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2024-12-31-accounts

IPPF in 2024

Annual Report and Financial Statements

Who We Are

119+ 39 153 Member Collaborative Countries Associations Partners

The International Planned Parenthood Federation (IPPF) is a global service provider and a leading advocate of sexual and reproductive health and rights (SRHR) for all.

We are a worldwide federation of national SRHR organizations working with and for communities and individuals. Our 119 Member Associations and 39 Collaborative Partners span 153 countries. We are 73 years old and deeply rooted in our communities.

Our work is wide-ranging. Among our many services, we offer comprehensive sexuality education, contraceptive provision, safe abortion and maternal care. We respond to SRHR needs in humanitarian and crisis settings, whether caused by climate change, political failures or natural phenomena. We cover most parts of the world, from community to global level. At the heart of our mission is the provision of – and advocacy in support of – integrated healthcare to anyone who needs it, but with a focus on those who are most marginalized.

02 | Who We Are

Who We Are | 03

Contents

Contents
Foreword from the Financial Review................................................................40
Director General..................................................................06 Income, Expenditure and Surplus ......................................41
Trustees’ Report...................................................................07 Financial Position and Reserves .........................................42
Trustees’ Report Introduction ................................................ 07
Investments ..............................................................................................43
Come Together: IPPF Strategy 2028................................08
Going Concern .......................................................................................43
Grant Making............................................................................................10
Unrestricted Core Funding ........................................................... 11 Structure, Governance and Management .............44
Restricted Funding ............................................................................. 12
Donor Relations in 2024................................................................. 15 Resource Allocation and Risk Management ........46
Our Impact in 2024............................................................................. 16 Safeguarding, Remuneration
and Gender Pay Gap........................................................................49
Our Activities in 2024........................................................................ 18
Statement of the Members of the
Centre Care on People............................................................20 Board of Trustees Responsibilities ........ 51
Pathway 1:Expand Choice....................................................21
Pathway 2:Widen Access.....................................................23 Independent
Pathway 3:Advance Digital & Self-Care..................25 Auditor’s Report..................................................................52
Move the Sexuality Agenda...............................................26
Pathway 1:Ground Advocacy............................................27		 Consolidated Statement
of Financial Activities................................................55
Pathway 2:Shift Norms..........................................................28 Balance Sheets.....................................................................56
Pathway 3:Act with Youth...................................................29
Consolidated Cash
Solidarity for Change...............................................................30 Flow Statement....................................................................57
Pathway 1:Support Social Movements.......................31
Pathway 2:Build Strategic Partnerships....................32 Notes to the
Pathway 3:Innovate & Share Knowledge................33 Financial Statements................................................58
Nurture our Federation..........................................................34 Members of the Board of Trustees
Pathway 1:Chart our Identity............................................35 and Committees................................................................... 82
Pathway 2:Grow our Federation....................................36
Pathway 3:Walk the Talk.......................................................37 Contact names and addresses .................. 83
Our Plans for 2025...............................................................................38

Abbreviations

We have outlined below the meaning of various abbreviations or acronyms used in the Annual Report.

CCCG Client-Centred Care Guidelines IPPF EN IPPF European Network
CERV
C-FAR		 Citizens, Equality, Rights and Values
IPPF’s Finance, Audit and Risk		 IPPF ESEAOR IPPF East and South East Asia
and Oceania Regional Offce
Committee IPPF SARO IPPF South Asia Regional Offce
CP Collaborative Partner IPV Intimate partner violence
CSE Comprehensive sexuality education JSB Japan Supplementary Budget
CSO Civil society organization MA Member Association
CSW68 UN’s 68th session of the Commission MISP Minimum Initial Service Package
on the Status of Women
NGC Nomination and Governance
DHI Digital health interventions Committee
DFAT Australian Department of Foreign OECD DAC Organization for Economic
Affairs and Trade Co-operation and Development’s
Development Assistance
DLT Directors’ Leadership Team Committee
EmpowHER Ensuring Inclusive SRHR Delivery
for Women, Girls and Marginalized		 ODA Offcial development assistance
Communities RESPOND Responding with Essential SRHR
Provision and New Delivery
ExpandPF Expand Family Planning and Sexual
and Reproductive Health SfSGBV Survivor-centred approach
for addressing sexual and
FCDO UK Foreign, Commonwealth and
Development Offce		 SGBV gender-based violence
Sexual and gender-based
FGM Female genital mutilation violence
FON Feminist Opportunities Now SOGIESC Sexual orientation, gender
identity and expression, and
GBV Gender-based violence sex characteristics
IMAP International Medical Advisory Panel SPRINT Sexual and Reproductive Health
Program in Crisis and Post Crisis
IPES+ Integrated Package of Essential Situations
Services Plus
SRHiE Sexual and reproductive health
IPPF International Planned Parenthood in emergencies
Federation
SRH Sexual and reproductive health
IPPF ACRO IPPF Americas and the Caribbean
IPPF ARO
IPPF AWRO		 Regional Offce
IPPF African Regional Offce
IPPF Arab World Regional Offce		 SRHR
SRHRJ		 Sexual and reproductive health
and rights
Sexual and reproductive health,
rights and justice

04 | Contents

Abbreviations | 05

Foreword

Trustees’ Report

from the Director General

Introduction

In the face of blatant lies and disinformation campaigns, MAs reached even more people with their age-appropriate, comprehensive sexuality education programmes designed to keep children safe.

The Board of Trustees presents its report for the year ended 31 December 2024 under the Charities Act 2011.

Wow! I recall writing last year about a tough 2023. I don’t think I could even imagine how 2024 would turn out to be… and how proud I would feel looking at IPPF’s performance, delivering against powerful forces of destruction:

the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)’ (“Charities SORP (FRS 102)”) and applicable UK law. The financial statements include the charity, comprising the London office and four regions (South Asia, East and South East Asia, Americas and Caribbean and Arab World), and the group, which includes the Africa and Europe regions and IPPF World Wide Inc.

The International Planned Parenthood Federation (IPPF) is a global service provider and a leading advocate of sexual and reproductive health and rights for all. IPPF is a worldwide Federation of national organizations working with and for communities and individuals, focusing support on those who are poor, marginalized and excluded.

Member Association (MA) staff and volunteers continued to deliver (at levels similar to 2023) high-quality care through thousands of static clinics and service delivery points, reaching out to the most isolated communities. They provided contraception, safe abortion, STI treatment and many other services in what are, in many places, sadly increasingly becoming acts of courage.

We continued to advocate for women and girls to be able to decide on their bodies and their lives, for every individual to exercise their sexual and reproductive rights and worked hard to build cross-movement solidarity.

In addition to this annual report, IPPF publishes an Annual Performance Report, detailing key activities and their alignment with the organization’s strategic goals. The report will be available at www.ippf.org from June 2025.

A number of donors cut their official development assistance, redirecting resources towards defence and other domestic agendas. Despite those cuts, we came close to 2024 income targets and, with tight management, maintained the levels of three-year investments in MAs we had committed to and ended the year in a strong financial position.

IPPF currently has 119 Member Associations (MAs) and 39 Collaborative Partners (CPs). These are autonomous and report independently; therefore, their financial statements are not presented here.

IPPF is registered with the Charity Commission for England and Wales. IPPF’s charity registration number, principal office address and names and addresses of its banker, solicitor and auditor are given on page 83. The names of its trustees and senior management personnel are provided on pages 82 and 83, respectively.

More Member Associations reached more clients in crisis than ever before, providing life-saving sexual and reproductive services.”

The financial statements contained herein have been prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including the ‘Statement of Recommended Practice applicable to charities preparing their accounts in accordance with

All the above matters because the universal values and the global solidarity IPPF represents remain a key, early target for those aiming to fragment societies, destroy liberal democracies and multi-lateral collaboration. The progress of populist, extremist far-right parties in many of the elections held in 2024 culminated with Trump’s victory in November and what it would unleash in 2025.

Knowing that the risk of sexual and genderbased violence increases in humanitarian settings, more MAs reached more clients in crisis than ever before, providing lifesaving sexual and reproductive services. Unfortunately, several of our staff and volunteers providing care in conflict settings lost their lives, victims of indiscriminate bombing and attacks targeting healthcare providers. My heart goes out to them.

Fortunately, it finds IPPF united behind shared values and a strategy, well-positioned to fight back against hate and extremism. To the thousands and thousands of people who have found in IPPF MAs a platform from which to care, educate, advocate and show solidarity, thank you! To the donors whose support allowed this to happen, thank you! I hope you all enjoy this account of what we did with your resources.

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you! To the donors whose support allowed this
to happen, thank you! I hope you all enjoy this
account of what we did with your resources.
Alvaro Bermejo
Director General
06 | Foreword IPPF / Hannah Maule-ffinch / Indonesia Trustees’ Report | 07
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Come Together: IPPF Strategy 2028

IPPF has completed two years of its six-year Come Together strategy. It has bold ambitions to transform sexual and reproductive health and rights worldwide. This strategy reaffirms our mission to provide care, advocate for human rights, and respond dynamically to a rapidly changing world.

Move the Sexuality Agenda

Centre Care on People

chevron-right Expand Choice chevron-right Widen Access chevron-right Advance Digital & Self-Care

chevron-right Ground Advocacy chevron-right Shift Norms chevron-right Act with Youth

Come Together is supported by four pillars, each containing three pathways. The first three pillars face outwards, focusing on reaching those excluded and marginalized with quality and people-centred care, realizing societal and legislative change, and strengthening feminist action and international solidarity. The last pillar looks inwards at the Federation by addressing shortcomings and adding new impetus for real and lasting impact.

At its core, Come Together is an ambitious roadmap designed to expand IPPF’s impact in a rapidly changing world. It upholds the universality of human rights, centres feminist values, and champions modernized care and advocacy through youth leadership and digital innovation. The strategy focuses on reaching marginalized communities, driving legislative and societal change, strengthening feminist action and international solidarity, and reinforcing internal transformation to ensure sustained impact.

Solidarity for Change

chevron-right Support Social Movements chevron-right Build Strategic Partnerships chevron-right Innovate and Share Knowledge

The strategy was developed in anticipation of a deteriorating human rights context and the growing need for SRHR services. After two years of implementation, the worst assumptions have materialized. The rise of extremist anti-rights ideologies has upended international relations. The Sustainable Development Goals agenda has been brutally curtailed, and the entire international development sector is at risk of collapse. In addition, there are ongoing and deepening humanitarian crises including the destruction of Gaza, the civil war in Sudan, and the war in Ukraine. It is an unprecedented situation that will have far-reaching consequences.

The most marginalized will bear the brunt of the impact. IPPF will continue to reach them with the care they need to remain healthy and free, in their sexuality and in the reproductive choices they make. These are hard-won rights and the need to defend them was affirmation in the strategy. It remains IPPF’s unwavering priority to deliver on our commitments.

Nurture our Federation

chevron-right Chart our Identity chevron-right Grow our Federation chevron-right Walk the Talk

08 | Come Together: IPPF Strategy 2028

Come Together: IPPF Strategy 2028 | 09

Unrestricted Core Funding

Grant Making

to Member Associations and Partners

One of the primary roles of IPPF’s Secretariat is grant making to MAs and partners. Unrestricted funds are distributed to MAs and CPs based on country needs. Restricted funds are distributed strategically to support MAs, CPs and project partners to carry out specific projects or activities.

The resource allocation model, introduced in 2022, was developed after extensive consultation across the Federation and research into best practices of other peer organizations. It is a needs-based allocation and prioritizes transparency and performance.

There are three streams of funding within the allocation model. Stream 1 is the largest, and accounts for all core grants to the MAs and the Secretariat. At least 80% of unrestricted resources go into Stream 1, which is only open to MAs in the list of countries on the OECD DAC and the Secretariat. Stream 2 is for strategic MA-led projects and activities; no more than 15% of unrestricted resources are allocated to this stream. Stream 3 accounts for up to 5% of unrestricted resources and is for SRHR in humanitarian crises; IPPF MAs and CPs can apply for grants under this stream which are released 72 hours after receiving the ask.

The first three-year cycle (2023–2025) of unrestricted core funding under Stream 1 and Stream 2 concludes in 2025. Despite significant challenges in the donor landscape, including cuts to official development assistance (ODA), IPPF has successfully upheld its three-year funding commitment to MAs, as pledged in 2022.

Unrestricted core funds under Stream 1 are

awarded on a three-year cycle to MAs and some CPs, on the path to becoming full MAs. Since 2022, the Secretariat and grant-receiving MAs and CPs have prepared and presented a concise threeyear business plan outlining the totality of their operations and all funding streams. This business plan is updated annually. This unified planning and budgeting process provides cohesion and alignment across the Federation. Funding is

disbursed in three equal instalments throughout the year, based on satisfactory submission of half-yearly and annual reports, audited financial statements and management letters.

Unrestricted funds under Stream 2 are divided into five separate funding channels. The largest among them is the Strategic Fund, which is set up to support strategic initiatives that require additional investment and collaborative engagement between MAs across multiple regions to deliver one of IPPF’s global outcomes. Strategic initiatives funded under this channel are reviewed and recommended by the Policy, Strategy and Investment Committee, a subcommittee of the Board of Trustees. Each channel has time-limited funds, and separate requirements and deadlines.

Unrestricted funds under Stream 3 – the

Humanitarian Sexual and Reproductive Health in Emergencies (SRiE) Fund – are available yearround. MAs and CPs experiencing protracted humanitarian crises, or experiencing sudden onset crises, may apply for these funds. Technical support on preparedness, programme design, proposal writing, services delivery, security management and supply chain management continues to be offered to MAs through other unrestricted and restricted sources, in addition to these targeted response funds.

Looking ahead, 2025 marks the final year of the first three-year cycle of unrestricted core funding under Stream 1 and Stream 2. Despite ongoing challenges in the donor landscape, including cuts to ODA assistance, the IPPF Board remains committed to ensuring continued finance flows through the streams. In order to minimise the requirement of changes to the business planning process, in the context of profound global political and financial changes, MAs will be asked to undertake a one-year planning and budgeting cycle better aligned with funding commitments.

IPPF HAS SUCCESSFULLY UPHELD ITS THREE-YEAR FUNDING COMMITMENT TO MEMBER ASSOCIATONS, AS PLEDGED IN

2022

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IPPF / Indonesia
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010 10 | Gran| Nur t ure our Federation Making

Grant Making | 11

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SFPA / Sudan
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Restricted Funding

Restricted grants are made for a diverse range of purposes and project activities. The restrictions and specific procedures related to issuing grants are governed by the funding agreement signed between IPPF and the donor.

Here are some examples of IPPF’s restricted-funded projects in 2024:

In May 2024, IPPF closed the Women’s Integrated Sexual Health (WISH) Lot 2 consortium programme, supported by the UK Foreign, Commonwealth and Development Office (FCDO). The programme was part of FCDO’s WISH (20182024) programme. The programme successfully reached millions of the most marginalized people in Africa and in the Arab World regions with quality, integrated sexual and reproductive health (SRH) services. Consortium partners Development Media International, Humanity and Inclusion UK, International Rescue Committee, MSI Reproductive Choices, and Options Consultancy Services joined IPPF to provide expertise on systems strengthening, social behaviour change community communications, disability inclusion and humanitarian relief. The closure ensured completion of transition plans, responsible exit plans and asset disposal plans.

Subsequently, FCDO awarded WISH 2 Lot 2 to IPPF and its partners, the International Rescue Committee (IRC), Options, Ipas, and Johns Hopkins University Centre for Communication Programmes. As part of FCDO WISH Dividend, the programme builds on WISH successes. It was initiated in September 2024 and will benefit seven countries, supporting millions of women, girls, and vulnerable communities in Burundi, Ethiopia, Madagascar, Somalia, South Sudan, Sudan and Zambia. The programme will address critical healthcare gaps, promote reproductive choice and tackle harmful social norms. It will also provide urgent support to improve policies, strengthen health systems, and safeguard the reproductive rights of women and girls, especially in areas affected by conflict and displacement.

In 2024, IPPF also closed the Responding with Essential SRHR Provision and New Delivery Mechanisms (RESPOND) programme. Funded by the Australian Government’s Department of Foreign Affairs and Trade (DFAT) from 2021-2024, the programme was jointly implemented by IPPF and MSI Reproductive Choices in the Asia Pacific and South Asia regions. Under the Indo-Pacific SRHR COVID-19 Surge Response (C-SURGE), IPPF, in collaboration with MSI, contributed to the delivery of high-quality and equitable SRH services and the dissemination of trusted and reliable SRHR and COVID-19 information in 22 countries, including Pakistan, Nepal, Sri Lanka, Indonesia, the Philippines, Cambodia and Papua New Guinea. One of RESPOND’s greatest contributions was supporting implementing countries in adopting innovative methods to deliver SRH services and information during lockdowns. During 2024, IPPF delivered SRH services in 17 countries across the Asia Pacific, preventing 175,115 unplanned pregnancies and 74,112 unsafe abortions and rebuilding health systems amidst the worst of COVID-19.

RESPOND Phase II was initiated in 2024 and will be delivered in partnership with MSI across at least seven countries in the Asia Pacific and South Asia regions, including the Philippines, Vietnam, Laos, Afghanistan and Pakistan. The four-year programme aims to strengthen local capacity to deliver comprehensive and inclusive SRH service delivery integrating sexual and gender-based violence (SGBV) services and referral, with a focus on reaching diverse and marginalized groups. The provision of critical SRH information will be complemented by comprehensive sexuality education (CSE) to young people, and national and regional advocacy for SRHR.

During 2024, the RESPOND project spanned 17 countries across the Asia Pacific, preventing an estimated

The SPRINT initiative has responded to 127 humanitarian crises and reached over

In 2024, JSB projects ensured the delivery of health services and information to over

274,937

2.5m

175,115

unplanned pregnancies and 74,112 unsafe abortions

people with crucial services

people across four countries

Also in 2024, with support from the Government of Japan, IPPF MAs in Afghanistan, Palestine, Sudan, Ukraine and Yemen implemented projects under IPPF’s Japan Supplementary Budget (JSB). The projects, spanning one year, focused on providing community-based SRH and essential health services, including maternal and child health, to communities affected by conflict and natural disasters. With a focus on women and girls, MAs worked to achieve human security by providing relevant health services, ensuring access to life-saving interventions, strengthening local healthcare systems and enhancing resilience in crisisaffected areas. Over 12 months, the project ensured the delivery of health services and information to more than 274,937 people across four countries.

IPPF is actively engaged in humanitarian assistance, supporting MAs to deliver lifesaving SRH services in crisis and post-crisis situations. In 2024, IPPF’s humanitarian work expanded its reach across the world, providing critical SRH services with support from restricted and unrestricted funding. The Australian Government’s DFAT has funded IPPF’s Sexual and Reproductive Health Program in Crisis and Post Crisis Situations (SPRINT) initiative since 2007. In that time, the SPRINT initiative has responded to 127 humanitarian crises and reached more than 2.5 million people with crucial services. SPRINT IV commenced in April 2022 continuing the preparedness work in the Indo-Pacific region while expanding support to emergency responses beyond the region (e.g. Ethiopia, Sudan and South Sudan).

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AFGA / IPPF / Afghanistan
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12 | Grant Making

Grant Making | 13

The ExpandPF project provided services to more than

105,788

users in year 1 alone

Global, regional and national advocacy was strengthened in 2024 through restricted-funded projects like the Feminist Opportunities Now (FON) initiative. Supporting more than 85 feminist civil society organizations (CSOs) across Africa, Latin America and Asia, FON reinforced organizational capacity and sustainability through flexible funding and technical assistance, including webinars, workshops, an e-learning platform, and an incubation programme for African CSOs. It also facilitated the participation of more than 10 CSOs in international and regional advocacy forums such as the African Commission on Human and Peoples’ Rights, CSW68, and the AWID International Forum. Funded by the Agence Française de Développement, the project is implemented by IPPF ARO and partners to support feminist CSOs in gender-based violence work across 10 countries: Kenya, Ethiopia, Guinea, Côte d’Ivoire, Niger, Burkina Faso, Mexico, Colombia, Sri Lanka and Bangladesh.

IPPF continued to engage with European governments to sustain and increase SRHR funding and policy commitments through the Countdown 2030 Europe Consortium, funded by the Gates Foundation. Through the project, anti-rights discourse was analyzed and new messages countering opposition narratives were created and tested. In 2024, the Consortium also published and disseminated a report on annual donor tracking, with a focus on CSE. It also released case studies on the prioritization of SRHR in Global Financing Facility (GFF) country investment plans and European funding and policies interlinking SRHR and climate adaptation and resilience.

To support the scale-up of evidence-based family planning practices, IPPF continued its first year of implementing the Expand Family Planning and Sexual and Reproductive Health (ExpandPF) programme. IPPF’s partners on the programme include Options Consultancy Services, Etrilabs, Viamo and IPPF MAs in each of the four implementing countries: Cameroon, Cote d’Ivoire, Mauritania and Togo. Activities in 2024 supported service provision, including

through community health workers to improve access to and use of voluntary family planning services, and training and capacity-building activities to expand access to contraceptive services, especially in underserved areas. In Year 1 alone, the project provided services to more than 105,788 users, including 36,623 new adopters of modern contraception and 96,648 couple years of protection (CYP) reached.

To advance comprehensive abortion care in Francophone West Africa, IPPF is implementing a Hewlett Foundation-funded programme in partnership with MAs in Togo, Cameroon, Niger and Burkina Faso. In 2024, the programme provided 63,360 abortion-related services, reaching 16,683 clients in Togo and Cameroon. It prioritizes scalable innovations, integrating self-care and digital solutions to expand access, enhance client autonomy, and improve health outcomes through post-abortion and home-based care. While the MA in Burkina Faso plays a supportive role, MAs in Niger, Cameroon, and Togo have worked to secure policy, guideline and regulatory changes to create a more enabling environment for abortion care.

IPPF is expanding access to abortion care, alongside CSE and advocacy activities, through the EmpowHER programme, launched in April 2024. This six-year initiative, funded by Global Affairs Canada, operates in partnership with MAs across 13 countries: Benin, Burkina Faso, Colombia, Ecuador, Ghana, Guinea-Bissau, Kenya, Mauritania, Pakistan, Sudan, Togo, Uganda and Zambia. The programme improves SRH outcomes for marginalized women, girls and underserved communities by expanding access to personcentred safe abortion care and CSE. It also tackles growing threats to SRHR by supporting policy reforms and strengthening national and regional movements and coalitions.

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IPPF / Mauritania
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Donor Relations in 2024

2024 was marked by several key elections leading to major conservative shifts worldwide, with flow-on implications for foreign assistance and SRHR. From a funding standpoint, the impact of these election results will largely be realized for IPPF in 2025-2026, including the loss of at least US$61 million in funding from the US Government because of the Trump Administration’s Executive Orders, and early terminations of programmes.

Implementation of IPPF’s Global Income Generation Roadmap for 2023-2025 continued steadily, with demonstrated success across all four approach areas. In 2024, IPPF’s income secured (US$116.45 million) tracked relatively well, falling slightly short of the 2024 target set in the roadmap. IPPF also secured several large, restricted awards for projects thanks to support from donors including Australia, Canada and France, as well as support from new foundations.

45% growth in the number of new donors compared to 2023

The Individual Giving programme continued to grow, with positive impacts seen through the overall number of donors (a 45% growth in the number of new donors against 2023), revenue secured, and major expansion of prospective donor audiences.

A highlight of 2024 was IPPF’s Annual Consultative Meeting with Donors, held in the UK. Donor feedback was unanimous, concluding the meeting was one of IPPF’s best. A highlight was the humanitarian panel session, whereby the Executive Directors from IPPF’s MAs in Palestine, Sudan and Colombia, along with the Board Chair of IPPF’s MA in Afghanistan, shared first-hand stories from the front lines of devastating crises, and their MAs’ work to deliver life-saving SRH care to those most affected.

The 2024 results stand in stark contrast to the rapid deterioration of the geopolitical landscape. By mid-2024, the political shifts in Europe had already led to substantial reductions in development cooperation budgets, toppled by the closure of USAID and termination of other programmes supported by the US State Department in early 2025. Within a few months, multilateral, international and national organizations – both large and small – were forced to implement drastic budget and staffing cuts, with several organizations collapsing under the sudden shock of funding withdrawals. These developments indicate a broader shift among donor governments prioritizing defence, curbing migration and strengthening domestic economic development, while significantly scaling back support for international development cooperation. As a result, IPPF’s future income targets face serious uncertainty.

14 | Grant Making

Donor Relations in 2024 | 15

Our Impact in 2024

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Pillar 1: MAs 2024 2024 2023 %
Centre Care on People reporting result projection result change
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1 Proportion of [service providing]
MAs/CPs providing IPES+ AND		 110 5% 17% 4% N/A
meeting quality standards.
2 Number of clients served by type
of services and model of care.
Total clients 110 67,459,622 73,574,342 71,431,400 -5%
of which:
Aged 10-19 110 11,129,496 10,134,164 9,838,994 +17%
Aged 10-24 110 30,894,636 - 28,227,132 +10%
Poor and marginalized 110 53,938,280 62,492,287 60,672,123 -11%
Female 110 51,686,935 - 58,737,811 -12%
Served in humanitarian contexts 44 14,030,054 13,262,225 12,511,533 +12%
3 Number of services provided by
type of services and model of care.
Total services 110 230,453,191 233,550,445 222,428,995 +4%
of which:
Aged 10-24 110 110,406,904 107,219,064 102,113,394 +8%
Self-care 18 86,919 25,067 20,889 +316%
Digital health interventions (DHI) 25 3,117,751 270,467 225,389 +1,283%
4 Aggregated proportion of MAs’/CPs’
contribution to the national SRH
services provided in their countries.
Proportion of contraception
provided by IPPF MAs*		 - Data not collected 10.8% N/A
Proportion of abortion services
provided by IPPF MAs**		 - Data not collected 3.9% N/A

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Pillar 2: MAs 2024 2024 2023
Move the Sexuality Agenda reporting result projection result
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5 Number of successful policy initiatives
and legislative changes in support or 39 101 120 115
defence of SRHR.
6 Shifts in perception and attitudes in relation
to gender equality and inclusion across the
Federation and the communities we serve.		 - Data not
collected		 N/A Results of
study reported
in 2023 APR
7 Quality, reach and impact of CSE,
youth-centred care, and progress in
youth engagement in the Federation.		 - Data not
collected		 N/A Results of
study reported
in 2023 APR

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Pillar 3: MAs 2024 2024 2023
Solidarity for Change reporting result projection result
Results of
8 IPPF’s contribution in supporting social - Data not
N/A study reported
movements and defending activists. collected
in 2023 APR
9 Number of intra- and inter-sector
campaigns delivered by the federation
31 90 58 48
in support or defence of SRHR, through
a diversity and decolonization lens.
10 Proportion of research and evidence
initiatives generated by MA-led centres of 9 77% 58% 56%
learning that are from the global south.
Pillar 4: MAs 2024 2024 2023
Nurture our Federation reporting result projection result
11 Proportion of MAs/CPs receiving less than
113 71% 69% 66%
50% of their income from one single donor.
12 Overall Secretariat Efficiency Score. - +3 +6 N/A
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** Aggregated across a sample of 52 countries.

16 | Our Impact in 202 43

Our Impact in 202 43 | 17

Our Activities in 2024

The following sections highlight examples of IPPF’s work in 2024, organized under the four pillars of Come Together. For detailed information on each strategic area, including case studies from grant-supported MAs, please refer to IPPF’s Annual Performance Report 2024 in the resources section at www.ippf.org/resources

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IPPF / Zimbabwe
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18 | Our Activities in 202 43

Pillar 1

Centre Care on People

Sexual and reproductive health and rights (SRHR) faced increasing threats in 2024, with conflicts and climate disasters creating growing challenges. Despite these setbacks, IPPF remained dedicated to delivering person -centred care to those in greatest need.

This pillar has three strategic pathways: Expand Choice , Widen Access and . Advance Digital & Self-Care

Pathway 1: Expand Choice

Boosting safe abortion and fertility care

In 2024, we reinforced our commitment to expanding SRHR by achieving significant milestones in abortion care, integrating HIV into SRHR, addressing female genital mutilation (FGM), expanding contraceptive options, and advancing trans healthcare.

Alongside the new IMAP statement on abortion care, IPPF delivered key abortion resources to MAs worldwide, including the Abortion Matters course, self-care materials, and HowToUse training tools. Efforts also focused on strengthening knowledge exchange through a global abortion community of practice, established via the revamped MA forum. More focused regional groups in the IPPF ACRO and IPPF ESEAOR regions prioritized sharing approaches to abortion care in restrictive contexts and self-managed abortion.

The IPPF Client-Centred Clinical Guidelines (CCCG) provide evidence-based recommendations for clinical care across all areas of SRH. These guidelines underpin the Integrated Package of Essential Services Plus (IPES+), which outlines IPPF’s approach to SRH integration – defining eight core service areas that all MAs should deliver: sexual health and well-being, contraception, abortion care, STI/RTIs, HIV, fertility support, obstetrics and gynaecology, and sexual and gender-based violence. The guidelines have been widely disseminated through global webinars and a dedicated mobile app, ensuring broad accessibility and uptake. Meeting IPES+ standards serves as a key indicator in IPPF’s Results Framework and is evaluated using service data reported by MAs.

Innovations in self-care for self-managed abortion have expanded access, especially for underserved populations. For example, through the “Soins Complets d’Avortement en Afrique de l’Ouest” (SCAAO) initiative in Cameroon, homebased abortion services were expanded via pharmacist training, community outreach, and digital health interventions, ensuring safer and more accessible self-managed abortion options. Other advancements included integration of abortion services in Niger, a restrictive context, using the IPPF clinic assessment tool.

IPPF ESEAOR held a workshop for interested MAs on fertility care and ageing, where participants developed related workplans. An IMAP statement on expanding access to fertility care is also being developed.

Complementing this clinical guidance is a strong emphasis on ensuring quality of care in MA services. To measure client satisfaction, IPPF uses the net promoter score within its Results Framework. A consolidated global quality of care tool is in development, drawing on existing tools and metrics, WHO standards and the IPPF CCCG, with plans for pilot testing before full implementation. Reflecting IPPF’s strategic priorities and the latest evidence, the International Medical Advisory Panel (IMAP) issued four new statements in 2024: on the Mpox epidemic; updated STI diagnosis and treatment guidelines aligned with WHO; guidance on menopause care (a new focus for many MAs); and the continued importance of abortion care beyond 13 weeks’ gestation.

Rolling out prevention of HIV

In 2024, IPPF launched a consortium to rollout and integrate new biomedical HIV prevention methods into IPPF service delivery platforms. The consortium is led by the Family Planning Association of India and is comprised of MAs in Nepal, Malaysia, Thailand, Eswatini, Lesotho and Malawi. In the first year, activities centred on generating demand and advocacy, training healthcare providers, rolling out biomedical HIV prevention methods, developing implementation research proposals and tools, and sharing capacity through a dedicated technical meeting.

IPPF / Mali

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IPPF SARO’s HIV PrEP pilot project in Indonesia reached 1,204 high-risk individuals, with capacitybuilding initiatives ensuring sustainable service delivery. In Sri Lanka, PrEP services and HIV self-tests for high-risk groups marked significant progress.

1,204

high-risk individuals in Indonesia reached

IPPF delegates participated in the AIDS 2024 Conference in Munich. Lessons learned will support the work of MAs in providing access to integrated STI/HIV care.

A planning grant from the Gates Foundation was also received in 2024 to conduct clinic assessments to support the development of an implementation research project on integrating new biomedical HIV prevention methods into SRH clinics. Assessments were conducted in 16 clinics, including 48 client simulations, in four countries (Kenya, Malawi, Nigeria and Zambia).

Expanding contraceptive choice

Contraceptive choice was expanded across all regions. Here are some examples:

A Caribbean Hub was established with the ICA Foundation to enhance access to contraceptives, lower costs and improve distribution.

Contraceptive access was increased through the ExpandPF initiative, including training of healthcare workers in Togo, Mauritania and Cameroon. IPPF ARO also ran World Contraception Day campaigns, raising awareness and increasing uptake of family planning services.

New contraceptive methods were introduced by MAs in Sudan, Egypt and Morocco, with implants receiving approval in Morocco and Lebanon.

IPPF continues to work closely with partners such as the UNFPA Supplies Partnership and the Reproductive Health Supplies Coalition to strengthen access to quality-assured commodities.

Future service delivery

The termination of SRH including HIV programmes will have far-reaching consequences on the development and health sector, from erasing already marginalized communities to depriving people of essential supplies and life-saving treatments. We are unable to assess the indirect and medium- to longer-term impact on service delivery for IPPF and our broader sector. We already know however that the supply chain will be severely disrupted beyond the non-availability of reproductive health commodities per se, as bilateral support and wider supply chain delivery structures currently heavily supported through USAID are at risk of collapsing.

Developing trans health care

In collaboration with ILGA-Europe, IPPF EN initiated partnerships to build capacity for trans health care, focusing on strengthening knowledge and services within MAs and the Secretariat. A 2023 ‘Statement on Hormone Therapy for Transgender and Gender Diverse Persons’, developed in collaboration with the World Professional Association for Transgender Health (WPATH), is being widely shared to support the delivery of inclusive care.

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Pathway 2: Widen Access

IPPF is committed to prioritizing safe, quality care for those who are marginalized, ensuring their voices are heard in the design and delivery of services. We also continue to provide life-saving SRHR care during humanitarian crises.

The Safe Passage programme, due to launch in 2025, aims to address the SRHiE needs of migrant women, girls and LGBTQI+ communities, particularly along migration routes in Africa, North Africa, and the Americas. This programme is part of a broader effort to create a consortium of MAs and partners to provide targeted SRHiE and SGBV support to people on the move.

Crisis settings and preparedness

IPPF’s efforts to address SRHiE needs in crisis settings have been crucial. In Africa, the Stream 3 fund and SPRINT programme in countries such as Democratic Republic of Congo, Central African Republic, South Sudan, Liberia, and Ethiopia saw progress in humanitarian preparedness, with Minimum Initial Service Package (MISP) training for staff and volunteers to deliver critical SRHiE services.

The humanitarian programme in Ukraine supports our MA in training medical first-line providers. The MA is also leading the country’s coordination efforts on SGBV to support survivors. Recent efforts included fundraising, leading to the submission of a new joint security and beneficiaries project and the approval of an IPPF Stream 3 project for the women’s health and family planning MA.

To address the growing impact of conflicts (in Gaza, Sudan and Lebanon) and natural disasters (such as floods in Pakistan and an earthquake and floods in Morocco), MAs in the Arab World received targeted support, including MISP, safety, security, and humanitarian simulation training, across 14 countries. Posttraining, contingency planning was updated. With DFAT support, the SPRINT project enhanced readiness in four MAs (Lebanon, Jordan, Yemen and Egypt) and responded to crises in Sudan and Pakistan. IPPF’s internal Stream 3 mechanism funded emergency efforts in Sudan, Lebanon, Palestine (West Bank and Gaza) and Morocco.

Similarly, seven emergency responses were supported in Afghanistan, Nepal and Sri Lanka, providing life-saving SRHR services, including comprehensive abortion care and addressing sexual and gender-based violence (SGBV).

7

emergency responses were supported in Afghanistan, Nepal, and Sri Lanka, providing life-saving SRHR services

IPPF / Hannah Maule-ffinch / Nepal

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22 | Centre Care on People

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Reaching marginalized communities

Youth-centred care

We made significant progress in reaching marginalized groups in 2024, including LGBTQI+ individuals, sex workers, and people living with HIV. For example:

IPPF’s youth-centred care initiatives continued to expand in 2024, ensuring young people receive comprehensive and relevant SRHR services. Across regions, IPPF focused on creating platforms for youth engagement in SRHR advocacy, aligning programmes with the needs and preferences of young people.

In Uganda, for example, where teenage pregnancy and HIV rates remain high, youth are often excluded from decisions impacting SRHR. To address this, Reproductive Health Uganda launched the Youth Parliament, empowering young people to engage directly with policymakers. The initiative boosted youthled SRHR advocacy, increased awareness of government support and led to policy commitments for better youth-friendly services.

IPPF SARO partnered with local MAs and partners in Bhutan, Nepal, Sri Lanka and India to promote inclusive SRHR services for sex workers and LGBTQI+ groups, including hormone therapy and counselling. These efforts were complemented by the People in Sex Work Consortium under Stream 2, which continues to enhance services through collaborations with the Community Strength and Development Foundation and the Blue Diamond Society.

Pathway 3: Advance Digital & Self-Care

Key regional achievements in 2024:

IPPF is laying the foundation for the future of care through strategic partnerships focused on investing in digital health interventions (DHI) and promoting self-care options to expand choice and empower individuals to take control of their health.

Federation-wide actions in 2024 include:

198k+ people reached through digital health interventions

IPPF ACRO worked with MAs in Mexico, Chile, Colombia and Peru to evaluate the legal barriers around abortion commodity distribution, focusing on reducing costs and improving access.

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Pillar 2

Move the Sexuality Agenda

As the global anti-rights movement continues to target SRH and gender equality, IPPF remains committed to securing societal and legislative change.

This pillar has three strategic pathways: Ground Advocacy , Shift Norms and Act With Youth .

Pathway 1: Ground Advocacy

IPPF is committed to influencing decision-makers, shaping policies and holding governments accountable while amplifying community voices and monitoring commitments.

IPPF ACRO advanced advocacy priorities in CSE, abortion, climate change and SRHR funding, with ICPD+30 as the key intergovernmental focus. Argentina, Brazil, Bolivia and Barbados were selected as flagship MAs and CPs to advocate for SRHR, leading efforts at the UN’s Universal Periodic Review (UPR) and G20 to promote the agenda.

Notable achievements in 2024:

We successfully raised awareness and secured funding for the Kalavai partnership, which unites LGBTQI+, feminist, and gender justice movements to advance SRHR and counter anti-gender and authoritarian movements. Co-convened with ILGA World, AWID, Global Philanthropy Project, and FCAA, Kalavai has received significant support, including funding from the Netherlands and Norway, and a threeyear commitment from the Swedish International Development Cooperation Agency (SIDA), which will be awarded in Q1 2025 to support Kalavai interventions in Africa.

IPPF AWRO supported MAs from Sudan, Morocco, Mauritania, Egypt, Tunisia and Somaliland at the Africa Conference for SRH, helping showcase their experiences. The newly established FGM centre in Mauritania received support, with AWRO organizing events, including an international workshop on quality of care for FGM survivors.

IPPF launched its Feminist Principles in Humanitarian Contexts, focusing on promoting gender equality, ensuring the participation and leadership of women and marginalized groups, and upholding human rights in crises. The principles have received positive feedback from donors and will continue to be embedded across the Federation in 2025.

IPPF EN engaged in advocacy efforts surrounding the European elections, amidst growing rightwing sentiment across the continent. Highlights included an innovative pop-up museum, showcasing SRHR work in a unique and impactful way, and the rollout of a post-EU-election strategy calling for an inclusive feminist Europe.

IPPF SARO advanced SRHR advocacy by documenting community-led humanitarian responses, such as the sex worker community’s efforts during Cyclone Remal in Bangladesh. In collaboration with the Asia Pacific Coalition on Male Sexual Health (APCOM), we also developed a knowledge brief on SRHR and LGBTQI+ issues.

IPPF / Mauritania

IPPF / Bolivia

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meeting held at the FGM Centre of Excellence in Mauritania

Pathway 2: Shift Norms

Rigid gender roles and expectations perpetuate male privilege, inequality and SGBV. In 2024, IPPF aimed to challenge these harmful social norms by crafting impactful narratives and delivering compelling messages.

Regional highlights in 2024:

IPPF EN hosted “Hope in Practice: Feminist Strategic Space” in Slovenia, bringing together activists to foster solidarity and collective action for democracy. In Italy, in response to rising anti-gender backlash, a pilot campaign was launched to raise awareness about medical abortion, reaching over 45,000 people. Additionally, statements were published on sex work and transgender health, amplifying IPPF’s role in shaping public debates across Europe.

45k+

people reached by a pilot campaign to raise awareness about medical abortion in Italy

Pathway 3: Act with Youth

All young people have the right to information about their bodies, relationships and sexual health to make informed decisions and build respectful relationships. As disinformation and anti-gender ideologies threaten this right, IPPF is advancing evidence-based comprehensive sexuality education (CSE) to empower youth to make responsible choices.

In 2024, we developed a community strategy, which included collaboration with the Centre of Excellence on CSE and the creation of a Federation-wide framework to counter opposition. This strategy leverages the experience of MAs and will be launched in 2025.

Regional highlights in 2024:

IPPF EN bolstered the Youth Sexual and Reproductive Health and Rights Network (YSAFE) by supporting volunteers in planning, resource mobilization and activity implementation. The Regional Youth Forum energized participation through the youth-led CSE research project and increasing youth-led projects funded by YSAFE.

IPPF / Hannah Maule-ffinch / Nepal

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Pillar 3

Solidarity for Change

Opposition to SRHR and gender equality became more coordinated and vocal in 2024, notably impacting countries such as Uganda and the United States. In response, IPPF stood resolutely in solidarity with groups and networks advocating for rights and change.

This pillar has three strategic pathways: Support Social Movements , Build Strategic Partnerships and Innovate . & Share Knowledge

Pathway 1: Support Social Movements

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IPPF remains committed to amplifying intersectional social movements advocating for SRHR, as well as women’s and girls’ rights, amidst growing regressive political agendas. By supporting grassroots movements, we aim to uphold human rights, tackle inequality and boost political calls to action through strategic advocacy and alliances.

Connecting capacity

In 2024, IPPF ESEAOR and IPPF SARO strengthened the capacity of social movements by hosting the South-South Dialogue, which brought together 17 emerging LGBTQI+ activists from South Asia, Southeast Asia, and the Pacific. The dialogue facilitated intergenerational exchanges between young and senior activists from mainstream LGBTQI+ organizations, leading to joint advocacy projects focused on SRHR, criminalization of homosexuality, and climate change.

IPPF ARO worked to enhance the capacity of feminist CSOs, providing subgrants, technical support, and capacity-building activities such as workshops and e-learning platforms. This effort helped strengthen 85 feminist CSOs in Africa, Latin America and Asia in their fight against GBV.

Amplifying messages

Re-grant to movements

IPPF amplified messages of gender and reproductive justice across various international platforms. IPPF ESEAOR boosted the visibility of LGBTQI+ rights by participating in the Pacific Human Rights Conference and ILGA Conference. IPPF ARO launched the CATALYSTS Consortium to improve abortion care in Africa and promoted gender justice during International Transgender Day of Visibility, Pride Month, and the International Day Against Homophobia, Biphobia, and Transphobia. Social media campaigns aimed to end violence against transgender individuals in Fiji, and solidarity campaigns for International Safe Abortion Day highlighted global reproductive rights struggles.

In 2024, IPPF’s re-granting efforts focused on supporting movements in hostile environments. IPPF partnered with Front Line Defenders to provide over 50 grants to LGBTQI+ rights defenders and MAs under threat. These grants focused on bolstering physical and digital security for activists. IPPF EN also disbursed four sub-grants to partners in Eastern Europe, helping to counter restrictive abortion laws, combat homophobic rhetoric, and build solidarity among feminist and queer movements. In Latin America, IPPF ACRO strengthened LGBTQI+, HIV, and sex worker networks, providing support for advocacy and service provision, and amplifying the regional alliance for sex worker rights at the Fifth Regional Conference on Population and Development.

IPPF EN played a vital role in countering opposition to SRHR through media outreach and solidarity actions, including a campaign in Italy on abortion rights and joint civil society statements in Georgia condemning a foreign agents law.

50+

grants provided to LGBTQI+ rights defenders and Member Associations under threat

30 | Solidarity for Change IPPF / Hannah Maule-ffinch / Indonesia

Solidarity for Change | 31

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Pathway 2: Build Strategic Partnerships

In 2024, with a well-funded and organized opposition, IPPF built strong coalitions to defend SRHR and advance new initiatives. These partnerships spanned one-off campaigns, ongoing activities and long-term alliances, engaging stakeholders at every level – from individual MAs to the broader Federation. They were critical in advancing SRHR and countering opposition in a unified, strategic manner.

We also supported the Family Planning Visibility Analytics Network (VAN) in Burkina Faso, Malawi, Kenya, Nigeria and Ghana. These efforts significantly increased the visibility of MAs regarding family planning commodities at the national level.

IPPF strengthened its partnerships with key organizations, including the WHO Human Reproduction Programme (HRP), UNFPA, the Reproductive Health Supplies Coalition (RHSC), and the International Federation of Gynecology and Obstetrics (FIGO). We actively engaged in global SRHR policy discussions and were re-elected as the CSO representative on UNFPA Supplies’ Executive Committee (EXCO). Additionally, we participated in the RHSC EXCO and the WHO HRP Program Coordinating Committee (PCC). These partnerships enhanced our access to valuable resources and helped align actions to maximize the impact of our programmes.

Pathway 3: Innovate & Share Knowledge

IPPF works with governments, the private sector, and partner organizations to strengthen national health systems and fill gaps in care. Together, we create platforms for greater impact, organize forums, share insights and support community organizations, laying the foundation for long-term growth.

IPPF AWRO supported two regional research projects: one on FGM in humanitarian settings, which was finalized and shared for endorsement, and another on digitalization in humanitarian response. Two ongoing projects were backed in Morocco: a male contraception research project with WHO, and the second phase of an IPV initiative. The Innovation for Poverty Action FGM Center also published a case study on FGM in humanitarian settings.

Grow IPPF centres and funds

IPPF’s centres and funds drive progress in key areas by leveraging expertise across the Federation. These centres share innovative practices, disseminate knowledge, and direct resources to research activities in regions with the greatest need. All IPPF centres are led and hosted by an MA. Several centres were operational in 2024. AMPF Mauritania supported other MAs in the Arab World and Africa, and worked with parliamentarians and political leaders across the region to prevent FGM.

IPPF ARO enhanced networking and peer-topeer support in monitoring and evaluation through its regional WhatsApp group, where resources are shared, and regular training sessions are held to strengthen MAs’ capacities. Four MAs (Ghana, Benin, Nigeria and Uganda) participated in the pilot phase of the Data Management Strategy (DMS) following regional training in 2022. In early 2024, ARO conducted a regional assessment of DMS implementation, which informed an action plan to address gaps in data governance and quality.

The Social Enterprise Hub (SE Hub), led by the Family Planning Association of Sri Lanka, supported 23 MAs across the Federation by providing technical assistance and capacity-building to strengthen their social enterprises. The SE Hub updated its strategy to align with IPPF’s 2023-2028 strategy, focusing on a stronger capacity-building framework. This will help the Hub deliver targeted support to MAs through training opportunities, peer learning and improved performance and impact tracking.

In December 2024, IPPF awarded DHI and SOGIESC centres, with 21 MAs and CPs participating. These centres will play a vital role in transferring knowledge and skills to other MAs, enhancing collective expertise across the Federation.

Examples of sharing knowledge in 2024:

IPPF EN expanded access to gender transformative sex and relationship education in Portugal, reaching students with the SfSGBV toolkit and supporting teacher training through CERV funding. Four MAs (France, Italy, Poland and Portugal) conducted gender assessments, and IPPF EN completed its own assessment, preparing an action plan for 2025.

IPPF / ACRO

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Pillar 4

Nurture our Federation

Our fourth pillar focuses on IPPF’s values, efficiency and sustainability. It is about building a better Federation that can cope with the demands of the 21st century and deliver our ambitious strategy.

To achieve this, we follow three strategic pathways: Chart our Identity , Grow our Federation and Walk the Talk .

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Pathway 1: Chart our Identity

In 2023, IPPF launched the Identity Initiative to clarify its core values, guiding principles, and external representation. The initiative is structured around two main components: developing a Federationwide Charter of Values and creating a refreshed Global Brand that reflects IPPF’s collective mission and direction.

In 2024, this work progressed further, incorporating insights from global trends and issues intersecting with sexual and reproductive health, rights and justice (SRHRJ). The process drew on input from over 20 external experts and extensive consultations across the Federation, contributing to a clearer articulation of IPPF’s current and future identity.

A recurring theme throughout these discussions was the need for IPPF’s identity to be firmly rooted in a commitment to human rights, justice

and solidarity. Stakeholders emphasized the importance of a principled, collaborative, and inclusive approach – one that addresses power imbalances and supports structural change.

In the process of rethinking the brand, stakeholders described a vision of IPPF as a committed global advocate for SRHR – optimistic, inclusive and connected to the lived experiences of the communities it serves. Concepts such as joy, safety and freedom were highlighted, along with the need for a brand that balances strength with accessibility and global relevance with local authenticity.

By the end of the year, the first drafts of the Charter of Values and the Brand Strategy were completed, providing a foundation for continued development.

IPPF / ACRO

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Pathway 2: Grow our Federation

Strengthening the role of MAs and partners

A major milestone was the stabilization of the Shared Service Unit in Delhi, with three hubs – Finance, Donor Reporting, and Financial Planning and Analysis – improving budgeting, forecasting and financial controls. These hubs strengthened compliance, donor reporting and financial oversight, ensuring a smoother monthly and annual accounts closure process.

Four new MAs and 13 CPs joined the Federation in 2024. This is the result of a joint effort by the board and the Secretariat to claim spaces where IPPF is not represented.

IPPF’s new MA Development and Impact Division strengthened collaboration, data sharing and MAwide initiatives to build a more resilient Federation amid growing anti-rights movements and humanitarian crises. It prioritized quality assurance in people-centred care and reproductive health supplies, developing a roadmap for digital health and self-care to expand access to SRHR services. The division also accelerated humanitarian reach, enhancing MA preparedness through a feminist approach. By reinforcing accountability, performance monitoring and strategic funding alignment, the division ensures MAs remain responsive, effective and sustainable.

On the technology front, key achievements included cybersecurity enhancements, improved infrastructure management and the launch of the IPPF dashboard, which consolidated and triangulated data across finance, accreditation, travel and service delivery. A cloud-first approach modernized IT systems, increasing reliability and access.

By the end of 2024, finance and technology functions were more agile, integrated and responsive, laying a strong foundation for the year ahead.

The Commercial Services Unit was established in June to help MAs achieve financial stability in their income-generating operations, including clinics, maternities and social marketing. MAs in Ghana, Benin, Cameroon, Nepal, Ecuador, Chile and the Philippines are being supported to strengthen their pricing strategies, marketing, health financing and commercial mindset to drive sustainable growth.

Improving efficiencies in human resources

In 2024, the People, Organization and Culture team made significant improvements to foundational services across the Secretariat. Key priorities included enhancing the accuracy of data in HR systems, introducing monthly reporting and conducting in-depth analyses of staff turnover and costs. These efforts led to recruitment cost savings and greater compliance with established processes.

Introducing the Secretariat Accountability Mechanism (SAM)

The SAM is IPPF’s Federation-wide accountability mechanism. It runs every three years and invites feedback on how well the Secretariat supports MAs and CPs in advancing shared strategic priorities. The process helps align Secretariat planning with the evolving needs of the Federation.

Recruitment processes were streamlined, resulting in shorter timelines and more inclusive assessments. Managers received additional support through toolkits and training. A new, outcomes-focused approach to performance management was also introduced.

In 2024, the first full SAM cycle was completed, building on a global survey from late 2023. This phase included focus groups with senior and youth MA representatives, a consolidated report, and a formal Management Response – now integrated into the Secretariat’s 2025 deliverables.

In parallel, a comprehensive review of rewards and benefits was launched to promote consistency, transparency and fairness in how staff are compensated across the Secretariat. This resulted in the development of clear Principles and Standards, along with a standardized approach to job evaluation, salary reviews and market benchmarking.

Enhancing efficiencies in Finance and IT

The team also introduced new policies to support staff wellbeing, covering areas such as menopause, menstruation, accessible abortion and disability inclusion.

In 2024, the Finance and Technology Division significantly enhanced efficiency, transparency and system integration across the Federation.

Pathway 3: Walk the Talk

Embedding anti-racism and addressing colonial legacies

Strengthening safeguarding

Our approach to safeguarding and anti-racism evolved in 2024 through deeper engagement with MAs, recognizing the critical intersection between the two. Strengthening safeguarding frameworks ensured that services remain safe, equitable, and accessible for all clients. By supporting MAs in defining anti-racism within their local contexts, we reinforced our commitment to shifting power and ensuring context-specific solutions that drive systemic change. All staff are required to complete mandatory annual training on safeguarding, which enables awareness and confidence in our frameworks.

IPPF is committed to transforming from the inside out, ensuring our organizational culture reflects the principles we champion globally. In 2024, we took significant steps to embed anti-racism, equity and safeguarding at the core of our People, Organization and Culture strategy. The successful implementation of a new People structure firmly positioned anti-racism as a central function, aligning it with broader organizational priorities. This shift reflects our ongoing work to dismantle colonial legacies, ensuring our policies, leadership and operations are grounded in fairness, inclusion and historical accountability.

Driving diversity and gender equality

Recognizing that organizational change starts with people, we invested in anti-racism training, dialogues, webinars and reviving our anti-racism working group. With one-third of our staff newly appointed or having less than six months of service, we focused on fostering a shared culture that promotes resilience, adaptability and collaboration.

We continue to prioritize gender equality, ensuring our policies and practices actively promote diversity and inclusion. Strengthening our Women in Leadership Programme and advancing inclusive recruitment strategies remain key to sustaining our Health 50/50 excellence rating. By integrating gender-responsive policies and fostering an environment where all voices are valued, IPPF is laying the groundwork for a more equitable and just Federation – one that leads by example in the fight for global sexual and reproductive rights.

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36 | Nurture our Federation

Our Plans for 2025

IPPF’s 2025 plans were developed in October 2024. The focus was on the coming leadership transition and moving into a new three-year planning cycle for members. There was an awareness of the threat posed by surging far-right politics.

In response, the Federation decided to push forward with its strategic ambitions, most of which had anticipated the strengthened antirights movement. However, the sheer force and speed of the assault on human rights, and undercutting of international development, was a shock. The year will have far-reaching impacts on the Federation, with many MAs coming under threat. Initial budget expectations will likely not hold true.

Building on the foundations laid during the reform, 2025 will be about holding the line, and not yielding to hate and division. Going into the November General Assembly, the Federation will call for unity and solidarity under the rallying call: Lead with Love, Care with Courage. IPPF will accelerate its efforts to deliver while focusing on diversifying income and standing closer with our strategic partners, donors and allies to provide SRHR for the most marginalized, and to defend human rights as the cornerstone of the international world order.

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Strengthening SRHR advocacy and service delivery

Unifying for global impact

Our focus remains steadfast on expanding access to high-quality SRHR services, even in the face of rising political and funding challenges. Working closely with MAs, we will roll out the Client-Centred Care Guidelines, implement new quality-of-care protocols, and introduce the DHI Framework to enhance digital health solutions. The launch of an MA-led IPPF Centre on DHI will enhance best practices and innovation in digital health solutions.

This is a pivotal moment for the Federation. In 2025, we’re ramping up cross-regional collaboration, driven by solidarity and urgency. Over 40% of Secretariat-led projects will span multiple regions, reflecting our commitment to a unified, global approach.

The General Assembly in November will be more than a checkpoint. It’s a moment to sharpen our strategy, renew leadership and confront the forces trying to roll back decades of progress. As we gear up, we’re streamlining systems not for their own sake, but to make us more agile, accountable and ready to act. Every tool, from HR to finance, is being refocused to serve one purpose: to power a stronger, more determined Federation.

Global crises – including armed conflicts, climate disasters and growing restrictions on reproductive rights – demand urgent action. In response, IPPF will strengthen rapid support mechanisms and bolster preparedness efforts. The 2025 Stream 2 Consortium will focus on addressing the needs of mobile populations along migration corridors in Western and Northern Africa, Latin America, and the Caribbean.

As attacks on sexual and reproductive rights escalate globally, we are not backing down. We stand firm in defending SRHR, bodily autonomy and justice. We are deepening alliances with feminist and LGBTQI+ movements to push back against discrimination, violence, and the growing anti-rights agenda.

40%+

of Secretariat-led projects will span multiple regions in 2025

IPPF / Hannah Maule-ffinch / Nepal

38 | Our Plans for 2025

Our Plans for 2025 | 39

Financial Review

Income

Despite the challenges in the development funding environment, the group’s income for the year increased by US$4.4 million (3.6%) from US$120.6 million in 2023 to US$125.0 million in 2024. This was contributed by an increased unrestricted income by US$2.3 million and restricted income by US$2.1 million. We thank our donors and contributors for their continued trust in IPPF.

Grants from governments continued to be IPPF’s main funding source, which accounted for 87.2% (2023: 80.1%) of our total income. Unrestricted funding from governments increased by US$5.6 million (10.8%) from US$51.9 million in 2023 to US$57.5 million in 2024. Restricted funding from governments increased by US$6.7 million (15.2%), from US$44.8 million in 2023 to US$51.5 million in 2024. Refer to note 2 for a detailed breakdown of income received from various governments.

The following governments were the major contributors to the restricted funding of IPPF:

Government of Canada, primarily through the Ensuring Inclusive SRHR Delivery for Women, Girls and Marginalized Communities (EmpowHER) Project in Burkina Faso, Democratic Republic of Congo, Ghana, Guinea, Guinea-Bissau, Kenya, Mauritania, Sudan, Zambia, Uganda, Togo, Colombia, Ecuador and Pakistan, US$10.6 million.

Government of Australia continued to provide support totalling US$8.2 million for multiple projects including the global SPRINT Initiative to provide sexual and reproductive health services to crisis and post-crisis areas in Southeast Asia, the Pacific, South Asia, and ‘RESPOND’ programme to respond to the additional SRH needs of communities affected by the COVID-19 pandemic in 22 countries.

Restricted grants from multilateral donors and other sources on the other hand decreased from US$15.3 million in 2023 to US$10.4 million in 2024.

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Expenditure and surplus

IPPF spent US$110.8 million in 2024 compared to US$122.9 million in 2023, a decrease of US$12.1 million (9.8%). This decline is attributed to reduced restricted project spending by US$15.2 million from US$65.3 million in 2023 to US$50.1 million in 2024, partly compensated by an unrestricted spending increase of US$3.1 million from US$57.6 million in 2023 to US$60.7 million in 2024.

Total unrestricted expenditure of US$60.7 million (2023: US$57.5 million) covers grants to Member Associations and partners of US$37.4 million (2023: US$35.4 million), Secretariat expenditure of US$22.2 million (2023: US$20.3 million) and fundraising costs of US$1.2 million (2023: US$1.8 million). The net operating unrestricted surplus for the year was US$1.9 million (2023: US$2.8 million).

Total restricted expenditure of US$50.1 million (2023: US$65.3 million) includes grants to Member Associations and partners of US$30.7 million (2022: US$45 million), Secretariat expenditure of US$19.4 million (2023: US$20.3 million) and fundraising costs of US$ Nil (2023: US$ Nil). After including gains on investments of US$0.2 million (2023: US$0.3 million), there was an overall restricted surplus of US$12.5 million (2023 Deficit: US$4.8 million). A full analysis of restricted projects balances as at the end of the year 2024 and 2024 income and expenditure is available in note 15.

IPPF / Hannah Maule-ffinch / Nepal

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Financial Review | 41

Classification of group Secretariat costs by strategic pillars

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9% 6%
US$3.9m US$2.3m
8% Solidarity for Change 6% Solidarity for Change
US$3.4m US$2.4m
Move the Sexuality Move the Sexuality
Agenda Agenda
2024 2023
24% 33%
US$9.8m 59% US$13.3m 55%
Centre Care on People Centre Care on People
US$24.4m US$22.6m
Nurture our Federation Nurture our Federation
----- End of picture text -----

Financial position and reserves

Overall (unrestricted core and restricted), the year ended with a surplus of US$14.4 million in 2024 compared to a deficit of US$2 million in 2023. This surplus increased due to actuarial gains on the defined benefit pension scheme of US$1.4 million (2023: loss of US$0.6 million), unrealized foreign exchange gains on forward currency contracts of US$5 million (2023: loss of US$0.5 million) and unrealized foreign exchange gains of US$0.3 million (2023: US$2.1 million), leading to an overall increase of US$6.7 million (2023: decrease of US$1 million) in IPPF’s total funds and reserves from US$91.6 million to US$112.7 million.

The asset revaluation reserve and endowment fund balances remained at the same level as in 2023 at US$12.0 million and US$1 million, respectively. The perpetual endowment fund with the income generated from its investment is held exclusively for the Member Association in Cape Verde. The restricted fund balance has increased by US$12.3 million from US$21.2 million in 2023 to US$33.5 million in 2024.

The net pension liability at the end of the year 2024 was US$ Nil. This represents a decrease in liability by US$3.4 million from the 2023 balance. The defined benefit scheme was closed in 2007; further details on the scheme are included in note 19 to the financial statements. No more payments are expected to be made in respect of this scheme, as the scheme has reached a level of self-sufficiency.

The general reserves increased by US$1.7 million, from US$23.2 million to US$24.9 million. Designated reserves increased by US$3.7 million, from US$37.6 million to US$41.3 million of which US$5.7 million (2022: US$7.3 million) represents fixed assets reserve and remaining towards other designations as detailed in note 15. Unrestricted funds are designated at the discretion of the Board of Trustees.

IPPF’s reserves policy seeks to balance maximizing the spending of income raised as soon as possible with maintaining a minimum level of reserves to ensure uninterrupted

operation and to provide time to adjust to a change in financial circumstances.

IPPF’s reserves policy ensures that it has sufficient resources to manage financial risk and shortterm income volatility while continuing to invest in initiatives to meet its goals set out in its strategic framework/plan.

During the year, the reserves policy was revised to shift from the earlier target range of US$19 million to US$26 million to an updated target range of reserves backed with cash or cash equivalent assets, covering 4 to 6 months of unrestricted annual core spending, which, based on the 2024 spending, translates to a target range of US$18 million to US$27 million. The Board of Trustees believes that this range strikes an appropriate balance between the need to spend income when it is received and maintaining operational integrity.

As at the end of 2024, the general reserve level of the group, backed with cash and cash equivalent assets, was US$21.4 million, a reduction of US$3.4 million from the balance of US$24.8 million as at 31 December 2023. However, these reserves are within the range set out in the revised IPPF’s reserves policy, with the cash and cash equivalent component covering around 4.7 months of unrestricted core spending (at the 2024 spending level).

Note 15 to the financial statements shows the split of reserves between the general, designated, restricted, and endowment funds.

Investments

There are no restrictions under the 1977 Act in relation to the charity’s powers to invest. IPPF’s investments include US$2.1 million held in listed securities (2023: US$1.9 million) towards Cape Verde (endowment and restricted fund) and a property worth US$1.1 million (2023: US$1.1 million). The property was independently valued as at 31 December 2020, and IPPF believes it is appropriately carried at fair value by carrying out a desktop value assessment.

Going concern

The trustees have reviewed management’s assessment of the International Planned Parenthood Federation’s (IPPF) ability to continue as a going concern through to at least 31 December 2026. Based on this review, the trustees support management’s conclusion that the organization remains a going concern.

Despite increasing uncertainty in the aid

landscape, particularly for 2026, IPPF maintains strong financial resilience. As of early 2025, 71% of unrestricted core funding for 2025 has already been secured - up from 51% at the same point the prior year. For 2026, 46% of unrestricted funding is confirmed, with key multi-year donor agreements already in place.

Management has proactively implemented several risk mitigation strategies:

Further looking at the projections, the cash flow forecasts continue to indicate a positive balance throughout 2025 and 2026, averaging $62.4m.

Despite challenges, including the termination of several USAID-funded programmes and broader geopolitical shifts threatening funding streams, IPPF continues to have a comprehensive plan in place to adjust expenditures, leverage reserves, and pursue a robust bid pipeline for restricted funding opportunities.

Further, the trustees are assured that prudent financial management and a responsive governance structure are in place to adapt to any further challenges, and affirm that IPPF remains a going concern through the review period.

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Financial Review | 43

Structure, Governance and Management

Governing Document

The governance structure removes intermediary layers between MAs and global governance and advances IPPF’s mission through:

IPPF was formed in 1952 and incorporated in 1977 under a UK Act of Parliament: The International Planned Parenthood Federation Act 1977. The Board of Trustees confirm that the strategic framework (as described on pages 8 and 9) is in alignment with the purposes stated in the Act.

General Assembly

The highest decision-making authority of the IPPF is the General Assembly that has the mandate to review and approve IPPF’s strategic direction, appoint members of a Nominations and Governance Committee (NGC), and confirm the slate of candidates the NGC proposed to be on the Board of Trustees among other responsibilities

Public Benefit

The Charity Commission guidance on public benefit has been considered and the recommended self-assessment for the public benefit principles undertaken. The Board of Trustees confirms that the aims of the organization as stated in the International Planned Parenthood Federation Act 1977 meet the charitable purposes as outlined in the Charities Act 2011. Specifically, IPPF is engaged with purposes in relation to the “advancement of health or the saving of lives” and the “advancement of human rights”.

Nomination and Governance Committee

Under IPPF’s regulations, the NGC has a mandate to recruit and evaluate the performance of members of the Board of Trustees and the Board committees. Reporting to the General Assembly, the NGC is a seven-person committee with majority MA members, at least half of whom must be women and at least 20% of whom must be youth under 25.

IPPF’s mission is to improve SRHR for millions of women, men and young people around the world. IPPF works through one Member Association/ Collaborative Partner in each of the 153 countries delivering sexual and reproductive health services, education programmes, advocating on policy changes and other similar activities to deliver its mission. IPPF monitors this delivery by monitoring global indicators and service statistics, that track delivery and upholding of SRHR for the poor, marginalized, socially excluded and/or underserved groups.

Board of Trustees

The Board of Trustees has nine MA volunteers and six external trustees and maintains IPPF’s commitment to at least 20% representation of youth, 50% representation of women, geographical diversity, and representation of vulnerable or at-risk populations.

Board Committees

Four Standing Committees support the governance function of the Board of Trustees: Membership; Finance, Audit and Risk; Policy, Strategy and Investment; and Resource Allocation and Sustainability Technical Committees. Each of these committees has a majority of members from MAs and external members.

Governance and Reforms

Until May 2020, IPPF was governed by a Governing Council comprising 18 volunteers from its MAs (also known as trustees). In addition, six external advisors served as subject matter experts, providing policy guidance to the Council without voting rights. In November 2019, IPPF’s MAs reached a historic consensus on transformative recommendations to reshape the organization’s governance and resource allocation. These recommendations were subsequently approved by the Governing Council. As a result, in May 2020, the Governing Council was replaced by a Board of Trustees, aligning IPPF’s governance structure with its commitment to being an MA-led organization accountable to its membership and the communities it serves.

Regional Forums and Regional Youth Forums The Regional Councils have been restructured into knowledge and learning exchange platforms called Regional Forums, preceded by Regional Youth Forums. They no longer serve as governing bodies.

Adopted Governance Model

----- Start of picture text -----
Regional General General Assembly = peak body
Forums &
Youth Forums Assembly Non-governing Regional Forums
and Youth Forums
Nominations
and Board of
Director General
Governance Trustees
Committee
----- End of picture text -----

General Assembly = peak body

Non-governing Regional Forums and Youth Forums

Governance by a Board of Trustees

Secretariat reports to Board of Trustees through the Director General

----- Start of picture text -----
Resource
Membership Finance, Audit and Risk and Investment Policy, Strategy Allocation Expert Committees advising
Committee Committee Committee and Technical the Board of Trustees
Committee
----- End of picture text -----

Selection and Recruitment of the

Board of Trustees

The Board of Trustees meets at least three times a year. Meetings may be held in person (no more than twice a year) or by suitable electronic means agreed by the Board in which all participants may communicate with all other participants. In addition, extraordinary meetings of the Board may be called by the Chair or by one third of the trustees.

IPPF, governing bodies, processes and evaluation, IPPF Regulations and Procedural Byelaws, safeguarding, financial and compliance oversight, and trustees’ and NGC roles and responsibilities concerning Charity Commission expectations.

The names of the Board of Trustees and NGC members are provided on page 82.

Since its first appointment, approximately one third of the Board of Trustees has rotated annually to ensure institutional knowledge while injecting the board with a new stream of trustees. The Nominations and Governance Committee (NGC) leads the recruitment process with a call for nominations for internal and external candidates. Following a rigorous process of shortlisting against set criteria, the NGC interviews candidates and puts forward potential trustees for the available vacancies within the Board of Trustees and its Committees. Such recruited candidates are appointed or reappointed for a second and last term by the Board of Trustees and the General Assembly confirms the trustees’ appointment or reappointment. This was the case in January and September 2024.

Organization

IPPF has a unified Secretariat that carries out the policies and functions approved by the Board of Trustees. The Secretariat has its registered office in London, and six Regional Offices in Africa (Nairobi), Americas and Caribbean (Mexico and Trinidad and Tobago), Arab World (Tunis), East and South East Asia and Oceana (Kuala Lumpur and Suva), Europe (Brussels) and South Asia (Delhi).

Additionally, Secretariat functions are carried out from Abidjan (Sub Regional Office for West and Central Africa), Fiji (Sub Regional Office for the Pacific), Australia (Resource Mobilization Office), and New York (IPPF Worldwide Inc.).

The senior management, known as the Directors’ Leadership Team (DLT), comprises the Director General (based in the London office), six regional directors, and four London office divisional directors who report to the Director General. Further details are on page 83.

As soon as new trustees are appointed and confirmed and new NGC members elected by the General Assembly, a multi-disciplinary team gives them an induction. This includes the term of references, the strategic framework, the history of

44 | Financial Review

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Resource Allocation

The resource allocation model determines the use of IPPF’s unrestricted core funding across the Federation, including to the Secretariat. The funding flows through three separate streams.

Stream 1 of the model, Accelerating Delivery, is the largest, with a minimum of 80% of all unrestricted funds flowing through it. The indicative allocation amounts to the countries are determined by a transparent formula based on set national criteria, including unmet needs and country income status. To access funding under Stream 1, IPPF members and the Secretariat must develop and submit organizational business plans for each of the funding cycles.

The business plans outline the organizational context, overall outcomes, strategies and results, as well as the expected budget in the given period. The business plan covers the entire remit of the organization’s activities, outputs and budget.

The first funding cycle ran for a single calendar year (2022) and is followed by a three-year cycle (2023–25), which coincides with the mid-term of the new strategic period. The stream introduced greater transparency in the distribution of funds, greater accountability for its use, and greater predictability of funding for the applicants.

Stream 2 of the new model is dedicated to strategic initiatives and is known as the Strategic Fund. The purpose of the Strategic Fund is to support MA initiatives in the areas of the strategic framework that require additional investment and focus and help IPPF deliver its global outcomes. It was introduced following a desire by the membership to have a more dynamic model, which allows the Federation to capitalize on strategic opportunities when they emerge.

Stream 3 of the model is a funding stream that can receive up to 5% of the annual unrestricted core funding to enable IPPF to provide life-saving SRHR services in humanitarian crises.

Funds allocated to each of the three streams are subject to approval by the IPPF Board of Trustees, who also agree on the annual strategic themes to fund under Stream 2.

Risk Management

The Board of Trustees is responsible for ensuring that IPPF has a sound system of internal control to safeguard its assets and funds, and for ensuring that its assets and funds are used only in furtherance of IPPF’s objectives. The trustees have ultimate responsibility for identification of the risks to which IPPF is exposed.

The internal control system is intended to manage risks appropriately, rather than eliminate them and to give reasonable, rather than absolute assurance. The risk management framework approved by the trustees includes the following measures:

The DLT reviews the strategic risk register

quarterly in detail, assessing the effectiveness of its current control environment and considering the changing likelihood and possible impact of any risk materializing.

The Finance, Audit and Risk Committee (C-FAR) reviews the strategic risk register annually, assesses the risks facing IPPF and the measures in place to mitigate them, and reports its findings to the Board of Trustees.

Risk management is further embedded across the organization using mandatory project risk registers for material projects financed through restricted funds. Risks raised on these risk registers are monitored and reviewed by senior staff on an ongoing basis and, periodically, by the Director of Risk and Assurance.

The Risk and Assurance department also manages two streams of audit work – first, across the Secretariat and, second, on the MAs and CPs. For both, annual audit plans are presented to the C-FAR for review and input.

Risk and Assurance has established robust

accountability frameworks for the audit reports produced in both streams of work, ensuring issues identified are followed through to remediation, and the status of open issues is escalated to both the DLT and C-FAR on an ongoing basis.

Key Risks and Mitigation Strategies

IPPF has identified a total of 12 risks, which are monitored regularly. Out of those, the top 5 risks, based on their risk scores, are presented in the table opposite along with our mitigation strategies corresponding to those risks:

RISKS

MITIGATION STRATEGIES

Negative impact • All restricted project opportunities are of delayed and assessed collaboratively to ensure sub-standard they are in line with IPPF strategy, with delivery of sufficient capacity and resources to restricted develop the proposal and implement and projects, leading manage the project. to a reduction of • Each project is assigned a dedicated funding for IPPF.

assessed collaboratively to ensure they are in line with IPPF strategy, with sufficient capacity and resources to develop the proposal and implement and manage the project.

• Each project is assigned a dedicated project manager and monitored through the Quarterly Review Management (QRM) process with escalation by exception built in to ensure oversight by the senior management team (DLT).

• Go/No-Go processes, including handover from the fundraising team to the project delivery team, are well defined, with clear transfer of knowledge, including area of work, deliverables and compliance requirements.

• IPPF has a solid framework in place for accrediting new members, requiring robust due diligence and adherence to IPPF’s policies and procedures.

Member Associations are poorly governed and managed, and/ or fail to develop, resulting in reputational damage to the Federation.

• Safe reporting is in place with robust control that ensures no safeguarding case can be closed without Director of Safeguarding approval. All critical safeguarding allegations are escalated to the Director General and Regional Directors.

• Donor Relations and Fundraising (DRF) structure focuses on building strategic relationships with key institutional donors.

IPPF does not maintain a pipeline of core grants and other unrestricted income, which enables us to meet our objectives and coverage of core costs.

• Significant work has already been

undertaken in the areas of documenting deliverables for all partners through the standardized contracting process.

• Increased robustness of controls requiring members to adhere to Federation rules, with funding and/or membership suspension implemented where critical issues are identified.

• A budget of US$500k has been designated to support a new cycle of governance reform at the MA level.

• MAs have been trained on conducting costing exercises and competitor market assessments for all their services.

• Stronger reforecasting process, ensuring teams are always on top of the updated status (every quarter).

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RISKS

MITIGATION STRATEGIES

Assurance Director, which is periodically disseminated within the organization.

• Risk-based internal audit plan ensures regional offices, high-risk MAs and global systems are reviewed periodically.

IPPF Incident Management Data Relating to Financial Wrongdoing

IPPF has zero tolerance of corrupt practices of any type or in any circumstances. We aim to maintain the highest standards of openness, decency, integrity and accountability in our work. This is embedded in our Code of Conduct, our Fraud Policy, our Financial Crime Policy and the Policy to Combat Bribery, which are documented in our IPPF Handbook, publicly available on the IPPF website.

Where appropriate, serious incidents have been reported to the relevant donors and bodies, including the UK Charity Commission.

Our enhanced approach to fraud prevention, continues to bare results in the form of building a significant amount of transparency, in the form of a higher number of cases being reported during the year. The table below shows the number of reports across IPPF, including its MAs, relating to financial wrongdoing that were submitted to IPPF SafeReport, our independent, confidential reporting service.

Our policies require all incidents or allegations of fraud, loss and bribery to be reported regardless of financial materiality and ensure a consistent approach to fraud awareness, prevention, reporting and investigations across IPPF.

Out of the 27 incidents (2023: 18) reported of financial wrongdoing during the year, only four (2023: three) were substantiated with a total loss of US$57,350 (2023: US$343,038). These included losses at the Secretariat, an MA (Solomon Islands Planned Parenthood Association) and a project partner (Organization force des femmes Guinée), amounting to a mere 0.08% (2023: 0.43%) of the total grants released by IPPF in the year.

IPPF enables this through its whistleblower framework, IPPF SafeReport, and the robust procedures in place to support reporting. Our Raising a Concern Policy encourages anyone to report any serious concerns they have, without fear of punishment or unfair treatment. This policy clarifies that IPPF processes and systems aim to keep a whistleblower safe by protecting confidentiality and offering anonymity.

----- Start of picture text -----
INCIDENT TYPE 2024 2023 2022 2021 2020
-
Corruption and bribery 1 1 1 1
Fraud 14 7 11 5 11
Malpractice 10 11 3 5 5
- - - -
Deception 1
- - - -
Theft 2
TOTAL 27 18 16 11 17
----- End of picture text -----

The Modern Slavery Act (UK)

IPPF adopted a policy in relation to Forced Labour and Human Trafficking in November 2016, which considered the requirements of the UK Modern Slavery Act along with other international laws and guidance on this subject area. In 2022, we completed a self-assessment to ascertain what areas of development we need to undertake to ensure modern slavery prevention flows through IPPF’s work and supply chains.

IPPF remains committed to the eradication of modern slavery and will work to ensure that all people have the right to protection from all forms of abuse and exploitation. Further information can be found on IPPF’s website.

www.ippf.org/about-us/accountability-old/ statement-against-forced-labour-humantrafficking

Safeguarding Training Compliance

In 2024, IPPF continued to require all Secretariat staff to complete new starter safeguarding induction training and annual safeguarding refresher training.

New starter safeguarding induction training 90% of new staff attend global safeguarding induction training delivered by the Head of Safeguarding. 75% of those who attended did so within four weeks of their start date. This is a 15% improvement on the results from 2023.

Safeguarding refresher training 2024 Completion compliance was at 91% by 31 December 2024 compared to 91% in 2023.

Board of Trustees safeguarding training 100% of new trustees attended safeguarding training in 2024; this was either safeguarding induction training for new trustees, or bespoke training for existing trustees.

Remuneration

At IPPF, we are committed to equality and diversity across the Secretariat in all areas of work. The Board in 2021 approved that IPPF sets pay at the 50th percentile against comparable benchmarks, in size and complexity, to attract and retain talent whilst remaining affordable. With the formation of a unified Secretariat, IPPF engaged external consultants during 2021 to conduct a job evaluation and create a single job structure, which has been applied consistently across all roles in all locations. Salary scales for each region were designed using a common philosophy and approach. To ensure equality, net pay-scales have been set for countries where the host country defines international job holders as tax free. In 2024 it was agreed that, every two years, in a staggered manner, we undertake a similar benchmarking analysis comparing our salary scales against the market comparators identified for each office.

This is also followed up with an equity analysis to look at gender pay gap across the Secretariat, which is presented in the annual report. Similar to the above exercise the salary of the Director General’s position is placed at the 36th percentile when benchmarked against the 50th percentile of the market. The rest of the senior leadership positions are placed at the 51st percentile.

Gender Pay Gap

The gender pay gap is a measure showing the difference in average earnings between men and women. It is based on a snapshot of data from the global Human Resources Information System and reflects salaries converted to USD.

A total headcount of 308 employees was considered; this included employees from all levels and geographies including hosted programmes. Of these, 201 are female (65%) and 107 (35%) are male.

Understanding mean and median pay gaps

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Overall, females are renumerated higher than males:

----- Start of picture text -----
GENDER MEAN DIFFERENCE MEDIAN DIFFERENCE
Female 54.7% 55.5%
9.4% 11%
Male 45.3% 44.5%
----- End of picture text -----

----- Start of picture text -----
Quartile pay band
distribution
To better understand
the distribution of
pay across gender,
the following
table presents the
proportion of males
and females across
four pay quartiles.
IPPF / ACRO
PAY MALE FEMALE MALE % FEMALE %
QUARTILE COUNT COUNT (MEAN) (MEAN)
Lower 31 46 40.3 59.7
Lower Middle 33 44 42.9 57.1
Upper Middle 24 54 30.8 69.2
Upper 19 57 25.0 75.0
TOTAL 107 201 34.7 65.2
----- End of picture text -----

Contextual analysis of pay gaps

The gender pay gap figures presented highlight a significant difference in earnings between men and women. Several factors contribute to these differences:

Gender distribution in lower quartiles:

Women also have a higher presence in the lower quartile (59.7%), indicating that despite progress at senior levels, disparities still exist at lower income levels.

leadership roles in Technical Services and Corporate Services job families are occupied by women, leading to higher median female salaries.

Statement of the Members of the Board of Trustees responsibilities in respect of the Board of Trustees Annual Report and Financial Statements

The Board of Trustees is responsible for preparing the Annual Report and Financial Statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”. The law applicable to charities in England and Wales requires the Board of Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period. In preparing these financial statements, the Board of Trustees is required to:

----- Start of picture text -----
IPPF / GMB Akash / Bangladesh
----- End of picture text -----

The Board of Trustees is responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed.

They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Board of Trustees is responsible for the maintenance and integrity of the charity and 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.

Approved on behalf of the Board of Trustees on 20 June 2025.

Kate Gilmore

Chair

50 | Financial Review

Statement of the Members of the Board of Trustees | 51

Independent Auditor’s Report

to the Trustees of International Planned Parenthood Federation

Opinion

We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:

We have audited the financial statements of International Planned Parenthood Federation (‘the charity’) and its subsidiaries (‘the group’) for the year ended 31 December 2024 which comprise the group statement of financial activities; the group and charity balance sheets; the consolidated cash flow statement; and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

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 group 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 or the group’s ability to continue as a going concern for a period of at least 12 months from when the financial statements are authorised for issue.

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

Other information

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

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 51, 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 the 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 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 151 of the Charities Act 2011 and report in accordance with the Acts and relevant regulations made or having effect thereunder.

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

Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and noncompliance with laws and regulations are set out below.

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

Extent to which the audit was considered capable of detecting irregularities, including fraud

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members including internal specialists and significant component audit teams. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.

We obtained an understanding of the legal and regulatory frameworks within which the charity and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Charities Act 2011, together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.

52 | Independent Auditors’ Report

Independent Auditors’ Report | 53

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charity’s and the group’s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charity and the group for fraud. The laws and regulations we considered in this context for the UK operations were anti-fraud, bribery and corruption legislation, taxation legislation and employment legislation. We also considered compliance with local legislation for the group’s overseas operating segments.

Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the trustees and other management and inspection of regulatory and legal correspondence, if any.

We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of grant and contract income; end use of funds including funds granted to Member Associations and partner organizations; and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, internal audit and the Finance, Audit and Risk Committee about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission and reading minutes of meetings of those charged with governance.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.

Use of our report

This report is made solely to the charity’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. 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 anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Crowe U.K. LLP

Statutory Auditor London

Date: 11 July 2025

Crowe U.K. LLP is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.

Consolidated statement of financial activities

for the year ended 31 December 2024

2024 2023
Notes
Unrestricted
Restricted
Endowment
Total		 Unrestricted
Restricted
Endowment
Total
US$’000
US$’000
US$’000
US$’000		 US$’000
US$’000
US$’000
US$’000
Income from:
Donations and legacies
Grants from governments
2
57,484
51,544
-
109,028		 51,880
44,753
-
96,633
Grants from multilaterals and
other sources
3
43
10,448
-
10,491		 1,074
15,335
-
16,409
Donations and legacies from
others
1,875
335
-
2,210		 4,625
159
-
4,784
Other trading activities
(24)
-
-
(24)		 (99)
-
-
(99)
Income from investments
4
3,201
35
-
3,236		 2,822
-
-
2,822
Other income
32
-
-
32		 42
-
-
42
Total income and endowments
62,611
62,362
-
124,973		 60,344
60,247
-
120,591
Expenditure on:
Raising funds
Central fundraising
7
39
-
-
39		 1,403
-
-
1,403
Regional fundraising
6
1,144
-
-
1,144		 430
-
-
430
Charitable activities
Grants to Member
Associations and partner
organizations
5
37,361
30,688
-
68,049		 35,368
44,999
-
80,367
Central expenditure
7
10,693
9,065
-
19,758		 7,708
11,573
-
19,281
Regional expenditure
6
11,467
10,335
-
21,802		 12,638
8,739
-
21,377
Total expenditure
60,704
50,088
-
110,792		 57,547
65,311
-
122,858
Net operating income/
(expenditure) before
investment gains/(losses)
1,907
12,274
-
14,181		 2,797
(5,064)
-
(2,267)
Gains on investments
-
212
-
212		 30
269
-
299
Net income/(expenditure)
1,907
12,486
-
14,393		 2,827
(4,795)
-
(1,968)
Transfer between funds
262
(262)
-
-		 (1,944)
1,944
-
-
Other recognized gains/(losses)
Actuarial gain/(loss) on defined
benefit pension scheme
1,437
-
-
1,437		 (601)
-
-
(601)
Foreign exchange gain/
(loss) on forward contract
21
4,977
-
-
4,977		 (495)
-
-
(495)
Unrealized foreign exchange
gains/(losses)
243
8
-
251		 2,104
(58)
-
2,046
Net movement in funds
8,826
12,232
-
21,058		 1,891
(2,909)
-
(1,018)
Reconciliation of funds
Total funds brought forward
at 1 January
69,392
21,234
1,000
91,626		 67,501
24,143
1,000
92,644
Net movement in funds for
the year
8,826
12,232
-
21,058		 1,891
(2,909)
-
(1,018)
Total funds carried forward
at 31 December
78,218
33,466
1,000
112,684		 69,392
21,234
1,000
91,626

There are no recognized gains and losses other than those included above. All the above results arise from continuing operations. The notes on pages 58 to 81 form part of these financial statements.

54 | Independent Auditors’ Report

Consolidated Statement of Financial Activities | 55

Consolidated cash flow statement

Balance Sheets as at 31 December 2024

2024 2023 2024 2023
Total Total Total Total
US$’000 US$’000 US$’000 US$’000
Notes Charity Charity Group Group
Fixed assets
Tangible assets
9		 15,168 15,513 17,131 17,733
Investments
10		 16,920 13,380 3,197 3002
Long-term loans
11		 33 - 105 83
Total fixed assets 32,121 28,893 20,433 20,818
Current assets
Stock 137 143 137 143
Debtors
12		 10,312 9,900 9,799 4,127
Short-term loans
11		 - 103 - 103
Cash at bank and in hand 87,246 74,995 98,867 91,398
Forward contract assets 3,555 - 3,555 -
Total current assets 101,250 85,141 112,358 95,771
Creditors: amounts falling due within one year
13		 (20,638) (17,362) (19,986) (19,486)
Total current liabilities (20,638) (17,362) (19,986) (19,486)
Net current assets 80,612 67,779 92,372 76,285
Total assets less current liabilities 112,733 96,672 112,805 97,103
Provisions for liabilities
14		 (49) (32) (121) (463)
Net assets excluding pension and forward contract liabilities 112,684 96,640 112,684 96,640
Forward contract liabilities - (1,650) - (1,650)
Defined benefit pension scheme liability
19		 - (3,364) - (3,364)
Total net assets including pension and forward contract liabilities 112,684 91,626 112,684 91,626
Represented by:
Unrestricted:
15
General 24,941 23,176 24,941 23,176
Designated 41,277 37,580 41,277 37,580
Revaluation reserve 12,000 12,000 12,000 12,000
Restricted 33,466 21,234 33,466 21,234
Endowment 1,000 1,000 1,000 1,000
Total funds and reserves excluding pension liability 112,684 94,990 112,684 94,990
Pension liability
19		 - (3,364) - (3,364)
Total funds and reserves including pension liability 112,684 91,626 112,684 91,626

Approved on behalf of the Board of Trustees on 20 June 2025. The notes on pages 58 to 81 form part of these financial statements.

Statement of cash flows for the year ended 31 December 2024

2024 2023
Notes US$‘000 US$‘000
Net cash inflow from operating activities A 3,743 4,634
Cash flows from investing activities:
Interest received and similar income 3,236 2,822
Gain on investments 212 299
Purchase of tangible assets (49) (10)
Sale of tangible assets - 17
Net cash flows from investing activities 3,399 3,128
Cash flows from financing activities:
Long-term loan repayments received 6 -
Long-term loan issued (33) -
Decrease/(Increase) in short-term loans 103 (56)
Net cash flows from financing activities 76 (56)
Increase in cash B 7,218 7,706

Note A: Reconciliation of net income to net cash inflow / (outflow) from operating activities

2024 2023
US$‘000 US$‘000
Net operating income/(expenditure)
Net incoming/(outgoing) resources 14,393 (1,968)
Interest receivable and similar income (3,236) (2,822)
Gain on investments (212) (299)
Depreciation and impairment 536 581
Exchange movements on tangible assets 115 (447)
Exchange movement on investments (195) (352)
Exchange movement on long-term loans 5 (2)
Increase/(decrease) inpension liability 1,437 (601)
Unrealized gain/(loss) on forward contract 4,977 (495)
Movements in working capital
Decrease in stock 6 196
(Increase)/decrease in debtors (5,672) 10,678
Increase in creditors 500 2,944
Decrease in provision for pension (3,364) (1,211)
Decrease in provision for liabilities (342) (348)
Decrease in forward contractprovisions (5,205) (1,220)
Net cash inflow from operating activities 3,743 4,634

Note B: Reconciliation of net cash flow to movements in net debt

Kate Gilmore Chair

Elizabeth Schaffer Trustee and C-FAR Chairperson

2024 2023
US$‘000 US$‘000
Increase in cash duringthe year 7,218 7,706
Movement on foreign exchange 251 2,046
Net change in cash for the year 7,469 9,752
Net cash at 1 January 91,398 81,646
Net cash at 31 December 98,867 91,398

Note of explanation

Cash balances are historically higher on 31 December each year due to the timing of government receipts, many of which are received in the last quarter of the financial year. However, the timing of grant payments to Member Associations means that the cash funds are significantly reduced in the first quarter of each financial year. The cash balance also includes restricted funds for use in the following years.

56 | Balance Sheet

Consolidated Cash Flow Statement | 57

Notes to the financial statements

1. Accounting policies

Basis of accounting

Deferred income

Deferred income comprises amounts received in the period, which the donor has given for use in future accounting periods, and there is no entitlement to the funds at the year-end.

Commercial trading activities

Income from commercial trading activities is included in the period in which they are earned.

These financial statements have been prepared under the historical cost convention with items recognized at cost or transaction values unless otherwise stated in the relevant notes to these accounts. The financial statements are prepared under the historical cost convention, in accordance with the ‘Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)’ (“Charities SORP (FRS 102)”), and applicable UK law and the Charities Act 2011.

The accounts (financial statements) have been prepared to give a ‘true and fair’ view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a ‘true and fair view’. This departure has involved following the 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) issued on 16 July 2014 rather than the previous Statement of Recommended Practice: Accounting and Reporting by Charities which was effective from 1 April 2005 but which has since been withdrawn.

IPPF meets the definition of a public benefit entity under FRS 102. The charity meets the definition of a qualifying entity under FRS 102 and has therefore taken advantage of the disclosure exemption available to it in respect of its separate financial statements in relation to presentation of a cash flow statement.

Going concern

The trustees assess whether the use of going concern is appropriate i.e., whether there are any material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern. The trustees made this assessment through to at least 31 Dec 2026. In making this assessment, the trustees have considered all the current events and conditions, as well as all information currently available about the future impact on its unrestricted income and reserves.

The members of the Board of Trustees have reviewed IPPF’s financial position, its level of net assets and its future cashflow forecasts, which take into account the impact of future activities, and believe it is appropriate to continue to produce the financial statements on a going concern basis.

Basis of preparation

IPPF exists as an entity incorporated in the UK under the provisions of the IPPF Act 1977 (“the charity”). Its registered address is at 4 Newham’s Row, London, SE1 3UZ United Kingdom, and its activities are undertaken through a Secretariat comprising the London office and Regional Offices. IPPF is a registered charity with the Charity Commission for England and Wales with Charity Number: 229476.

Amongst the Regional Offices, Americas and the Caribbean Region (“ACRO”), Arab World Region (“AWRO”), East, South-East Asia and Oceania Region (“ESEAOR”), and South Asia Region (“SARO”) are not separate legal entities, and their results are included in those of the charity.

Subsidiaries

IPPF Worldwide Inc. (“WWI”) is a separately registered not-for-profit company (501(c)(3) supporting organization) in the United States of America. It was established for the purpose of receiving funding from organizations based in the United States of America. IPPF’s senior directors are appointed as the Directors of the company. Their results are included with those of the group.

IPPF Africa Region (Nairobi, Kenya; Abidjan, Côte d’Ivoire; and Lome, Togo) (“ARO”) and IPPF Europe Network (“EN”) are separate legal entities in Nairobi, Kenya, and Brussels, Belgium, respectively. As subsidiaries, they use the name of the charity to raise funds exclusively for IPPF and/or its local activities. They represent themselves publicly as the charity’s local representative. Their results have been consolidated on a line-by-line basis in the statement of financial activities (“SOFA”) and balance sheet as part of the group.

Income

Income is recognized when the group/ charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received, and the amount can be measured reliably. See also the separate deferred income policy.

Donations and grants

Grants from governments and other agencies have been included as donations as these relate to core funding or are provided for a general purpose rather than being service agreements. These are included in income when these are receivable, except as follows:

Legacies

Legacies, if any, are recognized when the following three conditions are met a) the charity is entitled to control the legacy resource and determine its future application, b) receipt is probable and c) the resource can be measured monetarily with sufficient accuracy.

Investment income and interest

Investment income in the form of dividends together with interest and rental income from the investment property is included when receivable by the charity.

Donation in kind – Income

Donations in kind are included in donations, where the amounts are material, at their market value.

IPPF wishes to acknowledge the immense ongoing contribution it receives from its volunteers, in terms of the time, hard work, and personal commitment given to IPPF and its objectives. IPPF does not believe it is possible, or desirable, to place a monetary value on this contribution, and subsequently does not recognize volunteer time as income in the financial statements. IPPF does not believe there is a concise, workable, or accurate method of quantifying this contribution, or establishing how this contribution is expressed in financial terms.

Donation in kind – Expense

Donations in kind supplied to Member Associations and partner organizations are recorded as grants to Member Associations and partner organizations at the cost of procurement plus related delivery expenses upon distribution to Member Associations and partner organizations.

Expenditure and basis of allocation of costs

Grants payable to Member Associations and partner organizations of cash and commodities (being contraceptives and related goods) represent direct aid to affiliated and non-affiliated organizations. Cash grants to Member Associations can either be core grants or restricted grants. Core grants are generally given on an annual basis, while restricted grants may relate to multiple years. Grant payables are accounted for once all conditions that would limit recognition of the funding commitment have been met. Grant commitments that do not meet all the recognition conditions of Grant payable are disclosed separately as ‘Grant commitments’ in note 17.

Expenditure other than grants is classified between regional and central activities. Regional activities are those carried out by the Regional Offices serving local Member Associations. Central activities are exclusively those of the London Office, which serve IPPF as a whole.

Costs of generating voluntary income comprise the costs incurred in commercial trading activities and fundraising. Fundraising costs include all direct costs, including personnel costs, publicity material, and direct mailing material.

Programme activities represent expenses directly attributable to the issuing or monitoring of grants to Member Associations, as well as providing technical assistance to allow the grant recipients to implement programmes effectively. At the Regional Offices, most staff are involved as focal points for a selected number of Member Associations as well as being an expert in a technical area, e.g.,

58 | Notes to the Financial Statements

Notes to the Financial Statements | 59

HIV/AIDS, Advocacy, and Accreditation. London Office staff generally provide technical support to Regional Office staff and indirectly to Member Associations.

Support costs represent expenses on activities that are not directly attributable to programme activities and include general management, finance, office facilities, human resources, information technology, and governance.

All costs incurred on restricted projects are reported under programme activities.

Redundancy costs are recognized as immediate costs and charged to the statement of financial activities. Provision for future redundancy costs is measured at a best estimate of the expenditure that would be required to settle the obligation at the reporting date.

Projects on which overheads are recovered by way of donations and grants, these and their related costs are not netted off but are shown separately.

Taxation

IPPF is a registered charity and has no liability to corporation tax on its charitable activities under the Corporation Tax Act 2010 (chapters 2 and 3 of part ii, section 466 onwards) or Section 256 of the Taxation for Chargeable Gains Act 1992, to the extent surpluses are applied to its charitable purposes.

Tangible fixed assets

All assets costing more than US$5,000 are recognized. Tangible fixed assets are stated at cost, net of depreciation and any provision for impairment. All assets are depreciated in line with their expected useful lives using the straight-line method at the following rates:

Freehold land no depreciation
Freehold buildings 2 – 5%
Office furniture 10%
Office equipment
Computer hardware		 20%
33%
Vehicles
Fittings and fixtures		 33%
33%
Freehold improvements 10%
Leasehold improvements period of lease

Any gains or losses on disposals of fixed assets are taken to the Statement of Financial Activities in the year in which they occur.

Cash at bank and in hand

Cash at bank and cash in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition, or opening of the deposit or similar account.

Investments

Investments are valued at fair value at the balance sheet date. All gains and losses are taken to the Statement of Financial Activities as they arise and allocated to funds in line with the amounts held.

Investment properties are included within fixed assets, valued at fair value, and not depreciated. Full valuations are made every five years by a qualified external valuer, and in each other year there is a management assessment of fair value. Fair value of the investment property is considered to be the open market value. Any material increase or decrease in value is reflected in the Statement of Financial Activities.

Investments in subsidiaries are reported on net asset value (NAV) method based on management’s assessment that the NAV method reflects the fair value of its subsidiaries since substantial value of the assets of subsidiaries comprise of current assets and current liabilities, which are highly liquid in nature. Any increase or decrease in their value is reflected in the Statement of Financial Activities.

Foreign currency

IPPF’s financial statements are presented in US dollars. While IPPF receives income in many currencies, most of IPPF’s expenditure is denominated in US dollars. The following Secretariat offices use their local currencies as their functional currencies: London (Pound sterling), Mexico (Mexican peso), Tunis (Tunisian dinar), Delhi (Indian rupee), Brussels (Euro), Kuala Lumpur (Malaysian ringgit), and Suva (Fijian dollar).

Transactions in foreign currencies are recorded using the rate of exchange ruling at the date of the transaction to translate into the base currency of each component. Monetary assets and liabilities denominated in foreign currencies are translated using the rate of exchange ruling at the balance sheet date to translate into the base currency, and the gains and losses on translation are included in the statement of financial activities.

The results are translated, where required, into the reporting/presentational currency of US dollars at the average rate of exchange during the year for the statement of financial activities, and the year-end rate for the assets and liabilities. Gains and losses arising on these translations are taken to the General Reserve.

Leased assets

Rentals under operating leases are charged on a straight-line basis over the lease term, even if the payments are not made on such a basis. Benefits received and receivable as an incentive to sign an operating lease are similarly spread on a straight-line basis over the lease term.

Provisions

Provisions for liabilities are recognized when there is a legal or constructive obligation for which a measurable future outflow of funds is probable.

Provision is made, where material, for the present value of future liabilities and losses which have occurred during the financial year and identified up to the date on which the financial statements are approved by the Board of Trustees. The recognition of a provision is in accordance with FRS 102. The charge for a provision is made against the expenditure to which it relates.

Contingent liabilities

Contingent liabilities are disclosed in accordance with FRS 102. No recognition is made in the Statement of Financial Activities. Where it becomes probable that there will be a future outflow of resources, the liability ceases to be contingent and is accrued in the financial statements. Full details of each contingent liability are disclosed in note 18.

Financial instruments and financial liabilities

Basic financial instruments are initially recognized at transaction value and subsequently measured at their settlement value.

The charity uses derivative financial investments to reduce its exposure to foreign exchange risk. In line with the charity’s risk management policies, the charity does not enter into speculative derivative contracts. Derivatives are initially recognized at fair value at the date a derivative contract is entered into and are subsequently re-measured to their fair value at each reporting date. The resulting gain or loss is recognized in the Statement of Financial Activities.

Trade and other debtors are recognized at the settlement amount due after any discount offered and net of the bad debt provision. Prepayments are valued at the amount prepaid net of any trade discounts due. Creditors and provisions are recognized where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party, and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognized at their settlement amount after allowing for any trade discounts due.

Pension contributions

IPPF contributes to both a closed defined benefit scheme and a number of defined contribution pension schemes (see note 19).

Defined contribution scheme costs are charged to the Statement of Financial Activities as they are incurred.

Stock of goods

Purchased stock is valued at the lower of cost and net value and consists of contraceptives and related medical equipment.

Donated items of stock are recognized at fair value, which is the amount the charity would be willing to pay for the items in the open market.

IPPF makes contributions to the Central Office defined benefit pension scheme (closed to new members from 1 September 2003 and current members from 1 September 2007) based on the advice from triennial actuarial valuations. Any material deficiencies or surpluses that arise are dealt with by changes to the level of contributions. In accordance with FRS 102, the Statement of Financial Activities includes: the cost of benefits accruing during the year in respect of current and past service (charged against net expenditure); the expected return on the scheme’s assets and the increase in the present value of the scheme’s liabilities arising from the passage of time (shown as pensions finance charge); actuarial gain recognized in the pension scheme (shown within net movement of funds).

60 | Notes to the Financial Statements

Notes to the Financial Statements | 61

The balance sheet includes the surplus, if recoverable or the deficit in the scheme, taking assets at their year-end market value and liabilities at their actuarially calculated values.

Critical accounting judgements and key sources of estimation uncertainty

In the application of IPPF’s accounting policies, management is required to make judgements, estimates and assumptions about the carrying amounts 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 those estimates and the estimates and underlying assumptions are continually reviewed.

Key estimates

Pensions : Estimates of the net liability to pay pensions depend on a number of complex judgements relating to the discount rate used, the rate at which salaries are projected to increase, changes in retirement ages, mortality rates and expected returns on pension funds’ assets. A firm of consulting actuaries is engaged to provide IPPF with expert advice reporting the assumptions to be applied.

During the year, the liability moved from US$3.36 million to US$ Nil as a result of assumptions being updated, differences in actual experiences against expectation, and exchange rate movements. Further details are in note 19.

There are no other critical estimates or judgements.

Funds

IPPF maintains five types of funds:

Transfers between funds are made upon designation of unrestricted funds by the trustees, or upon release of the designation, or to meet any deficit/refund to restricted donors out of general reserves, or where the donor restrictions allow, with appropriate disclosure in note 15. Other recognized gains and losses are allocated to funds in line with the restrictions on the funds that generated such gains/losses.

2. Grants from governments

2024 2023 2024 2023
Country Local Currency (LC) LC'000 LC'000 US$'000 US$'000
Unrestricted
Australia Australian dollar 4,948 4,500 3,234 2,925
Denmark Danish krone 50,000 60,000 7,435 8,054
Finland Euro 1,492 2,000 1,651 2,193
Germany Euro 15,477 14,946 17,193 15,775
Ireland Euro 1,000 1,000 1,108 1,059
Japan US dollar 1,944 2,623 1,944 2,623
Malaysia US dollar - 15 - 15
Netherlands Euro 7,600 3,600 8,337 3,638
New Zealand New Zealand dollar 2,500 2,500 1,493 1,446
Norway Norwegian krone 74,830 75,000 7,115 7,265
South Korea US dollar 119 130 119 130
Sweden Swedish krona 58,970 45,000 5,461 4,155
Switzerland US dollar 2,392 2,600 2,392 2,600
Thailand US dollar 2 2 2 2
Unrestricted 57,484 51,880
2024 2023 2024 2023
Country Local Currency (LC) LC'000 LC'000 US$'000 US$'000
Restricted
Australia Australian dollar 12,617 9,423 8,247 6,217
Belgium Euro 250 250 276 274
Canada Canadian dollar 14,708 960 10,581 682
Canada US dollar - 481 - 481
China US dollar 713 697 713 697
Denmark Danish krone - 2,518 - 370
France US dollar 97 63 97 63
France Euro 7,560 1,620 7,940 1,775
Germany Euro 276 255 297 276
Japan US dollar 1,721 2,232 1,722 2,232
Luxembourg Euro 804 123 883 134
Netherlands Euro 324 64 349 68
Netherlands US dollar 2,902 2,268 2,902 2,268
New Zealand New Zealand dollar 1,943 2,204 1,148 1,382
Norway Norwegian krone 28,000 44,000 2,552 4,240
Sweden Swedish krona 3,000 2,000 283 186
Switzerland US dollar - 20 - 20
United Kingdom Britishpound 5,668 18,399 7,237 23,048
United States of America US dollar 6,317 340 6,317 340
Restricted 51,544 44,753
Total restricted and unrestrictedgrants fromgovernments 109,028 96,633

Grant income is reported net of refunds, if any, to the donors.

3. Income from multilaterals and other sources

2024 2023
US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
Name of donor Unrestricted Restricted Total Unrestricted Restricted Total
Anonymous (at donor's request) - 1,277 1,277 - 5,617 5,617
Bergstrom Foundation - 605 605 - 274 274
Bessemer Trust - - - - 250 250
European Commission - 1,780 1,780 - 908 908
Care International - - - - 233 233
Gates Foundation - 3,318 3,318 - 2,625 2,625
Global Fund to Fight AIDS, Tuberculosis and Malaria - 161 161 - 210 210
Merck for Mothers - - - - 337 337
MSI Reproductive Choices - 114 114 - 1,460 1,460
Open Society Foundations - 700 700 - 400 400
Oxfam Canada - 911 911 - (6) (6)
Organon Asia Pacific Services PTE. LTD. - - - - 131 131
Regents of the University of California, San Diego - 125 125 - 106 106
Swedish Association for Sexuality Education (RFSU) - 32 32 - 225 225
The David and Lucile Packard Foundation - - - - 313 313
The William and Flora Hewlett Foundation - 375 375 1,000 1,299 2,299
United Nations Foundation - 550 550 - 797 797
United Nations Population Fund (UNFPA) - 411 411 - (168) (168)
World Health Organization - 67 67 - 188 188
Other < $100,000, or individuals not to be disclosed 43 22 65 74 136 210
Total 43 10,448 10,491 1,074 15,335 16,409

Grant income is reported net of refunds, if any, to the donors.

62 | Notes to the Financial Statements

Notes to the Financial Statements | 63

4. Investment income and interest

2024 2023
Unrestricted Restricted Total Unrestricted Restricted Total
Particulars US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Interest on deposits 3,163 35 3,198 2,785 - 2,785
Investmentproperty income 38 - 38 37 - 37
Total 3,201 35 3,236 2,822 - 2,822

5. Grants to Member Associations and partner organizations

2024 2023
Unrestricted Restricted Total Unrestricted Restricted Total
Region US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Africa 16,627 10,088 26,715 15,376 24,464 39,840
Arab World 4,302 4,056 8,358 5,019 5,820 10,839
East, South-East Asia, and Oceania 5,020 4,906 9,926 4,626 4,709 9,335
Europe and Central Asia 2,442 4,468 6,910 2,591 4,650 7,241
South Asia 4,289 1,936 6,225 3,547 2,613 6,160
Americas and the Caribbean 4,681 5,234 9,915 4,209 2,743 6,952
Total 37,361 30,688 68,049 35,368 44,999 80,367

Grants to Member Associations and partner organizations by strategic pillars

2024 2023
Unrestricted Restricted Total Unrestricted Restricted Total
Strategic Pillars US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Centre Care on People 33,826 24,174 58,000 31,977 38,339 70,316
Move the Sexuality Agenda 85 2,993 3,078 101 3,342 3,443
Solidarity for Change 1,220 2,994 4,214 -
2,700		 2,700
Nurture our Federation 2,230 527 2,757 3,290 618 3,908
Total 37,361 30,688 68,049 35,368 44,999 80,367

6. Regional activities

Regional activities by type of expenditure

a) Fundraising costs

2024 2023
Total Total
Group US$’000 US$’000
Personnel costs 337 270
Consultancies 790 149
Travel 10 8
Communications 3 -
Other costs 4 3
Total 1,144 430

b) Programme activities

2024 2023
Programme
activities		 Support
costs		 Total Programme
activities		 Support
costs		 Total
Group US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Personnel costs 11,020 3,701 14,721 11,268 3,173 14,441
Consultancies 1,732 866 2,598 1,019 1,374 2,393
Travel 2,844 2,020 4,864 1,789 1,186 2,975
Occupancy 193 493 686 208 691 899
Communications 76 60 136 60 139 199
Other costs* 555 (1,758) (1,203) 111 359 470
Total 16,420 5,382 21,802 14,455 6,922 21,377

Regional activities by strategic pillars

Support costs for grants are included within the central and regional charitable expenditure.

The following 10 Member Associations/ partner organizations received the largest grants during the year:

Name of Member Association/ partner
organization		 Unrestricted Restricted 2024
Total		 Unrestricted Restricted 2023
Total
US$000 US$000 US$000 US$000 US$000 US$000
Sudan Family PlanningAssociation 703 1,972 2,675 676 2,598 3,274
Family PlanningAssociation of India 1,722 343 2,065 1,619 226 1,845
Association Togolaise pour le Bien-Etre Familial 355 1,681 2,036 477 310 787
Asociación Pro-Bienestar de la Familia Colombiana 467 1,541 2,008 746 1,323 2,069
Afghan Family Guidance Association 668 912 1,580 638 1,120 1,758
The Family Planning Organization of the Philippines,
Inc.		 584 865 1,449 454 644 1,098
Médecins Du Monde France -
1,425		 1,425 -
839		 839
Planned Parenthood Federation of Nigeria 1,413 5 1,418 1,389 134 1,523
Reproductive Health Uganda 770 617 1,387 1,204 1,779 2,983
Association pour le Bien-Être Familial/Naissances
Désirables (ABEF-ND)		 1,077 282 1,359 795 868 1,663
2024 2023
Programme
activities		 Support
costs		 Total Programme
activities		 Support
costs		 Total
Strategic Pillars US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Centre Care on People 6,158 8 6,166 6,447
428
6,875
Move the Sexuality Agenda 2,242 553 2,795 1,496
377
1,873
Solidarity for Change 1,875 44 1,919 1,307
364
1,671
Nurture our Federation 6,145 4,777 10,922 5,205
5,753
10,958
Total 16,420 5,382 21,802 14,455 6,922 21,377

7. Central activities

Central activities by type of expenditure

a) Fundraising costs

2024 2023
Total Total
Group US$’000 US$’000
Personnel costs 39 107
Consultancies - 1,038
Travel - 172
Occupancy - 13

64 | Notes to the Financial Statements

Notes to the Financial Statements | 65

2024 2023
Total Total
Group US$’000 US$’000
Communications - 62
Other costs - 11
Total 39 1,403

b) Programme activities and support costs

2024 2023
Programme
activities
 Support
costs
 Total
 Programme
activities
 Support
costs
 Total
Group US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Personnel costs 5,179 3,548 8,727 5,074 3,773 8,847
Consultancies 2,577 3,701 6,278 3,442 3,438 6,880
Travel 983 678 1,661 995 695 1,690
Occupancy 13 246 259 41 275 316
Communications 218 129 347 79 54 133
Other costs 595 1,891 2,486 20 1,395 1,415
Total 9,565 10,193 19,758 9,651 9,630 19,281

Included within support costs are fees payable to the external auditor, Crowe U.K. LLP, of US$241,318 for the group (2023: Crowe U.K. LLP US$188,856) for statutory audit. Fees from additional assurance services paid during the year of US$48,818 (2023: US$31,216). Within other support costs is a foreign exchange gain in 2024 of US$0.84m (2023: US$0.46m) and governance costs incurred by the London Office of US$351,336 (2023: US$344,915).

Central activities by strategic pillars

2024 2023
Programme
activities		 Support
costs		 Total Programme
activities		 Support
costs		 Total
Strategic Pillars US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Centre Care on People 3,627
10		 3,637
6,395
38
6,433
Move the Sexuality Agenda 431 174 605
331		 229
560
Solidarity for Change 1,489
508		 1,997
642
29
671
Nurture our Federation 4,018
9,501		 13,519
2,283		 9,334 11,617
Total 9,565 10,193 19,758 9,651 9,630 19,281

8. Employee numbers and emoluments

The average total number of staff employed during the year were:

Group Central
Activities		 Regional
Activities		 2024
Total		 Central
Activities		 Regional
Activities		 2023
Total
Technical Knowledge, MA Support, and Accreditation 27 79 106 27 74 101
External Affairs, Advocacy, and Communications 8 44 52 10 38 48
Management, Governance, and Policy 12 6 18 8 11 19
Fundraising and Business Development 6 5 11 6 6 12
2024 2023
Total
Central Regional Central Regional
Group Activities Activities Total Activities Activities
Support Services – Finance, Information Technology, Human
Resources, and Administration		 15 69 84 19 65 84
Total 68 203 271 70 194 264

These numbers do not include staff hired through Employer of Record provider, which are treated as staff employed through thirdparty agencies. The headcount at the group level increased to 271 from 264 in 2023 on account of increased restricted projects implementation during the year.

The costs of employing these staff were:

Group 2024
US$’000		 2023

US$’000
Gross salaries of individuals on IPPF payroll 17,482 16,038
Social security costs 1,541 1,553
Pension 1,372 1,131
Other employee benefits 1,973 2,382
Redundancy costs* - 1,751
Total employee cost 22,368 22,855
Pension finance charges 105 205
Staff employed through third-party agencies (not included in table above) 1,351 605
Total personnel cost 23,824 23,665

*Redundancy costs have been incurred in different locations of the group, in line with the contractual obligations, the internal policies and the law of the land. Source of funds used for redundancy payments by the group was unrestricted core - US$ Nil and restricted fund - US$ Nil (2023: unrestricted core - US$1,660,502 and restricted fund - US$90,317).

The number of group employees whose emoluments, excluding pension contributions and employers’ national insurance, but including benefits in kind, were in excess of US$80,000 (£60,000) was:

Salary Bands 2024 2023
US$80,000 to US$90,000 19 14
US$90,000 to US$100,000 16 12
US$100,000 to US$110,000 12 9
US$110,000 to US$120,000 4 6
US$120,000 to US$130,000 4 8
US$130,000 to US$140,000 7 5
US$140,000 to US$150,000 3 3
US$150,000 to US$160,000 5 4
US$160,000 to US$170,000 3 3
US$170,000 to US$180,000 3 3
US$180,000 to US$190,000 1 3
US$190,000 to US$200,000 1 -
US$200,000 to US$210,000 3 1
US$210,000 to US$220,000 1 1
US$220,000 to US$230,000 - 1
US$310,000 to US$320,000 - 1
US$340,000 to US$350,000 1 -

66 | Notes to the Financial Statements

Notes to the Financial Statements | 67

Contributions amounting to US$1,656,711 (2023: US$1,328,099) were made to defined contribution schemes on behalf of 83 higher paid employees (2023: 74). The expense is allocated between restricted and unrestricted funds in line with where the employees’ salaries are charged.

Ex-gratia payments were made during the year of US$12,361 (2023: Nil). No trustee received remuneration during the year (2023: Nil). Total expenses reimbursed to members of the Board of Trustees or incurred on their behalf for attendance at meetings were US$278,537 (2023: US$167,933).

Key management personnel

The key management personnel of the group are the Director General, Divisional Directors, and the Regional Directors of ACRO, AWRO, ESEAOR, SARO, WWI, EN and ARO.

The total remuneration (including pension contributions and employers’ national insurance) of the key management personnel of the group for the year was US$2,435,019 (2023: US$2,374,202).

The remuneration of the highest paid employee was US$428,132 (2023: US$390,249).

9. Tangible fixed assets

Freehold
property		 Fixtures, fittings
equipment and
computers		 Total Freehold
property		 Fixtures, fittings
equipment and
computers		 Total
US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
Charity Charity Charity Group Group Group
Cost
Cost at 1 January 2024 18,210 1,687 19,897 20,321 3,202 23,523
Exchange adjustments (109) (31) (140) (154) (58) (212)
Additions - 27 27 - 49 49
Disposals - - - - - -
Total cost at 31 December 2024 18,101 1,683 19,784 20,167 3,193 23,360
Depreciation
Accumulated depreciation at 1 January 2024 2,803 1,581 4,384 3,075 2,715 5,790
Exchange adjustments (16) (67) (83) (3) (94) (97)
Charge for the year 280 35 315 283 253 536
Impairment - - - - - -
Released on disposal - - - - - -
Accumulated depreciation at 31 December
2024		 3,067 1,549 4,616 3,355 2,874 6,229
Net book value at 31 December 2024 15,034 134 15,168 16,812 319 17,131
Net book value at 31 December 2023 15,407 106 15,513 17,246 487 17,733

All tangible fixed assets are held for charitable purposes.

10. Investments

2024
 2023
 2024
 2023
Total Total Total Total
US$'000 US$'000 US$'000 US$'000
Charity Charity Group Group
Listed investments - - 2,145 1,933
Investment property 1,052 1,069 1,052 1,069
Subsidiary undertakings 15,868 12,311 - -
Total 16,920 13,380 3,197 3,002

Listed investment

2024 2023 2024 2023
Total Total Total Total
US$'000 US$'000 US$'000 US$'000
Charity Charity Group Group
Shares and securities investment at market value:
Listed investments at 1 January - 1,634 1,933 1,634
Additions - - - -
Disposal proceeds - - - -
Unrealized/realizedgains/(losses) for the year* - 299 212 299
Investment moved to subsidiary undertaking - (1,933) - -
Foreign exchange movement - - - -
Listed investments at 31 December - - 2,145 1,933

Investment property

2024 2023
Total Total
Group and Charity US$'000 US$'000
Investment property at fair value:
Investmentproperty at 1 January 1,069 1,016

Revaluation gain/(loss)		 - -

Foreign exchange movement		 (17) 53
Investmentproperty at 31 December 1,052 1,069

Investment property at fair value

The investment property was acquired on 31 December 2012 for no cost, following the early termination of a lease on a property for which IPPF holds the freehold. It is included in the balance sheet at fair value, valued by management. The last independent property valuation was carried out as at 31 December 2020 by an external valuer, Strutt & Parker. Management is satisfied that there have been no material movements in valuation.

Investments in subsidiary undertakings:

IPPF Worldwide Inc. is a separately registered not-for-profit organization in the United States of America (EIN 204365831). International Planned Parenthood Federation (Africa Region) (IPPF ARO) (No. 8229) and International Planned Parenthood Federation Europe Network (IPPF ENR) (Company # BE 0840.619.519) are separate legal entities in Nairobi, Kenya and Brussels, Belgium respectively. Their individual results and net assets are as follows:

IPPF Worldwide Inc. IPPF Worldwide Inc. IPPF ARO IPPF ARO IPPF EN IPPF EN
31 Year to
Dec 2024		 Year to
31 Dec 2023		 Year to
31 Dec 2024		 Year to
31 Dec 2023		 Year to
31 Dec 2024		 Year to
31 Dec 2023
US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
Income 3,030 11,866 14,264 10,304 6,943 6,138
Expenditure (5,065) (9,492) (9,810) (11,334) (5,805) (6,788)
Surplus/ (deficit) (2,035) 2,374 4,454 (1,030) 1,138 (650)
IPPF Worldwide Inc. IPPF ARO IPPF EN
31 Dec 2024 31 Dec 2023 31 Dec 2024 31 Dec 2023 31 Dec 2024 31 Dec 2023
US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
Fixed assets 2,145 1,933
1,502		 1,645 533 658
Current assets 1,381 7,513 9,584 7,337 4,730 4,316
Current liabilities (2,369) (6,254) (922) (2,924) (644) (1,482)
Provisions for liabilities - - - (348) (72) (83)
Net assets 1,157 3,192 10,164 5,710 4,547 3,409

68 | Notes to the Financial Statements

Notes to the Financial Statements | 69

11. Term loans to Member Associations

2024 2023 2024
2023
Total Total Total
Total
US$'000 US$'000 US$'000
US$'000
Charity Charity Group Group
Short term loans to Member Associations - 103 - 103
Long term loans to Member Associations 33 - 105
83
Total 33 103 105
186

The loans to Member Associations bear interest at rates ranging from 0% to 5.5%. The long-term loan is repayable by 2035.

12. Debtors (amounts falling due within one year)

2024 2023 2024 2023
Total Total Total Total
US$'000 US$'000 US$'000 US$'000
Charity Charity Group Group
Receivable from donors 4,266 1,701 4,298 1,551
Receivable from associations 2,351 611 4,029 1,035
Receivable from others 970 957 1,226 1,358
Due from Regional Offices 2,486 6,474 - -
Prepayments 239 157 246 183
Total 10,312 9,900 9,799 4,127

13. Creditors (amounts falling due within one year)

2024 2023 2024 2023
Total Total Total Total
US$'000 US$'000 US$'000 US$'000
Charity Charity Group Group
Trade creditors 1,212
730
1,491		 1,950
Payable to associations 176
7
226		 21
Due to Regional Offices* 2,101
2,062
-		 -
Accruals and other creditors 7,331
10,454
8,124		 12,113
Deferred income (see below) 9,818 4,109
10,145		 5,402
Total 20,638 17,362 19,986 19,486

Deferred Income

2024 2023 2024 2023
Total Total Total Total
US$'000 US$'000 US$'000 US$'000
Charity Charity Group Group
Deferred income balances brought forward 4,109
1,889		 5,402 1,889
Released in the year (4,109)
(1,889)		 (5,075) (1,889)
Reclassification as payable -
-		 - -
Deferred in the year 9,818
4,109		 9,818 5,402
Deferred income balances carried forward 9,818
4,109		 10,145 5,402

Income has been deferred based on conditions outlined by the donor and mainly as stipulated in the grant agreement.

14. Provisions

2024 2023 2024 2023
Total Total Total Total
US$'000 US$'000 US$'000 US$'000
Charity Charity Group Group
Openingbalance 32 17 463 811
Utilized in the year (16) (2) (368) (547)
Arising during the year 34 16 34 195
Foreign exchange movement (1) 1 (8) 4
Closing balance 49 32 121 463

15. Group funds and reserves

Restricted funds

The use of these funds has been restricted by the donors indicated below:

Balance at Income Expenditure Transfers Balance at
2024 1 Jan 2024 31 Dec 2024
Group US$’000 US$’000 US$’000 US$’000 US$’000
Government
Australia
SPRINT IV 1,550 2,665 (3,450) - 765
Pacific Strategy 1,377 973 (687) - 1,663
RESPOND 2,021 4,323 (3,444) - 2,900
Other 354 287 (343) - 298
Canada
Humanitarian Call 235 549 (685) - 99
EmpowHer Project - 10,387 (2,498) - 7,889
Other - (355) (27) 382 -
China - China Grant 21 713 (730) - 4
Luxembourg
Champion Rights SRH West Africa - 788 (511) - 277
SheDecides 91 - - - 91
Denmark 86 10 (96) - -
France 1,234 7,873 (3,709) - 5,398
Germany - 79 (34) - 45
Japan 1,184 1,721 (2,002) - 903
Netherlands 9 94 (90) - 13
New Zealand - - -
Reproductive Health Facility for the Pacific 470 213 (228) (102) 353
Pacific Strategy 315 935 (730) - 520
Norway 649 896 (653) - 892
Spain 11 - (11) - -
United Kingdom
Women Integrated Sexual Health Lot 1 1,016 114 (1,130) - -
Women Integrated Sexual Health Lot 2 649 1,034 (1,123) (560) -
Women Integrated Sexual Health – Dividends - 3,271 (2,391) - 880
Others 1,511 - (1,511) - -
United States of America – ExpandPF (27) 5,935 (5,908) - -
Multi-donor fund – SheDecides 604 1,071 (1,201) - 474
Multi-donor fund – Nexus 408 1,119 (1,096) - 431
Multi-donor fund - Safe Abortion Action Fund 2,093 5,965 (5,741) - 2,317
Totalgovernment restricted funds 15,861 50,660 (40,029) (280) 26,212
Multilateral and other sources
Bergstrom Foundation - ACRO Region 52 605 (519) - 138

70 | Notes to the Financial Statements

Notes to the Financial Statements | 71

Balance at Balance at
Balance at Income Expenditure Transfers Balance at Balance at Income Expenditure Transfers Balance at
2024 1 Jan 2024 31 Dec 2024 2023 1 Jan 2023 31 Dec 2023
Group US$’000 US$’000 US$’000 US$’000 US$’000 Group US$’000 US$’000 US$'000 US$’000 US$’000
Gates Foundation Norway
Countdown 2030 Europe 1,694 2,657 (2,714) - 1,637 NORAD contribution to AFGA 613 930 (894) - 649
HIV and others 28 193 (170) - 51 Elimination of FGM in three AWR countries 75 - (75) - -
Planning grant for FP/SRHRgoals in West Africa - 250 (6) - 244 Spain 212 - (201) - 11
Advocacy to protect Gender Equality - 250 (8) - 242 Switzerland
European Commission (EC) - CERV and others (196) 1,780 (940) 10 654 Support for IPPF Geneva Office 194 20 (214) - -
Korea Foundation for International Healthcare 31 - (31) - - United Kingdom
Levi Strauss 124 - (124) - - Women Integrated Sexual Health Lot 1 1,222 1,463 (1,669) - 1,016
Open Society Foundation - 700 (546) - 154 Women Integrated Sexual Health Lot 2 2,165 17,845 (21,403) 2,042 649
United Nations Population Fund (UNFPA) Humanitarian Sudan - 2,372 (861) 1,511
Workplan- SROP and EN (161) 331 (184) 14 - Emergency Ukraine 266 943 (1,209) - -
Caribbean Observatory on Sexual Reproductive Health
and Rights		 - 79 (50) 1 30 United States of America
ExpandPF - 340 (367) - (27)
FP2030 - CSO Forum mid-term review of the Asia Pacific
Ministerial Declaration on Population		 557 932 (1,121) - 368 Multi-donor fund – SheDecides 257 1,149 (802) - 604
Multi-donor fund – Luxembourg- SheDecides - 123 (32) 91
William and Flora Hewlett Foundation 922 375 (432) - 865 Multi-donor fund – Nexus 192 815 (599) - 408
World Health Organization (9) 67 (58) - - Multi-donor fund – Nexus - Denmark 35 147 (182) - -
Multi-donor fund- Appeal fund 25 - (20) - 5 Multi-donor fund - Safe Abortion Action Fund 1,105 7,102 (6,114) - 2,093
Multi-donor fund - Emergency Ukraine 208 - (58) - 150 Totalgovernment restricted funds 18,545 46,122 (50,762) 1,956 15,861
Anonymous donors (not disclosed at their request) 512 1,277 (1,318) - 471
Multilateral and other sources
Other (various) 1,586 2,420 (1,754) (7) 2,245
Bergstrom Foundation - Support of Africa Region 94 318 (360) - 52
Total multilateral and other sources 5,373 11,916 (10,053) 18 7,254
Gates Foundation
Total restricted funds 21,234 62,576 (50,082) (262) 33,466
Countdown 2030 Europe 1,416 2,625 (2,347) - 1,694
MSI Reproductive Choices - Cervical cancer screening and
preventative therapy		 29 - (1) - 28
Balance at Income Expenditure Transfers Balance at
The David and Lucile Packard Foundation - Frontiers and
other		 182 - (145) (37) -
2023 1 Jan 2023 31 Dec 2023
Group US$’000 US$’000 US$'000 US$’000 US$’000
European Commission (EC) - multiple projects (24) 776 (949) - (197)
Government
Korea Foundation for International Healthcare 119 (54) (34) - 31
Australia
Levi Strauss - Support Textile Comm, Indonesia Sunda Straits
Response		 217 - (93) - 124
SPRINT IV 1,416 2,767 (2,633) - 1,550
Pacific Strategy 17 1,904 (544) - 1,377
United Nations Population Fund (UNFPA)
SAMOA, C-19 and other 163 104 (82) - 185
Workplan 191 (258) (97) - (164)
RESPOND 4,797 1,373 (4,149) - 2,021
CSO Forum mid-term review of the Asia Pacific
Ministerial Declaration on Population		 376 644 (463) - 557
Addressing gender-based violence in Bhutan through a
multi-sectoral approach		 328 - (159) - 169
UNFPA 2023 - Partnership Funding - 237 (234) - 3
Canada
William and Flora Hewlett Foundation
Young People 2,183 (55) (2,128) - -
Hewlett and FJSI Safe Abortion Care in West Africa - 1,299 (377) - 922
Humanitarian Call 154 553 (472) - 235
Voices: Towards universal access to SRHR for all 20 - (20) - -
other (1,076) - 1,075 1 -
World Health Organization - National dissemination
workshops		 - 188 (197) - (9)
China
China – Grant 259 697 (935) - 21
Multi-donor fund - Appeal fund 45 15 (35) - 25
Denmark
Multi-donor fund - Emergency Ukraine 237 639 (668) - 208
Friendship Retreat 105 10 (29) - 86
Anonymous donors (not disclosed at their request) 540 5,617 (5,645) - 512
Denmark - Support for RHU (225) 223 2 - -
Others (various) 2,156 2,348 (2,942) 25 1,587
France
Total multilateral and other sources 5,598 14,394 (14,607) (12) 5,373
FON, Ukraine and other 2,933 1,590 (3,202) (87) 1,234
Total restricted funds 24,143 60,516 (65,369) 1,944 21,234
Germany
The subtotal funds by government and multilateral in note 15 differ from those in note 2 and note 3 due to some projects being funded
by both government and multilateral sources. This is the case with multi-donor projects such as SAAF, Nexus, COVID-19 and
SheDecides.
Transfers between restricted and unrestricted funds are made, in compliance with the relevant donor restrictions, when circumstances
arise requiring adjustments to reflect foreign exchange movements of a non-USD denominated project at the reporting date, closure
of projects with unspent balances where donor conditions permit reallocation, and reclassification and correction of donor balances
following finalisation of financial reports/ audits.
ICPD +30 and other - 25 (25) - -
Japan 679 2,232 (1,727) - 1,184
Netherlands
Right Here Right Now and other 19 68 (78) - 9
New Zealand
Reproductive Health Facility for the Pacific 450 395 (375) - 470
Pacific Strategy 7 987 (679) - 315

72 | Notes to the Financial Statements

Notes to the Financial Statements | 73

Endowment fund

In addition, IPPF has an endowment fund of US$1,000,000 (2023: US$1,000,000) which it holds for the exclusive use of projects in the Cape Verde Member Association.

Unrestricted funds and reserves

Unrestricted funds and reserves are those funds that are free of any donor restriction on their use. All unrestricted funds and reserves, apart from the General Fund, are designated by IPPF for specific purposes as noted below.

Asset Fixed Other
Revaluation Asset Designated Innovation Pension General
Note Reserve Reserve Funds Fund Reserve Fund Total
Group US$'000 US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
2024
Additions to fixed assets (note 9) a - 49 - - - (49) -
Transfer to designated funds b - - 13,983 - - (13,983) -
Other funds c - -
-		 262 262
Transfers between funds - 49 13,983 -
-
(13,770)		 262
Balance as at 1 January 2024 12,000 5,732 31,772 76 (3,364) 23,176 69,392
Net income/(expenditure) - (535) (9,802) (23) 1,977 10,290 1,907
Unrealized foreign exchange
movement		 - (115) 140
-
(50)		 268 243
Actuarial gains on defined benefit
pension scheme		 - -
-
-
1,437		 -
1,437
Forward contract unrealizedgains - -
-
-
-
4,977		 4,977
Balance as at 31 December 2024 12,000 5,131 36,093 53 - 24,941 78,218
Asset Fixed Other
Revaluation Asset Designated Innovation Pension General
Note Reserve Reserve Funds Fund Reserve Fund Total
Group US$'000 US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
2023
Additions to fixed assets (note 9) a - (7) - - - 7 -
Transfer to designated funds b - - 9,070 - - (9,070) -
Other funds c - (1,441) 1,281 - - (1,784) (1,944)
Transfers between funds - (1,448) 10,351 - - (10,847) (1,944)
Balance as at 1 January 2023 12,000 7,314 31,709 159 (4,575) 20,894 67,501
Net income/(expenditure) - (581) (10,288) (83) 2,050 11,729 2,827
Unrealized foreign exchange
movement		 - 447 - - (238) 1,895 2,104
Actuarial loss on defined benefit
pension scheme		 - - - - (601) - (601)
Forward contract unrealized Loss - - - - - (495) (495)
Balance as at 31 December 2023 12,000 5,732 31,772 76 (3,364) 23,176 69,392

Explanations of movements on unrestricted funds and reserves:

Asset Revaluation
Reserve		 The Asset Revaluation Reserve represents the difference between the historical cost of fixed assets and
the depreciated revalued equivalent.
Fixed Asset Reserve The Fixed Asset Reserve represents the value of IPPF funds invested in unrestricted fixed assets (see note
9) or allocated for their replacement.
Other Designated
Funds		 Other Designated Funds include the Member Association Performance Fund, the Resource Mobilization
Fund, the Stream 2 Global Consortium Grant, Regional Forum and Policy Consultation, the Defined Benefit
Pension Liability Fund, Individual Giving Programme, the Stabilization Fund, the Harm Mitigation Fund, the
Fightback Fund, the Commercial/ Financial Sustainability Fund, and various funds set aside for use by
specific Regions and/or Member Associations.
Innovation Fund The Innovation Fund is used to develop innovative projects and try new approaches to our work.
Pension Fund The Pension Fund represents the value of IPPF’s assets and liabilities arising in respect of the Central
Office Defined Benefit Pension Scheme, which was closed in 2007. The movements in this fund are
detailed in note 19.
General Fund The General Fund contains the undesignated unrestricted funds of IPPF which are free of donor
restrictions for specific activities or countries. These will fund future activities.

16. Net assets between funds

2024 2023
Unrestricted Restricted Endowment Total Unrestricted Restricted Endowment Total
Charity US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Fixed assets 17,727
13,394
1,000		 32,121
19,363		 8,530
1,000		 28,893
Current assets 69,748
31,502
-		 101,250
67,152
17,989
-		 85,141
Current liabilities (9,208) (11,430) - (20,638)
(12,077)		 (5,285) - (17,362)
Provisions for liabilities (49) -
-		 (49) (1,682) -
-		 (1,682)
Pension liability -
-
-		 -
(3,364)		 -
-		 (3,364)
Net assets 78,218 33,466 1,000 112,684 69,392 21,234 1,000 91,626
2024 2023
Unrestricted Restricted Endowment Total Unrestricted Restricted Endowment Total
Group US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Fixed assets 18,288 1,145 1,000 20,433 18,885 933
1,000
20,818
Current assets 68,607 43,751 - 112,358 68,180 27,591
-
95,771
Current liabilities (8,556) (11,430) - (19,986) (12,196) (7,290) -
(19,486)
Provisions for liabilities (121) - - (121) (2,113) -
-
(2,113)
Pension liability - - - - (3,364) -
-
(3,364)
Net assets 78,218 33,466 1,000
112,684		 69,392 21,234 1,000
91,626

17. Financial commitments

a) Commitments against orders placed for contraceptives and health products

2024 2023
Group US$’000 US$’000
Orders for contraceptives and other health products due within one year 6,258 685

The commitments recognized are orders placed by the year-end but not yet delivered to IPPF, for which there is a legal obligation to make payment to the supplier.

74 | Notes to the Financial Statements

Notes to the Financial Statements | 75

b) Operating lease commitments:

The total future minimum lease payments under non-cancellable operating leases are as follows:

2024 2023
Buildings
Equipment
Total		 Buildings
Equipment
Total
Group US$’000
US$’000
US$’000		 US$’000
US$’000
US$’000
Due
Within the next 1 year 289
-
289		 305
-
305
Between 2-5 years 222
-
222		 434
-
434
Greater than 5 years -
-
-
-
-
-
Total 511
-
511		 739
-
739

c) Grant commitments

There are several projects which are in progress at the year-end and will be completed over a few years. The majority of the funds needed for these projects are subject to legal agreements with the donors, which ensure that IPPF will be entitled to grants from the donors after complying with the conditions imposed by the respective donors. For some of these projects, IPPF is required to provide additional funding to match that provided by the main donor, which is sourced from other donors who may award restricted or unrestricted grants to IPPF.

Based on the duration of the restricted projects awarded by the donors, IPPF signed funding agreements with its Member Associations and partner organizations for a similar duration. Since the funding to the Member Associations is subject to them fulfilling the imposed conditions, such grant commitments have not been recognized in the accounts as grant payable until fulfilment of the grant conditions. As at the year-end, the following grant commitments were made, which will be paid to the Member Associations or partner organizations in the subsequent years after their complying with the imposed conditions:

2024 2023
Total Total
Group US$’000 US$’000
Grant commitments due within 1 year 64,840 45,491
Grant commitment due between 2-5 years 60,753 37,478
Grant commitment due after 5 years - -
Totalgrant commitments at 31 December 125,593 82,969

Out of the above grant commitments, restricted grants signed with the donors comprise US$92.13million (2023: US$16.25million), which has either been received or will be received in subsequent years after complying with the conditions imposed by the respective donors. Out of the remaining balance of US$33.46 million (2023: US$66.72 million), US$0.14 million (2023: US$2.06 million) has already been earmarked as designated funds from the unrestricted funds and the remaining grant commitments would be met from unrestricted income of 2025.

d) Capital commitment

The value of group contracts placed in the year for future capital expenditure not accrued for in the financial statements was US$nil (2023: US$nil).

19. Pension schemes

IPPF operates three pension schemes as described below:

a) The Central Office Defined Benefit Pension Scheme (closed)

This is a defined benefit scheme covering full-time staff in the Central Office, London. A decision was taken to close the scheme to current members effective 1 September 2007. This followed the earlier decision effective 1 September 2003 to close the scheme to new members. The assets of the fund are managed by independent professional investment managers.

The scheme’s assets and liabilities are calculated by professional actuaries. The most recent formal actuarial valuation as at 30 June 2024 was performed using the Defined Accrued Benefit Method. The assumption used reflected the Employer Covenant Strength and the average term of the liabilities. The main assumptions used in the valuation were:

The report for the actuarial valuation as at 30 June 2024 showed the fund to have an asset value of GBP£26.74 million under the ongoing valuation method. This is equivalent to a funding level of 98% (market value of assets versus liabilities). An updated recovery plan was submitted to the Pensions Regulator from July 2024. This informed the regulator that the recovery plan end date to be 31 December 2024.

As a result of the latest valuation as at 30 June 2024, the employer and the trustee agreed on deficit funding contributions from 1 July 2024 to 31 December 2024. The scheme is fully funded as at 31 December 2024. Therefore, no further contributions are required from the employer from this date.

The next full valuation is due to be carried out as at 30 June 2027 .

b) The Central Office Defined Contribution Pension Scheme

Since 2003, a defined contribution pension scheme has been offered to permanent staff in the Central Office, London, wherein IPPF contributes 7% of salary. For staff previously included in the defined benefit scheme a contribution of 10% of salary is made.

The 2023 pension charge for this scheme was US$404,269 (2023: US$385,193).

c) The Overseas Employee Pension Scheme

Most full-time employees in the Africa Regional Office and some members of the Americas and the Caribbean, Arab World, and East and South-East Asia Regional Offices are members of this scheme. It is a defined contribution scheme under which IPPF contributes 12% of basic salary and is non-contributory for staff.

The 2024 pension charge for this scheme was US$391,435 (Group) and US$297,377 (Charity) (2023: US$364,321 (Group) and US$162,480 (Charity)).

At 31 December 2024, there were no outstanding or prepaid contributions for any of the defined contribution schemes (2023: US$ nil).

FRS 102 disclosure note

18. Contingent liability

In the course of the charity’s ordinary activities, there can arise liabilities due to potential legal action against IPPF, or fraud and mismanagement in IPPF or any of its branches/ subsidiaries / Member Associations that could lead to a potential claw back of donor funds. Such investigations can take several years to conclude and reach agreement with the parties involved.

Wherever deemed necessary, the charity seeks counsel from lawyers and other professionals, and makes financial provisions where it can be estimated with reasonable reliability, as appropriate. IPPF maintains policies to prevent such occurrences as well as formal training within the Federation. The charity relies on a robust risk and assurance framework throughout the Federation to ensure cases are reported and investigated appropriately.

IPPF adheres to a clear policy of transparency with donors for any open cases implicating funds involved. At the year-end there were open cases, none of which have a reliable estimate of a potential claw back of funds to donors involved.

There is one defined benefit pension scheme providing benefits on final pensionable salary, the Central Office Defined Benefit Pension Scheme. The latest full actuarial valuation of this scheme was carried out at 30 June 2024 and was updated for accounting purposes to 31 December 2024 by a qualified independent actuary.

The pension contributions payable by IPPF to the scheme were as follows:

2024 2023
US$’000 US$’000
Pension contributions 1,977 1,942

Outstanding contributions at the year-end: US$ Nil (2023: US$ Nil)

The major assumptions used in the FRS 102 valuation were:

76 | Notes to the Financial Statements

Notes to the Financial Statements | 77

2024 2023
Per annum Per annum
Inflation – RPI 3.15% 3.05%
Inflation – CPI 2.65% 2.35%
Rate of discount 5.35% 4.50%
Pension increases:
Pre 88 GMP Nil Nil
Post 88 GMP 1.85% 2.70%
Excess over GMP accrued pre 1.3.1998 6.00% 6.00%
Excess over GMP accrued between 1.3.1998 and 31.7.2002 6.00% 6.00%
Excess over GMP accrued between 1.8.2002 and 5.4.2005 5.00% 2.90%
Excess over GMP accrued from 5.4.2005 2.50% 1.85%
Life expectancy (at age 65): Years Years
Males – age 65 23.6 21.2
Females – age 65 24.7 23.7
Males – age 45 21.1 22.2
Females – age 45 22.0 24.8

The present value of the scheme liability was calculated as follows, using the updated year of birth series adjusted for the medium cohort:

2024 2023
Pre-retirement mortality (male/female)* S4PA / S4PA S3PA / S3PA
Post-retirement mortality for non-pensioner members (male/female)* S4PA / S4PA S3PA / S3PA
Post-retirement mortality forpensioner members (male/female)* S4PA / S4PA S3PA / S3PA

The assumptions used by the actuary are chosen from a range of possible actuarial assumptions which, due to the timescale covered, may not necessarily be borne out in practice.

In 2010 the UK Government announced a change in the statutory minimum pension increase for public and private pension schemes. Previously this inflation rate was linked to the Retail Price Index (RPI). The announced change links this inflation rate to the Consumer Price Index (CPI), where this in line with the legal obligations detailed within the rules of the scheme. After clarifying the legal obligations that apply to the scheme, IPPF linked the inflation rate to CPI.

Scheme assets

The fair value of the scheme’s assets, which are not intended to be realized in the short term and may be subject to significant change before they are realized, and the present value of the scheme’s liabilities, which are derived from cash flow projections over long periods and thus inherently uncertain, were:

2024 2023
US$’000 US$’000
Equities 11,369 13,631
Bonds 16,089 8,000
Cash 131 1,157
Liability-driven investment 6,182 12,341
Total market value of assets 33,771 35,129
Present value of scheme liability (30,980) (38,493)
Deficit in scheme – Netpension liability 2,791 (3,364)

The expected rates of return on the assets in the scheme were 5.35% (2023 – 4.50%). The actual return on scheme assets was a loss of US$0.81 million (2023 – gain of US$2.57 million), which is a rate of return of (2.30%) (2023 – 8.29%).

Movement in pension fund liability during the year:

2024 2023
US$’000 US$’000
Deficit in the scheme at 1 January (3,364) (4,575)
Employer’s contributions 1,977 2,255
Net interest cost (105) (205)
Actuarialgain/ (losses) 4,228 (601)
Exchange rategain 55 (238)
Surplus/ (Deficit) in the scheme at 31 December 2,791 (3,364)

The scheme closed to future accrual on 1 September 2007, with all active members being given deferred pensions at that date. This means that benefits for those members now increase broadly in line with price inflation. Previously, these benefits increased in line with salary.

The actuary has confirmed that the valuations made above under the requirements of FRS 102 do not indicate that there is an immediate funding requirement or that there is any need to change the current funding rates made by the employer to the pension scheme.

The pension fund liability of US$ Nil (2023 - US$3.4 million) does not exceed the unrestricted funds balance.

Charge to the Statement of Financial Activities over the financial year:

2024 2023
US$’000 US$’000
Expected return onpension fund assets (1,555) (1,537)
Interest on pension fund liabilities 1,660 1,742
Net interest cost 105 205
Net cost recognized within net income for theyear 105 205
Other recognizedgains/losses – actuarial (gains)/losses (1,437) 601
Other recognizedgains/losses – unrealized foreign exchange (gains)/losses (55) 238
Total cost relating to defined benefit scheme recognized in the Statement of Financial Activities (1,387) 1,044

20.Related Parties

Trustees and Finance, Audit and Risk Committee members

IPPF requires each Board of Trustees member and Finance, Audit and Risk Committee member to complete a declaration of material transactions and interest form. These are reviewed by senior management and the Finance, Audit and Risk Committee. All IPPF staff are also required to complete such a form on joining the organization, which is then updated as individual circumstances change. These forms are reviewed by senior management. These procedures are part of the policy which aims to ensure that employees always act in the best interests of IPPF and that there is openness and transparency concerning any actual or potential conflict of interest.

Some members of the Board of Trustees are Presidents of Member Associations who receive grants from IPPF in accordance with the volunteer governance structure of IPPF.

The Finance, Audit and Risk Committee of IPPF has reviewed the above disclosures and does not consider that any indicates a conflict of interest. There are no other related party interests or transactions that require disclosure.

No remuneration was paid to members of the Board of Trustees. Total expenses reimbursed to 15 members (2023: 15) of the Board of Trustees or incurred on their behalf for attendance at meetings was US$302,405 (2023: US$167,933). This includes expenses on flights, accommodation, subsistence, communication, interpreters/ translators, visa fee, etc.

IPPF Worldwide Inc.

The table below summarizes the transactions that took place between IPPF and WWI during the year, together with the outstanding balance as at the end of the year.

78 | Notes to the Financial Statements

Notes to the Financial Statements | 79

Name of the related
party		 Nature of the relationship Description of transaction Description of transaction 2024
Total
US$’000
Charity		 2023
Total
US$’000
Charity		 2024
Total
US$’000
Group		 2023
Total
US$’000
Group
IPPF Worldwide Inc. Wholly owned subsidiary Donation received by IPPF from its subsidiary out of the donations and
grants collected by it from different donors.
Income for the year 2024
US$’000		 Income for the year 2023 Debtor Balance 2024 Debtor Balance 2023 Financial assets, measured at fair value
US$’000 US$’000 US$’000 Investments - - 2,145 1,933
2,407 8,510 2,143 6,236 Forward foreign exchange contracts assets 3,555 - 3,555 -
Additionally, IPPF incurred costs/ made payments to third parties on behalf of WWI of US$284,417 (2023: US$105,086) that were
 Forward foreign exchange contracts liabilities - (1,650) - (1,650)
Total 3,555 (1,650) 5,700 283

Additionally, IPPF incurred costs/ made payments to third parties on behalf of WWI of US$284,417 (2023: US$105,086) that were recharged by IPPF to WWI during the year. Also, WWI incurred costs/ made payments to third parties on behalf of IPPF of US$857,779 (2023: US$384,624) that were recharged by WWI to IPPF during the year. Further, WWI collected funds directly from third parties of US$11,250 (2023: US$ Nil) on behalf of IPPF, which was adjusted from the intercompany balance.

Net movement in the fair value of financial assets during the year was routed through the income and expenditure:

Group 2024
Gain/(Loss)
US$’000		 2023
Gain/(Loss)
US$’000
Financial assets measured at fair value, through profit and loss
Investments 212 299
Forward foreign exchange contracts 5,205 (495)
Total 5,417 (196)

IPPF Africa Region (Nairobi, Kenya)

The table below summarizes the transactions that took place between IPPF and ARO during the year, together with the outstanding balance as at the end of the year.

Name of the related party Nature of the relationship Description of transaction Description of transaction
IPPF Africa Region Wholly owned subsidiary Grantspaid by IPPF to ARO for the operation of the Regional Office
Expenditure for the year
2024
US$’000		 Expenditure for the year
2023
US$’000		 Creditor Balance 2024
US$’000		 Creditor Balance 2023
US$’000
5,022 6,794 2,101 2,062

IPPF’s primary objective in hedging a foreign exchange position is to de-risk its budgeted income by identifying a projected income amount in one base currency (i.e., US$) against grant income received in multiple currencies from multiple donors. All FCCs set out the currency pair, selling currency amount, settlement date, and delivery rate.

Additionally, IPPF incurred costs/ made payments to third parties on behalf of ARO of US$411,550 (2023: US$307,237) that were recharged by IPPF to ARO during the year. Also, ARO incurred costs/ made payments to third parties on behalf of IPPF of US$418,610 (2023: US$190,466) that were recharged by ARO to IPPF during the year. Further, ARO collected funds directly from third parties of US$ Nil (2023: US$1,166) on behalf of IPPF, while IPPF collected funds directly from third parties of US$ Nil (2023: US$70,729) on behalf of ARO, which were adjusted from the intercompany balance.

The FCC’s rate of exchange is fixed and the value date is up to October 2026 allowing IPPF to budget for future financial allocations knowing in advance precisely what the income or costs from the transaction will be at the specified future date. The nature of FCCs protects IPPF from unexpected or adverse movements in the currencies’ future spot rates.

During 2024, the selling currencies were AUD, CAD, DKK, EUR, NOK, NZD, and SEK and the buying currency was USD.

IPPF Europe Network

The table below summarizes the transactions that took place between IPPF and EN during the year, together with the outstanding balance as at the end of the year.

Name of the related party Name of the related party Nature of the relationship Nature of the relationship Description of transaction Description of transaction
IPPF Europe Network Wholly owned subsidiary Grants paid by IPPF to EN for the operation of the Regional Office.
Also, income received from EN out of thegrants collected by it.
Income for
the year
2024
US$’000		 Income for
the year
2023
US$’000		 Expenditure
for the year
2024
US$’000		 Expenditure
for the year
2023
US$’000		 Debtor Balance 2024
US$’000		 Debtor Balance 2023
US$’000
137 159 2,243 1,527 343 238

The FCCs are carried as assets when the fair value is positive and as liabilities when the fair value is negative. Gains or losses arising from changes in fair value are taken to the Statement of Financial Activities (SOFA). The fair value of the FCC is determined using forward exchange market rates at the balance sheet date. The mark-to-market gain/(loss) on forward contracts and margin held as a deposit at the year-end is presented as follows:

2024
US$’000		 2023
US$’000
Margin held due to the aggregate loss >5% carried to the balance sheet as a deposit - -
Market-to-marketgain/(loss) recorded in the statement of financial activities 4,977 (495)

Additionally, IPPF incurred costs/ made payments to third parties on behalf of EN of US$38,223 (2023: US$139,264) that were recharged by IPPF to EN during the year. Also, EN incurred costs/ made payments to third parties on behalf of IPPF of US$47,457 (2023: US$106,579) that were recharged by EN to IPPF during the year.

21. Financial instruments

IPPF has certain financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognized at transaction value and subsequently measured at amortized cost. Certain other financial instruments are held at fair value, with gains and losses being recognized within income and expenditure. The charity has the following financial instruments measured at fair value as at the end of the year:

80 | Notes to the Financial Statements

Notes to the Financial Statements | 81

Members

The individuals listed below served as trustees or committee members from 1 January 2024, up to the date of this report, unless noted otherwise.

Members of the Board of Trustees

INTERNAL/EXTERNAL

MEMBER NAME NATIONALITY

Kate Gilmore (Chair) Australia and United Kingdom External Ulukbek Batyrgaliev (Vice Chair) Kyrgyzstan Internal (End of term May 2025) Isaac Adewole Nigeria External (End of term May 2025) Rosa Ayong Tchonang Cameroon Internal (End of term May 2024) Surakshya Giri Nepal Internal (End of term May 2024) Aurélia Nguyen France External (End of term Apr 2024) Sami Natsheh Palestine Internal Elizabeth Schaffer United States of America External Rose-Marie Antoine Trinidad and Tobago Internal Hayathe Ayeva Togo Internal Jon Lomoy Norway Internal Patrick Mwebesa Uganda Internal Darren Paul Katigbak Philippines External (Appointed Jan 2024) Rada Valchonova Bulgaria External (Appointed Jan 2024) Karina Vartanova Switzerland and Russia External (Appointed Jan 2024) Ammar Al Salama Syria Internal (Appointed Sep 2024) Mia Perdomo Columbia Internal (Appointed Sep 2024) Dr. Rathnamala M. Desai India Internal (Appointed Sep 2024)

Internal (End of term May 2025) External (End of term May 2025) Internal (End of term May 2024) Internal (End of term May 2024) External (End of term Apr 2024)

Members of the Nominations and Governance Committee

INTERNAL/EXTERNAL

NATIONALITY

MEMBER NAME

Don Gunawardena Sri Lanka Internal Neish McLean Jamaica External Isabel Serrano Spain Internal (Resigned and left Oct 2024) Jona Turalde Philippines External Joyce Renee Ago Djanie Ghana Internal Olivier Makambira Burundi Internal Luisa Fernanda Guzman Gonzalez Mexico Internal Katy Mackey United Kingdom Internal (Appointed Sep 2024)

Members of the Finance, Audit and Risk Committee

INTERNAL/EXTERNAL

NATIONALITY

MEMBER NAME

Elizabeth Schaffer United States of America Lakshan Seneviratne Sri Lanka Bikash Kunwar Nepal Alexandrine Codjovi Benin Patrick Mwebesa Uganda Julie Mesue Cameroon

External Internal External Internal Internal External (Appointed Oct 2024)

Contact names and addresses

Registered Address

4 Newham’s Row London SE1 3UZ United Kingdom

Telephone +44 (0)20 7939 8200 Facsimile +44 (0)20 7939 8300 Website www.ippf.org Email info@ippf.org

Directors’ Leadership Team

Director General

Director, MA Development and Impact Director, External Affairs Director, Finance and Technology Director, People, Organization and Culture (Interim) Africa Regional Director Arab World Regional Director Americas and Caribbean Regional Director East, South-East Asia, and Oceania Regional Director European Network Regional Director South Asia Regional Director (Interim) Chief Commercial Officer

Principal Banker

Barclays Bank PLC One Churchill Place London E14 5HP United Kingdom

External Auditor

Crowe U.K. LLP 55 Ludgate Hill London EC4M 7JW United Kingdom

Solicitor

IPPF uses the services of several law firms, each one in accordance with their area of expertise. Further information is available on request.

Alvaro Bermejo Manuelle Hurwitz Mina Barling Varun Anand Claire Jefferey Marie-Evelyne Petrus-Barry Fadoua Bakhadda

Eugenia Lopez Uribe Tomoko Fukuda Micah Grzywnowicz Tomoko Fukuda Nitu Verma

82 | Members of the Board of Trustees and Committees

Contact names and addresses | 83

www.ippf.org

+44 (0)20 7939 8220 | info@ippf.org

Published in July 2025 by the International Planned Parenthood Federation 4 Newham’s Row, London SE1 3UZ, UK | UK Registered Charity Number: 229476 | Designed by: Adept Design