Association of Girl Guides and Girl Scouts CIO (Charity registered with the Charity Commission of England and Wales, number 1159255)

• WAGGGS Trading Limited (company registered in England and Wales, number 07533080)

• Our Chalet Association (founded 15 December 1930 under Article 60ff of the Code Civil Suisse)

• Foundation for Girl Guides and Girl Scouts International Centre, Our Chalet Adelboden (registered as a foundation – “stiftung” – in Switzerland)

• Nuestra Cabaña, A.C. (Asociación Civil) (non-profit association registered in Mexico, Tax Identification Number NCA880620IF4)

c) RECONCILIATION OF GROUP CHANGES IN NET FUNDS

Cash at bank and in hand and short-term investments Borrowing exchange overdrafts Cashflow £000s 363 46 409 01/01/2024 £000s 3,857 (59) 3,798	31/12/2024 £000s 4,248 - 4,248 Exchange Rate Movement £000s 28 - 28

• The Cabaña, S.A. DE C.V. (Sociedad Anónima de Capital Variable) (company registered in Mexico, Tax Identification Number CAB5407071W6)

• WAGGGS Mexico Comercializadora S.A. de C.V. (Incorporated on 9 January 2025)

• Sangam World Centre of the World Association of Girl Guides and Girl Scouts (charitable public trust registered in India, registration number E-35498 (M))

• World Association of Girl Guides and Girl Scouts (Europe) (registered in Belgium, company number BE 0457.323.425)

Please see note 12 for further details.

WAGGGS has control of a dormant company, WAGGGSMEX Limited (share capital £3), incorporated in Great Britain (company registered in England and Wales, number 01650327). The entity has not traded in the year.

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NOTES TO THE ACCOUNTS I WAGGGS ANNUAL REPORT 2024

1.3 Reduced disclosures

The Charity has taken advantage of the exemption from disclosing the following information in its Charity only accounts, as permitted by the reduced disclosure regime within FRS 102:

• Section 7 ‘Statement of Cash Flows’ – Presentation of a Statement of Cash Flows and related notes and disclosures

• Section 11 ‘Basic Financial Instruments’ – Carrying amounts, interest income/expense and net gains/losses for each category of financial instrument

1.4 Going concern

The Trustees have assessed whether the Group and Charity are a going concern by preparing income and expenditure budgets and cashflow forecasts for various periods. Those included forecasts aligned with the strategic action plan 2024-2026, which indicated declining overall deficits and declining deficits on unrestricted funds over the period 2024 through 2026. The outturn for 2024 was a much lower overall deficit and an unrestricted surplus fund.

Following the positive outcome in 2024, additional investments were planned and incorporated into the 2025 forecast, resulting in an anticipated net deficit for 2025. Despite this projected shortfall, the figures demonstrate a strong commitment to identifying cost savings, executing full cost-recovery strategies, and increasing income in line with inflation and prevailing market rates.

As at the date of signing these financial statements, the Group and Charity have adequate unrestricted cash and investment resources to absorb forecasted deficits. Therefore, the Trustees believe that the Group and Charity have sufficient resources to continue to operate for at least 12 months from the date of approval of these financial statements and therefore continue to adopt the going concern basis of accounting in preparing the financial statements.

1.5 Fund Accounting

Restricted funds – are those funds given to the Charity by an external donor, which must be applied in accordance with the donor’s intentions. The purposes and uses of these funds are set out in note 24 to the accounts.

Endowment funds – are those funds given to the Charity by an external donor, which must be applied in accordance with the donor’s intentions and where one of those intentions is the preservation of the original capital given. The purposes and uses of these funds are set out in note 24 to the accounts.

General unrestricted funds – are the remaining unrestricted funds of the Charity (including its subsidiaries) that are freely available to spend in furtherance of the objects of WAGGGS, and which have not been designated by the World Board.

1.6 Income

All income is included in the accounts when the Charity is legally entitled to the income, the amount can be quantified with reasonable accuracy, and the receipt of income is probable. The following specific policies apply to categories of income:

• Membership fee income relates to the annual fee payable by Member Organisations as a condition of membership. This is accounted for on a receivable basis, net of provisions.

• Legacies are credited to the Statement of Financial Activities on a case-by-case basis in accordance with the requirements of the SORP (being probability, entitlement and measurement). Entitlement is taken as the earlier date on which either:

• the Charity receives a distribution from the estate or

• the Charity has received notification in writing from the estate executors of the amount to be received by the Charity from the estate.

• Investment income, primarily from dividends and interest, is included gross and accounted for when receivable.

• Income from other trading activities represents sale of materials and goods including publications, uniform and other items purely for charitable purposes. These are accounted for at the point of sale.

• • World Centres Operating Income consists primarily of receipts for board, lodging and event costs. This is accounted for on a receivable basis.

1.7 Expenditure

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category, inclusive of any irrecoverable VAT.

Expenditure on raising funds includes those expenses which are directly attributable to the generation of funds. These include Investment Fund Manager fees and the salaries and overheads of the staff that directly undertake fundraising activities plus allocated support costs.

Charitable Activities expenditure is allocated against global outcomes and activities on the basis noted above.

Support Services represent the central costs not directly attributable to WAGGGS’ global outcomes but are in support of WAGGGS’ charitable activities.

Governance costs include the direct costs of the administration of WAGGGS and compliance with constitutional and statutory requirements including an appropriate share of support costs. These costs include audit, legal advice for Trustees and costs associated with Board meetings and the governance elements of the Regional Conferences and World Conference.

The allocation of staff salaries, other benefits and overheads not directly attributable to a particular functional activity are apportioned over the relevant categories on the basis of management estimates of time spent by individual staff on various activities in support of WAGGGS’ global outcomes.

Pensions are provided through money purchase schemes and costs recognised when payments into those schemes are due and payable.

1.8 Employee benefits

The costs of short-term employee benefits are recognised as a liability and an expense. The expected cost of holiday entitlement is recognised in expenditure in the period in which the employee’s services are received. Any unused entitlement is recognised as a liability. The best estimate of the expenditure required to settle an obligation for termination benefits is recognised immediately as an expense when the Charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

1.9 Foreign Currencies

Transactions in foreign currencies other than the functional currency are recorded at the rate ruling at the date of the transaction. All exchange differences are taken to the statement of financial activities.

Assets and liabilities of overseas operations are translated into the Charity’s presentation currency at the rate ruling at the reporting date. Income and expenses of overseas operations are translated at the average rate for the year. Exchange differences are recognised in other gains / losses.

1.10 Financial instruments

The Charity has elected to apply the provisions of Section 11 “Basic Financial Instruments” and Section 12 “Other Financial Instruments Issues” of FRS 102, in full, to all of its financial instruments.

Financial instruments are classified and accounted for according to the substance of the contractual arrangement.

• Donations are accounted for where there is adequate probability of receipt.

• Grants for specific purposes are recognised as income when receivable and are shown as restricted income. The exception to this rule is where grants are received with preconditions attached, and where the preconditions have not been met and as such the Charity is not entitled to the income by the balance sheet date. Such grants are included in creditors as deferred income.

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NOTES TO THE ACCOUNTS I WAGGGS ANNUAL REPORT 2024

Financial assets

Basic financial assets, which include other debtors, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost, being transaction price less amounts settled and less any impairment losses.

Investments are a basic financial instrument and are included in the balance sheet initially at transaction value and subsequently recognised at their fair value at the end of the financial period, which is the bid price quoted on a recognised stock exchange. Realised and unrealised gains and losses are credited or debited to the Statement of Financial Activities in the year in which they arise.

Financial liabilities

Basic financial liabilities, which include trade creditors, employees’ salaries provision and other creditors, are initially measured at transaction price and subsequently measured at amortised cost, being transaction price less amounts settled.

1.14 Taxation

WAGGGS is a registered Charity and as such its income and gains falling within sections 471 to 489 of the Corporation Tax Act 2010 or section 256 of the Taxable and Chargeable Gains Act 1992 are exempt from corporation tax to the extent that they are applied to its charitable activities.

1.15 Short-Term Investments

Short-term investments include short-term highly liquid investments with a short maturity of three months or less from the date of acquisition of the deposit or similar account amounts held in short-term deposit accounts at the bank or with the investment managers.

1.16 Cash at bank and in hand

Cash at bank and in hand includes cash held in instant access accounts.

1.11 Intangible Fixed Assets

Purchased intangible assets are recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.

Intangible assets are initially recognised at cost and are subsequently measured at cost less accumulated amortisation and accumulated impairment losses. Intangible assets are amortised to Statement of Financial Activities on a straight-line basis over their useful lives, as follows:

Purchased computer software 3 – 5 years Trade marks 10 years

1.12 Tangible Fixed Assets and Depreciation

Tangible fixed assets are stated initially at cost, and subsequently measured at cost, net of depreciation and any impairment losses. Freehold land is not depreciated.

Impairment of Tangible Fixed Assets

An assessment is made at each reporting date of whether there are indications that a fixed asset may be impaired or that an impairment loss previously recognised has fully or partially reversed. If such indicators exist, the Charity estimates the recoverable amount of the asset.

Shortfalls between the carrying value of fixed assets and their recoverable amounts, being the higher of fair value less costs to sell and value in use, are recognised as impairment losses.

Depreciation is provided in equal annual instalments over the estimated useful lives of the assets as follows:

• Freehold buildings - 50 years

• Leasehold buildings - the length of the lease

• Leasehold improvements - 20 years or length of remaining lease if shorter

• Fixtures and fittings - 5 years

• Office equipment other than computers - 5 years

• Computer equipment - 3 years

All tangible fixed assets are capitalised subject to a cost threshold of £1,000.

1.13 Stocks

2. JUDGEMENTS AND KEY SOURCES OF ESTIMATION UNCERTAINTY

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

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised.

Key estimates are undertaken in the allocation of support costs (see note 6a).

The Trustees consider the estimates involved in valuation of investments to have a significant effect on amounts recognised in the financial statements. These are taken directly from the investment managers’ reports.

The Trustees do not consider that there are any critical estimates or areas of judgement that need to be brought to the attention of the readers of the financial statements.

3. INCOME FROM DONATIONS, LEGACIES AND ENDOWMENTS

Donations and legacies World Thinking Day Olave Baden-Powell Society Regions World Centres	UNRESTRICTED RESTRICTED ENDOWMENT TOTAL 2024 TOTAL 2023 £'000 £'000 £'000 £'000 £'000 168 1,452 - 1,620 854 72 - - 72 93 645 175 - 820 870 - 38 - 38 58 314 303 - 617 181 1,199 1,968 - 3,167 2,056

Stocks are valued at the lower of cost and net realisable value.

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NOTES TO THE ACCOUNTS I WAGGGS ANNUAL REPORT 2024

4. INCOME FROM CHARITABLE ACTIVITIES

	UNRESTRICTED £'000	RESTRICTED £'000	ENDOWMENT £'000	TOTAL 2024 £'000	TOTAL 2023 (As restated) £'000
Membership fees World Centres operating income Grants for specific programmes Conference, event fees and other	1,589 892 9 628	- 3 1,784 22	- - - -	1,589 895 1,793 650	1,466 798 1,302 1,079
Total income from charitable
activities	3,118	1,809	-	4,927	4,645

Prior Year Restatement of Income

In 2024, the organisation carried out a detailed review of the classification of income for the 2023 statutory accounts to ensure compliance with accounting standards and accurate financial reporting. The review identified that certain amounts in the 2023 accounts had been misclassified:

• £721,000 of grant income had been recorded under “Conferences, event fees and other” instead of its correct category.

• £290,000 of non-charitable income had been recorded within charitable activities, whereas it should have been presented as trading income.

These adjustments have been applied to improve the accuracy of the classification of income in the accounts. The overall total income for 2023 remains unchanged. This finding reflects a positive strengthening of internal controls and demonstrates the organisation’s commitment to transparent and robust financial reporting.

5. INVESTMENT INCOME

5. INVESTMENT INCOME
				TOTAL	TOTAL
	UNRESTRICTED	RESTRICTED	ENDOWMENT	2024	2023
	£'000	£'000	£'000	£'000	£'000
Dividend income	101	-	30	131	84
Interest income	71	-	6	77	47
Total investment income	172	-	36	208	131

6a. ANALYSIS OF TOTAL EXPENDITURE BY STRATEGIC THEME

6a. ANALYSIS OF TOTAL EXPENDITURE BY STRATEGIC THEME	6a. ANALYSIS OF TOTAL EXPENDITURE BY STRATEGIC THEME
2024 Expenditure breakdown Expenditure of Raising Funds Strategic theme 1 - A united and connected girl- and young women-led Movement Strategic theme 2 - MOs are supported to be thriving, inclusive and deliver a high-quality GGGS experience Strategic theme 3 - A sustainable WAGGGS UNRESTRICTED RESTRICTED ENDOWMENT £'000 £'000 £'000 685 169 - 2,467 1,654 7 560 2,174 - 559 48 - TOTAL 2024 £'000 854 4,128 2,734 607
	559 48 - 607
Total Expenditure	4,271 4,045 7 8,323

2023 Expenditure breakdown Expenditure of Raising Funds Strategic theme 1 - A united and connected girl- and young women-led Movement Strategic theme 2 - MOs are supported to be thriving, inclusive and deliver a high-quality GGGS experience Strategic theme 3 - A sustainable WAGGGS Total Expenditure	UNRESTRICTED RESTRICTED ENDOWMENT TOTAL 2023 (As restated) £'000 £'000 £'000 £'000 798 119 1 918 2,277 1,251 5 3,533 600 1,997 - 2,597 425 240 - 665 4,100 3,607 6 7,713

Basis of Expenditure Classification

Expenditure has been classified by the three strategic themes used in our 2024-2029 Global Strategy:

• A united and connected girl- and young women-led Movement

• MOs are supported to be thriving, inclusive and deliver a high-quality Girl Guide & Girl Scout (GGGS) experience

• • A sustainable WAGGGS

To ensure accurate classification of expenditure across charitable activities and the cost of raising funds, a structured methodology was applied:

• Restricted Funds: All restricted expenditure was reviewed by fund code. Each item was classified according to the strategic goal most closely aligned with the fund’s intended purpose.

• Unrestricted Funds: Expenditure funded by unrestricted income was assessed by cost centre and expenditure type. A proportion of each item was then allocated to one or more strategic goals, if applicable, and the remaining to the cost of raising funds.

This classification process was underpinned by a detailed analysis of the direct relationship between expenditure and WAGGGS’ activities. The aim was to reflect the true nature and purpose of each transaction with consistency and transparency.

Prior Year Restatement

In the prior year, the analysis of expenditure reflected the themes associated with WAGGGS’ 2022–2023 global strategy. In light of the new 2024–2029 global strategy, it is considered more appropriate to present expenditure in accordance with the updated strategic themes to ensure alignment with WAGGGS’ current objectives and direction.

The expenditure from the prior year was re-analysed in alignment with the thematic priorities set out in WAGGGS’ 2024–2029 strategy, and during this review, it was identified that some costs previously coded to charitable activities had been incorrectly classified under the cost of raising funds. Through this review, we clarified that £173k of programme expenditure had been originally coded to fundraising, although we later confirmed there was no donor specification requiring it to be used for that purpose. Additionally, £398k related to the Pax Lodge World Centre was reviewed and determined to be more appropriately classified under activities aligned with the Movement, rather than income generation. Finally, £327k of World Conference expenditure was found to better reflect charitable activity than fundraising.

As a result, the expenditure in the Statement of Financial Activities for the year ended 2023 has been reclassified to reflect the new thematic structure and the new distribution between charitable activities and the cost of raising funds. This reclassification has no impact on the total expenditure previously reported.

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NOTES TO THE ACCOUNTS I WAGGGS ANNUAL REPORT 2024

6b. ANALYSIS OF GRANTS PAID

charitable objects.

LIST OF GRANTS PAID Delegates & Individuals Member Organisations Total Grants Paid DETAILED ANALYSIS OF GRANTS AKO 2023-2025 Capacity Building-Framework Translation Disaster and Emergency Fund Dove 2021-2025 EGM support European Contribution Friends - Asia-Pacific Region Friends Group - General Scholarship Global Youth Mobilization with EC 2024-2026 Julie Dawson Fund Malala Fund NOREC-YESS Girls’ Movement 2024 Our Chalet - Leadership Development Symantec 2022-2023 UNEP – Tide Turners 2023 Unrestricted Funds World Foundation Sangam Leadership Events 2023- 2024 Total grants		2024 NUMBER OF GRANTS 2024 VALUE 2023 NUMBER OF GRANTS 2023 VALUE No £’000 No £’000 413 108 251 134 174 954 227 1,037 587 1,062 478 1,171 2024 NUMBER OF GRANTS DELEGATES & INDIVIDUALS MEMBER ORGANISATIONS TOTAL 2024 £’000 £’000 £’000 16 - 119 119 1 - 1 1 1 - 1 1 27 - 40 40 136 5 - 5 3 - 5 5 5 - 19 19 13 8 - 8 16 - 153 153 117 48 - 48 16 - 16 16 111 18 563 581 18 4 - 4 16 - 16 16 16 - 21 21 15 8 - 8 60 17 - 17 587 108 954 1062
		,

7a. EMPLOYEES

7a. EMPLOYEES
AVERAGE EMPLOYEE NUMBERS	GROUP 2024			GROUP 2023	CHARITY 2024		CHARITY 2023
		No.		No.	No.		No.
Charitable activities		54		53	23		25
Fundraising		10		10	9		10
Support services Total		11 75		10 73	10 42		10 45
TOTAL STAFF COSTS	GROUP	2024		GROUP 2023	CHARITY 2024		CHARITY 2023
		£’000		£’000	£’000		£’000
Wages and salaries		2,042		2,045	1,589		1,639
Social security costs Pension costs		245 148		220 145	180 114		178 94
Total	2,435			2,410	1,883		1,911

The Group did not incur any costs in relation to redundancy and termination payments in the year compared to 2023:

TOTAL STAFF COSTS	GROUP 2024	GROUP 2023
Payment in lieu of notice Total Number of staff	£’000 - - -	£’000 8 8 1

No amounts were outstanding at the reporting date (2023: £nil).

Remuneration policy and benefits

The Charity bases its reward policies and strategies on the needs of WAGGGS. Salaries are benchmarked against other comparable organisations to ensure that WAGGGS pays a suitable rate of pay to all the staff in relation to the environment in which they work – these policies are captured in WAGGGS’ Salary and Reward Policy and Procedures in the online company handbook available to all staff. The Charity has a separate group personal pension plan set up in 1998 with Aviva Life Services UK Limited, a contributory money purchase scheme, to which most staff belong. The assets of the scheme are in an independently administered fund. Where appropriate, the World Centres contribute to local pension arrangements. Contributions totalling £14k (2023: £15k) were payable at year end and are included in other creditors.

The number of employees whose emoluments as defined for taxation purposes amounted to over £60,000 were as follows:

	2024	2023
	NUMBER	NUMBER
£100,001 - £110,000	-	-
£90,001 - £100,000	-	1
£80,001 - £90,000	1	-
£70,001 - £80,000	-	1
£60,001 - £70,000	2	1

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WAGGGS ANNUAL REPORT 2024 I NOTES TO THE ACCOUNTS

NOTES TO THE ACCOUNTS I WAGGGS ANNUAL REPORT 2024

Pension contributions of £39k were paid in 2024 (2023: £21.5k) to the three (2023: three) employees earning more than £60k within the year.

The Trustees did not receive any remuneration or benefits in kind, other than the reimbursement of expenses. During the year, 18 Trustees were reimbursed for travelling and accommodation expenses incurred on WAGGGS’ business, which amounted to £46k (2023: £42k).

Key management personnel

The key management personnel of the Group and Charity comprise of the Trustees and the Senior Management Team (SMT) (see page 58-59).

The total employee benefits of the key management personnel of the Charity during the year, which comprised salary, pension benefits, benefits in kind and employer’s National Insurance were £834k (2023: £719k).

7b. AUDITOR’S REMUNERATION

Audit fees payable for the year ended 31 December 2024 were £71k in total (2023: £66k). A breakdown of audit fees by entity is included below:

es by entity is included below:
Entity	2024 £’000	2023 £’000
Charity	44	42
WAGGGS Europe AISBL	6	6
Our Chalet Association	7	6
WAGGGS Trading	7	6
Nuestra Cabaña and The Cabaña Total	7 71	6 66

8a. NET GAINS / (LOSSES) ON INVESTMENTS

	UNRESTRICTED	RESTRICTED	ENDOWMENT	TOTAL		Total
	FUNDS	FUNDS	FUNDS	2024		2023
	£'000	£'000	£'000	£'000		£'000
Realised gains/(losses)
on investments	13	6	-	19		11
Unrealised gains/(losses)
on investments	(57)	(32)	43	(46)		107
Total net gains/ (losses)	(44)	(26)	43	(27)		118

8b. OTHER GAINS / (LOSSES)

8b. OTHER GAINS / (LOSSES)
	UNRESTRICTED FUNDS	RESTRICTED FUNDS	ENDOWMENT FUNDS	TOTAL 2024		Total 2023
	£'000	£'000	£'000	£'000		£'000
Exchange and revaluation
movements	16	(6)	-	10		57
Sangam creditor and deferred
income adjustment	-	-	-	-		(112)
Total other gains / (losses)	16	(6)	-	10		(55)

9. INTANGIBLE ASSETS

COST Brought Forward 01 January 2024 Carried Forward 31 December 2024 Amortisation Brought Forward 01 January 2024 Charge for the year Carried Forward 31 December 2024 Net Book Value: 31 December 2024	GROUP CHARITY PURCHASED COMPUTER SOFTWARE & TRADEMARKS PURCHASED COMPUTER SOFTWARE & TRADEMARKS £'000 £'000 158 153 158 153 157 152 - - 157 152 1 1
31 December 2023	1 1

Amortisation has been included within expenditure on charitable activities in the Statement of Financial Activities.

10. TANGIBLE ASSETS

FREEHOLD LAND & BUILDINGS £'000 2,224 - - 98 2,322 -0 1,895 5 - 89 1,989 0 333 GROUP COST Brought Forward 01 January 2024 Additions Disposals Foreign exchange difference Carried Forward 31 December 2024 Accumulated Depreciation Brought Forward 01 January 2024 Charge for the year Disposals Foreign exchange difference Carried Forward 31 December 2024 Net Book Value: 31 December 2024 Total £'000 7,352 16 - 90 7,458 -0 3,646 66 - 82 3,794 0 3,664 FURNITURE & EQUIPMENT £'000 620 15 - (8) 627 0 555 17 - (7) 565 0 62 LEASEHOLD LAND & BUILDINGS £'000 4,508 1 - - 4,509 -0 1,196 44 - - 1,240 0 3,269
	-0 -0 0 -0
	1,895 5 - 89 1,989 3,646 66 - 82 3,794 555 17 - (7) 565 1,196 44 - - 1,240
	0 0 0 0
	333 3,664 62 3,269
31 December 2023	329 3,706 65 3,312

The comparative figures for the year ended 31 December 2023 have been restated to correct a prior year error. A creditor was duplicated in the balance sheet resulting in an overstatement of “Other gains/(losses)”. The correction resulted in the reduction of this line by £130k.

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CHARITY COST Brought Forward 01 January 2024 Additions Disposals Foreign exchange difference Carried Forward 31 December 2024 Accumulated Depreciation Brought Forward 01 January 2024 Charge for the year Disposals Foreign exchange difference Carried Forward 31 December 2024 CARRYING VALUE 31 December 2024 31 December 2023	FURNITURE & EQUIPMENT £'000 296 13 - - 309 249 14 - LEASEHOLD LAND & BUILDINGS £'000 4,495 - - - 4,495 1 1,196 43 - FREEHOLD LAND & BUILDINGS £'000 - - - - - - - - Total £'000 4,791 13 - - 4,804 1,445 57 -	FURNITURE & EQUIPMENT £'000 296 13 - - 309 249 14 - LEASEHOLD LAND & BUILDINGS £'000 4,495 - - - 4,495 1 1,196 43 - FREEHOLD LAND & BUILDINGS £'000 - - - - - - - - Total £'000 4,791 13 - - 4,804 1,445 57 -	FURNITURE & EQUIPMENT £'000 296 13 - - 309 249 14 - LEASEHOLD LAND & BUILDINGS £'000 4,495 - - - 4,495 1 1,196 43 - FREEHOLD LAND & BUILDINGS £'000 - - - - - - - - Total £'000 4,791 13 - - 4,804 1,445 57 -	FURNITURE & EQUIPMENT £'000 296 13 - - 309 249 14 - LEASEHOLD LAND & BUILDINGS £'000 4,495 - - - 4,495 1 1,196 43 - FREEHOLD LAND & BUILDINGS £'000 - - - - - - - - Total £'000 4,791 13 - - 4,804 1,445 57 -
	-	(1)	-	(1)
	-	263 1,238 0 1,501
	-	3,257	46 3,303
	-	3,299	47 3,346

	TOTAL 2024	TOTAL 2023
CHARITY	£'000	£'000
Market Value at 1 January	4,107	4,072
Purchases at cost	580	1,196
Disposals	(243)	(1,273)
Unrealised gains/ (losses) in the period	(37)	112
Market Value as at 31 December	4,407	4,107
At the balance sheet date, the portfolio was invested as follows:
UK equity shares	405	423
UK fixed interest bonds and deposits	1,952	1,595
Property unit trusts	662	735
Overseas equities and mutual funds	1,195	1,160
Overseas fixed interest bonds and deposits	193	194
Market value as at 31 December	4,407	4,107

Quilter Cheviot Asset Management (QC) manages the investment portfolio on behalf of WAGGGS.

The following investments represents more than 5% of the value of the main portfolio as at 31 December 2024:

Investment	Holdings	Value
	%	£’000
Fidelity Investment Funds Fidelity Moneybuilder Income Fund I Dis	8.41	299
Premier Miton Income Funds ICVC Premier Miton Corp Bd Monthly Inc C Dis	5.73	203
Wellington Mgmnt Fds (Ireland) Plc Wellington Gbl Cred ESG Fd GBP G Q1 Dih	5.43	192

11. INVESTMENTS

11. INVESTMENTS
	TOTAL 2024	TOTAL 2023
GROUP	£'000	£'000
Market Value at 1 January	4,136	4,105
Purchases at cost	580	1,196
Disposals	(243)	(1,273)
Unrealised gains/ (losses) in the period	(36)	108
Market Value as at 31 December	4,437	4,136
	-0
At the balance sheet date, the portfolio was invested as follows:
UK equity shares	435	452
UK fixed interest bonds and deposits	1,952	1,595
Property unit trusts	662	735
Overseas equities and mutual funds	1,195	1,160
Overseas fixed interest bonds and deposits	193	194
Market value as at 31 December	4,437	4,136

In both the Group and Charity, there are no restrictions on the realisation of any of the investments.

12. SUBSIDIARY UNDERTAKINGS

The financial performance and position of the Charity’s subsidiary undertakings for the year ended 31 December 2024 were as follows:

	Percentage	Net assets /	Total	Total	Net income /
	Control	(liabilities)	income	expenditure	(expenditure)
		£'000	£'000	£'000	£'000
WAGGGS Trading Limited	100%	6	658	(511)	147
Our Chalet Association	100%	(60)	952	(1,001)	(49)
Foundation for Girl Guides and
Girl Scouts International Centre,
Our Chalet Adelboden	100%	-	126	(120)	6
Nuestra Cabaña, A.C.	100%	33	60	(28)	32
The Cabaña S.A. De C.V.	100%	69	331	(264)	67
WAGGGS Mexico
Comercializadora S.A. de C.V.	100%	-	-	-	-
Sangam WAGGGS	100%	23	269	(257)	12
WAGGGS (Europe) AISBL	100%	(10)	310	(320)	(10)

WAGGGS Trading Limited has entered into a deed of covenant with the Charity agreeing that all surpluses are payable to the Charity annually.

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NOTES TO THE ACCOUNTS I WAGGGS ANNUAL REPORT 2024

13. STOCK

13. STOCK
	GROUP		GROUP		CHARITY		CHARITY
	2024		2023		2024		2023
	£'000		£'000		£'000		£'000
Uniforms, publications, badges and souvenirs 241			221		56		51
Total Stock	241		221		56		51
14. DEBTORS
Go to tab "Note 14-16 workings"	GROUP		GROUP		CHARITY		CHARITY
	2024		2023		2024		2023
	£'000		£'000		£'000		£'000
Trade debtors	112		59		105		66
Accrued income Other debtors	504 46		1,029 133		442 5		882 61
Prepayments Amounts owed from group undertakings 412 -			305 -		403 1,056		303 1,055
Total Debtors	1,074		1,526		2,011		2,367
15. SHORT-TERM INVESTMENTS
	GROUP		GROUP		CHARITY		CHARITY
	2024		2023		2024		2023
	£'000		£'000		£'000		£'000
Short-term investments Total Short-term Investments	2,834 2,834		2,238 2,238		1,707 1,707		1,074 1,074

Short-term funds are placed in a combination of a 90-day notice account, providing enhanced returns with restricted access, and an instant-access business reserve account, ensuring liquidity and operational flexibility.

16. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

	GROUP	GROUP	GROUP	CHARITY		CHARITY	CHARITY
	2024	2023		2024		2023
		(As restated)
	£'000	£'000		£'000		£'000
Trade creditors	303	379		242		227
Other creditors	163	1		47		35
Employee's salaries provision	31	34		-		4
Tax and social security	69	129		44		57
Accruals and deferred income	1,079	1,346		698		891
Amounts owed to group undertakings	-	-		574		746
Total Creditors	1,645	1,889		1,605		1,960

Under FRS 102, the Group and Charity are required to recognise a holiday pay accrual for any holiday entitlement not taken by staff at the year-end date. This is included in the employees’ salaries provision.

Included within the tax and social security creditors above is £14k relating to pensions (2023: £15k).

The detail for deferred income, which is included in the accruals and deferred income above is:

	GROUP	GROUP		CHARITY	CHARITY
	2024	2023		2024	2023
	£'000	£'000		£'000	£'000
Balance as at 1 January	987	223		743	85
Amount released in year	(987)	(223)		(743)	(85)
Amount deferred	862	987		559	743
Balance as at 31 December	862	987		559	743

Deferred income as at 31 December 2024 relates to Member Organisation fees paid in advance, advances paid for accommodation at the World Centres and grants received in advance.

17. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR

	GROUP	GROUP	GROUP	CHARITY		CHARITY
	2024	2023		2024		2023
	£'000	£'000		£'000		£'000
Covid-19 loan	46	59		-		-
Other creditors	190	170		2		2
Total Creditors	236	229		2		2

Covid-19 loan granted to Our Chalet Association for the sum of CHF100,000 through Berner Kantonalbank AG. It is repayable by September 2027.

Other creditors comprise provisions for general maintenance.

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NOTES TO THE ACCOUNTS I WAGGGS ANNUAL REPORT 2024

18: ANALYSIS OF MOVEMENTS OF FUNDS - GROUP	BALANCE 1/1/24	INCOME	EXPENDITURE	GAINS AND LOSSES	BALANCE 31/12/24
	(As restated)
	£’000	£’000	£’000	£’000	£’000
Endowment Fund	1,028	36	(7)	43	1,100
	1,028	36	(7)	43	1,100
RESTRICTED FUNDS
Restricted Property
Nuestra Cabaña	87	-	-	-	87
Pax Lodge	1,629	-	(15)	-	1,614
World Bureau	1,567	-	(15)	-	1,552
Total Restricted Property Funds	3,284	-	(31)	-	3,253
World Bureau A. Bartlow Legacy Advocacy Body Confidence	154 45 119	- 112 484	(30) (123) (425)	- 6 -	124 40 178
Capacity Building	92	46	(37)	-	101
Climate	90	595	(499)	-	186
Gender Based Violence	13	41	(37)	-	17
International Experience and Youth Exchange Internet Safety Julie Dawson Leadership	9 460 1,126 190	- - - 201	(7) (198) (588) (95)	- - (29) (9)	2 262 509 287
Membership	324	222	(38)	-	508
Nutrition	-	-	-	-	-
Other donations	439	44	(75)	6	414
STEM UPS World Conference and other travel grants Youth Exchange	- 16 71 -	189 - 24 991	(52) (9) (17) (971)	- - - -	137 7 78 20
Youth led action on the SDGs	15	314	(247)	-	82
	3,163	3,263	(3,448)	(26)	2,952
World Centres & Europe
Europe	226	311	(321)	-	219
Kusafiri	8	1	(0)	-	9
Nuestra Cabaña - others	304	142	(148)	-	298
Our Chalet	128	48	(80)	-	96
Pax Lodge – others Sangam	40 20 726	9 - 511	(11) (9) (569)	- - -	38 11 668
Other Restricted Funds	3,886	3,774	(4,015)	(27)	3,619
Total Restricted Funds	7,170	3,774	(4,045)	(27)	6,872
UNRESTRICTED FUNDS
General	3,130	4,980	(4,272)	(28)	3,811
Total Funds	11,329	8,790	(8,324)	(11)	11,783

During the year, a review of fund classifications identified that some balances had previously been allocated incorrectly between funds. A thorough analysis was undertaken, and funds have now been re-categorised appropriately. As a result, an adjustment has been made to the opening balances to reflect the correct classification.

18: ANALYSIS OF MOVEMENTS OF FUNDS - CHARITY	BALANCE 1/1/24	INCOME	EXPENDITURE	GAINS AND LOSSES	BALANCE 31/12/24
	As restated)
	£’000	£’000	£’000	£’000	£’000
Endowment Fund	931	-	-	42	973
	931	-	-	42	973
RESTRICTED FUNDS
Restricted Property
Pax Lodge	1,629	-	(14)	-	1,615
World Bureau	1,518	-	(14)	-	1,504
Total Restricted Property Funds	3,147	-	(28)	-	3,119
World Bureau
A. Bartlow Legacy	154	-	(30)	-	124
Advocacy	45	112	(123)	6	40
Body Confidence	118	194	(134)	-	178
Capacity Building	92	46	(37)	-	101
Climate	90	595	(499)	-	186
Gender Based Violence	13	41	(37)	-	17
International Experience and Youth Exchange	9	-	(7)	-	2
Internet Safety	460	-	(198)	-	262
Julie Dawson	1,126	-	(588)	(29)	509
Leadership	190	159	(54)	(6)	289
Membership	325	222	(38)	-	509
Nutrition	-	-	-	-	-
Other donations	255	14	(26)	-	243
STEM	-	189	(52)	-	137
UPS	14	-	(9)	-	5
World Conference and other travel grants	70	24	(17)	-	77
Youth Exchange	-	991	(971)	-	20
Youth led action on the SDGs	15	314	(247)	-	82
	2,976	2,901	(3,067)	(29)	2,781
World Centres & Europe
Kusafiri	8	1	-	-	9
Nuestra Cabaña - others	9	-	-	-	9
Pax Lodge – others	23	8	(11)	-	20
Sangam	18	-	(9)	-	9
	58	9	(20)	-	47
Other Restricted Funds	3,034	2,911	(3,087)	(30)	2,828
Total Restricted Funds	6,181	2,911	(3,116)	(30)	5,947
UNRESTRICTED FUNDS
General	2,932	3,240	(2,555)	(99)	3,518
Total Funds	10,044	6,151	(5,670)	(86)	10,438

During the year, a review of fund classifications identified that some balances had previously been allocated incorrectly between funds. A thorough analysis was undertaken, and funds have now been re-categorised appropriately. As a result, an adjustment has been made to the opening balances to reflect the correct classification.

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NOTES TO THE ACCOUNTS I WAGGGS ANNUAL REPORT 2024

19. ANALYSIS OF NET ASSETS BETWEEN FUNDS

t GROUP Tangible fixed assets Intangible fixed assets Investments Long-term liabilities Net current assets/(liabilities) Total t CHARITY Tangible fixed assets Intangible fixed assets Investments Long-term liabilities Net current assets/(liabilities) Total	t GROUP Tangible fixed assets Intangible fixed assets Investments Long-term liabilities Net current assets/(liabilities) Total t CHARITY Tangible fixed assets Intangible fixed assets Investments Long-term liabilities Net current assets/(liabilities) Total	ENDOWMENT RESTRICTED GENERAL TOTAL 2024 £'000 £'000 £'000 £'000 - 3,255 409 3,664 - - 1 1 822 - 3,615 4,437 - - (236) (236) 277 3,619 22 3,918 1099 6874 3811 11784
		, , , , ENDOWMENT RESTRICTED GENERAL TOTAL 2024
		£'000 £'000 £'000 £'000 - 3,119 184 3,303 - - 1 1 973 - 3,434 4,407 - - (2) (2) - 2828 (99) 2729
		, , 973 5,947 3,518 10,438

20. ANALYSIS OF NET ASSETS BETWEEN FUNDS – Comparative figures 2023

GROUP Tangible fixed assets Intangible fixed assets Investments Long-term liabilities Net current assets/(liabilities) CHARITY Tangible fixed assets Intangible fixed assets Investments Long-term liabilities Net current assets/(liabilities)	ENDOWMENT RESTRICTED GENERAL TOTAL 2023 (AS RESTATED) £'000 £'000 £'000 £'000 - 3,284 422 3,706 - - - 1 751 - 3,385 4,136 - - (229) (229) 277 3,886 (448) 3,715 1,028 7,170 3,130 11,329 ENDOWMENT RESTRICTED GENERAL TOTAL 2023 (AS RESTATED) £'000 £'000 £'000 £'000 - 3,147 199 3,346 - - 1 1 655 - 3,452 4,107 - - (2) (2) 276 3,034 (718) 2,592 931 6181 2932 10044	ENDOWMENT RESTRICTED GENERAL TOTAL 2023 (AS RESTATED) £'000 £'000 £'000 £'000 - 3,284 422 3,706 - - - 1 751 - 3,385 4,136 - - (229) (229) 277 3,886 (448) 3,715 1,028 7,170 3,130 11,329 ENDOWMENT RESTRICTED GENERAL TOTAL 2023 (AS RESTATED) £'000 £'000 £'000 £'000 - 3,147 199 3,346 - - 1 1 655 - 3,452 4,107 - - (2) (2) 276 3,034 (718) 2,592 931 6181 2932 10044
	931 6181 2932 10044
	, , ,

21. PRIOR PERIOD ADJUSTMENT

Changes to the balance sheet

		GROUP	GROUP			CHARITY
	As				As
	previously	Adjust-	Adjust-	(As	previously	Adjust-	(As
	reported	ment 1	ment 2	restated)	reported	ment 1	restated)
	2023	2023	2023	2023	2023	2023	2023
	£'000	£'000	£'000	£'000	£'000	£'000	£'000
FIXED ASSETS
Intangible assets Tangible assets	1 3,706	- -	- -	1 3,706	1 3,346	- -	1 3,346
Investments	4,136 7,843	- -	- -	4,136 7,843	4,107 7,454	- -	4,107 7,454
CURRENT ASSETS
Stock	221	-	-	221	51	-	51
Debtors	1,526	-	-	1,526	2,367	-	2,367
Short-term investments	2,238	-	-	2,238	1,074	-	1,074
Bank	1,619	-	-	1,619	1,060	-	1,060
	5,604	-	-	5,604	4,552	-	4,552
CURRENT LIABILITIES
Creditors	(2,019)	-	130	(1,889)	(1,960)	-	(1,960)
NET CURRENT ASSETS	3,585	-	130	3,715	2,592	-	2,592
NON-CURRENT LIABILITIES
Long-term creditors	(229)	-	-	(229)	(2)	-	(2)
NET ASSETS	11,199	-	130	11,329	10,044	-	10,044
FUNDS of the Group
and Charity
Endowment Fund	993	-	35	1,028	931	-	931
RESTRICTED FUNDS
Restricted Property	3,267	-	17	3,284	3,147	-	3,147
Restricted Funds	3,575	187	125	3,886	2,847	187	3,034
Total Restricted	6,842	187	142	7,170	5,994	187	6,181
UNRESTRICTED
FUNDS
General Funds	3,364	(187)	(47)	3,130	3,119	(187)	2,932
Total Unrestricted	3,364	(187)	(47)	3,130	3,119	(187)	2,932
Total Reserves	11,199	-	130	11,329	10,044	-	10,044

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NOTES TO THE ACCOUNTS I WAGGGS ANNUAL REPORT 2024

The comparative figures for the year ended 31 December 2023 have been restated to correct the following prior period errors:

An amount of £187k – comprising an overseas entity’s opening balance adjustment, a gift transfer from trading to the Charity, and a donation - was previously misclassified as unrestricted reserves in the statutory accounts.

While the classification was correct in the financial system, it was incorrectly recorded as unrestricted during the manual preparation of the statutory accounts.

This misclassification led to “Adjustment 1” in the table above which reflects a decrease in unrestricted reserves and a corresponding increase in restricted reserves.

An adjustment to creditors, related to an overseas entity’s deferred income, was duplicated which led to an overstatement of creditors. This also triggered a foreign exchange adjustment to the intercompany balance.

The expenditure from the prior year was re-analysed in alignment with the thematic priorities set out in WAGGGS’ 2024–2029 strategy, and during this review, it was identified that some costs totalling £819k previously coded to charitable activities had been incorrectly classified under the cost of raising funds. Through this review, we clarified that £173k of programme expenditure had been originally coded to fundraising, although we later confirmed there was no donor specification requiring it to be used for that purpose. Additionally, £398k related to the Pax Lodge World Centre was reviewed and determined to be more appropriately classified under activities aligned with the Movement, rather than income generation. Finally, £327k of World Conference expenditure was found to better reflect charitable activity than fundraising.

As a result, the expenditure in the Statement of Financial Activities for the year ended 2023 has been reclassified to reflect the new thematic structure and the new distribution between charitable activities and the cost of raising funds. This reclassification has no impact on the total expenditure previously reported.

An adjustment of £130k has been made to “Other Gains/(Losses)” in the Statement of Financial Activities. This relates to the identified errors, mentioned above, affecting the creditors balance in the Balance Sheet, which had led to an overstatement of “Other Gains/(Losses)” and a corresponding £130k reduction in reserves.

This error has been corrected as reflected in “Adjustment 2” in the table above. This adjustment shows a net increase in creditors of £130k, along with an increase in restricted reserves, an increase in endowment reserves and a decrease in unrestricted reserves.

These adjustments have been reflected in the restated comparative figures to present a more accurate view of WAGGGS’ financial position.

Changes to the Statement of Financial Activities

INCOME & ENDOWMENTS Donations, Legacies and Endowments Income from charitable activities Income from other trading activities Investment income Other income Total Income EXPENDITURE Raising funds Charitable activities Total Expenditure Net expenditure before gains on investments Net gains on investments NET EXPENDITURE FOR THE YEAR Other (losses) / gains NET MOVEMENT IN FUNDS Total Funds at 1 January Total Funds at 31 December	FOR THE YEAR ENDED 31 DECEMBER 2023 AS PREVIOUSLY REPORTED ADJUSTMENT AS RESTATED £'000 £'000 £'000 2,056 - 2,056 4,935 (290) 4,645 260 290 550 131 - 131 - - - 7,382 - 7,382 1,737 (819) 918 5,976 819 6,795 7,713 - 7,713 (331) - (331) 118 - 118 (213) - (213) (184) 130 (55) (397) 130 (268) 11,596 - 11,596 11,199 130 11,329	FOR THE YEAR ENDED 31 DECEMBER 2023 AS PREVIOUSLY REPORTED ADJUSTMENT AS RESTATED £'000 £'000 £'000 2,056 - 2,056 4,935 (290) 4,645 260 290 550 131 - 131 - - - 7,382 - 7,382 1,737 (819) 918 5,976 819 6,795 7,713 - 7,713 (331) - (331) 118 - 118 (213) - (213) (184) 130 (55) (397) 130 (268) 11,596 - 11,596 11,199 130 11,329	FOR THE YEAR ENDED 31 DECEMBER 2023 AS PREVIOUSLY REPORTED ADJUSTMENT AS RESTATED £'000 £'000 £'000 2,056 - 2,056 4,935 (290) 4,645 260 290 550 131 - 131 - - - 7,382 - 7,382 1,737 (819) 918 5,976 819 6,795 7,713 - 7,713 (331) - (331) 118 - 118 (213) - (213) (184) 130 (55) (397) 130 (268) 11,596 - 11,596 11,199 130 11,329
	AS PREVIOUSLY	ADJUSTMENT	AS RESTATED
	REPORTED £'000 2,056 4,935 260 131 - 7,382 1,737 5,976 7,713 (331) 118 (213) (184) (397) 11,596 11,199	£'000 - (290) 290 - - - (819) 819 - - - - 130 130 - 130

22. FINANCIAL PERFORMANCE OF THE CHARITY

The consolidated Statement of Financial Activities includes the results of the Charity’s wholly-owned subsidiaries as listed in note 12. The net income for the year before gains/(losses) on investments for the Charity is £480k (2023: net expenditure of £432k) and the net increase in funds held at year end was £394k (2023: net decrease of £350k).

23. RELATED PARTY TRANSACTIONS

During the year, the Charity had the following transactions and balances with the subsidiaries listed in note 12 and other related parties. All transactions are at arms length. As the subsidiary companies are wholly owned by the Charity, it is exempt from the requirement of FRS 102 to disclose transactions with other members of the Group.

owned by the Charity, it is exempt from the requirement of FRS members of the Group.	102 to disclose transactions with	other
	2024	2023
	£’000	£’000
		RESTATED
Income received from subsidiaries	21	20
Distribution of surplus from subsidiaries	147	156
Amounts owed from/(to) subsidiaries	574	746

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WAGGGS ANNUAL REPORT 2024 I NOTES TO THE ACCOUNTS

NOTES TO THE ACCOUNTS I WAGGGS ANNUAL REPORT 2024

24. PURPOSE OF ENDOWMENT, RESTRICTED AND DESIGNATED FUNDS

The prime purpose of the restricted funds and the estimated timeframe in which these funds are expected to be utilised are shown below:

Endowment Fund	Purpose	Period to be used
Cheryl Watkins	To support leaders within the Guiding Movement over the age of 60 to attend Our Chalet for capacity development and training.	Indefinite
The Chalet Endowment Fund	Providing for the maintenance and upkeep of Our Chalet.	Indefinite
Restricted Funds	Purpose	Period to be used
Advocacy	To support the delivery of advocacy campaigns.	Within 1 to 2 years
Arlene Bartlow Development Fund	To support Guiding activities in African Member Organisations.	Within 1 to 5 years
Body confidence	For body confidence and self esteem programme work delivered by WAGGGS Member Organisations, primarily the Free Being Me programme.	Within 1 to 5 years
Capacity Building	Building the capacity of WAGGGS Member Organisations through tailored support, training, and tools to strengthen their programmes for girls, young women, and volunteers.	Within 1 to 2 years
Climate	Global environment projects to be carried out by girls and young women in Girl Guiding and Girl Scouting, primarily through the Girl-led Action on Climate Change programme.	Within 1 to 2 years
Gender Based Violence	To support campaigns in Member Organisations to combat gender-based violence.	Within 1 to 2 years
International Experience and Youth Exchange	Leadership exchange programme to girls and young women, primarily the Youth Exchange South to South (YESS) programme.	Within 1 to 2 years
Internet Safety	Supports girls and young people to connect safely and positively online, primarily through the Surf Smart programme.	Within 1 to 2 years
Julie Dawson	Global Girls Leadership Programme.	2023-2025
Leadership	Primarily for workshops, seminars and training.	Within 1 to 2 years
Membership	Primarily to support Guiding activities in Member Organisations.	Within 1 to 2 years
Nutrition	To support WAGGGS Member Organisation activity on adolescent nutrition, primarily this was the Girl Powered Nutrition programme.	Within 1 to 2 years
Other Donations	Other strategic-related issues not specifically in relation to leadership, membership and advocacy.	Within 1 to 2 years
STEM	To support Member Organisations to deliver STEM programme activities to girls and young women, primarily through the STEM Changemakers programme.	Within 1 to 2 years
UPS	A programme that focused on volunteering and diversity and inclusion.	Within 1 to 2 years
World Bureau – Property	To be used for the upkeep and depreciation of the World Bureau.	Over the period of the remaining lease
World Conference and other travel grants	Primarily for the provision of travel grants to girls and young women.	Within 1 to 2 years
Youth led action on the SDGs	To support Member Organisations to deliver projects of youth-led action on the Sustainable Development Goals, primarily through the Global Youth Mobilisation programme.	Within 1 to 2 years

World Centres	Purpose	Period to be used
Pax Lodge & Nuestra Cabaña - Property	To be used for the upkeep and depreciation of the World Centres.	Over the period of the remaining lease or life of the property
The Falk Memorial Fund	The promotion of Guiding and Girl Scouting by supporting those who might not otherwise be in a position to stay at Our Chalet.	Indefinite
World Centres other restricted funds	To be used for the provision of scholarships, support for training events held at the World Centres, operational expenditure of Nuestra Cabaña (Pledge) and building improvements.	Within 1 to 3 years

25. POST BALANCE SHEET EVENTS

There have been no material events since the balance sheet date requiring adjustment to, or disclosure in, the financial statements.

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WAGGGS ANNUAL REPORT 2024 I NOTES TO THE ACCOUNTS

THROUGH GIRL GUIDING AND GIRL SCOUTING, GIRLS AND YOUNG WOMEN GAIN THE CONFIDENCE AND RESILIENCE TO LEAD – TODAY AND IN THE FUTURE. OUR NON-FORMAL EDUCATION METHOD LIES AT THE HEART OF THIS EXPERIENCE, CREATING A SPACE WHERE YOUNG PEOPLE ARE EMPOWERED TO TAKE THE LEAD AND MAKE THEIR OWN CHOICES.

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