2025-06-30-accounts

"OPLAN INTERNATIQNAL For children and equality for girls N INTERNATIONALUK , TRUSTEES, ANNUAL REPORT 2025

CONTENTS Contents About Plan International Rlsing to the challenge ol a changing world Welcome Irorn our CEO and Chair A message from our Youth Advisory Panel Our impact Strategic review Our strategy Delivering impact for children and girls Strategic shifts Making change possible Our supporters Social Development Direct Stslulory revlew Financial review 11 12 13 21 25 27 29 31 32 35 37 38 45 47 Managing risk Our people Our organisation Legal and administrative infomation Accounts Independent auditor's report Pnmary statements Notes forming part of the financial stateménls Thank you 51 54 75 The infomation included on pages 11-28 constitutes Plan International UK'S Strategic Report for the year to 30 June 2025. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

ABOUT PLAN INTERNATIONAL Plan International UK is part of the Plan Intemational global family and leads the work of the charity in the UK. This includes raising crucial funds for our work internationally., advocacy and campaigning with young people" and tackling the barriers gids face in the UK. Plan International is an independent development and humanitsrian organisation that advances children's rights and equality for girls. We strive for an equal world where every child can reach their full potential. and every girl can choose their own future. We work closely in partnership with Plan Intemational to support the effective design and implementation of the programmes we fund overseas. For more than 85 years, we've been building powerful partnerships to protect children's rights and fight inequality. To create lasting change, we work together with children and young people. local communities, partners and supporters. The projects highlighted in this report have all received financial support from Plan Internation￿ UK- many will also receive funding from other Plan International rllerllbers and other partners. The reach and impact included in this report reflect the whole project. Plan International works across more than 80 countries to build a future where every child is safe and receives an education. A world where all girls are free from violence, in control ol their own body, know their rights and have their voices heard. And if disaster strikes, we're there too. We work to protect children, keep them léarning and help th8ir communitiès to recover, rebuild and develop their resilience. Plan International UK is an independent development and humanitarian children's charity. with no religious, political or government affiliation. The Trustees, Annual Report 2025 covers the period 1 July 2024-30 June 2025. "I never thought I'd get a chance to learn." Sham*, 14 Somalla "This centre has giv￿ me a chance to be sorneone, says 13-year-old Sharnsa who IN85 In a camp in Somalia. Shes speaknng atout a t8mporary learning space set up by Plan Internatiollal 50 displaced girfs like her can a¢¢ess their r￿ht to educaticffi. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

RISING TO THE CHALLENGE OF A CHANGING WORLD movement to the impacts of climate change on children and their communities. From the rise of complex and protracted crises in places like Gaza and Sudan where children are heavily impacted, to the devastating cuts to aid budgets by many donors. including in the UK. Plan International Is an organisation with a big ambition. To see all girls stsnding strong creating global change. But changes in the exlernal world over the last twelve months have put pressure on thal goal, while simultaneously underscoring how needed our work is. The Plan International family is working collaboratively to overcome these challenges in order to maximise the impact we can have for children and girls. At Plan International UK, our 2024-2027 strategy puts us in a good position to navigate what lies ahead. But we don't underestimate the task at hand. What grounds us is our unwavering commitment to promoting children's rights and equality for girls. And we're so grateful to have you with us. From the push back on gender equality by a loud and increasingly well funded anti-rights "Do not be afraid to dream, to fight and to believe in the possibility of a different tomorrow." Li8dary, 14, Ecuador Lisdary, 14, promotes gender equality and teenage pr8gnancy prevention in h8r cL￿rnUnitY on th8 E¢uadorian coast through Plan InternationJ: "These wod(shops have taught me to know myselF better. to think posttively and to work with other girls to ¢haroe our reality-" Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

WELCOME FROM OUR CEO phase out the delivery of programmes with and for girfs in the UK. We celebrate the huge achievements of our UK Programmes unit, and we will continue to be an active and passionate voice for gids and their rights in the UK. Since our last report, the scale and depth of our impaGt have ¢ontinued to inspire. From delivering bold new programmes to responding to global humanitarian crises, our work has reached far and wide transfomiing lives, shifting narratives. and driving meaningful change. Every achievement reflects the power of collective action and our belief in a more equal world for children and girls. Globally, the aid landscape has become increasingly complex and constrained. Dramatic funding cuts triggered by the new US administration have reduced already limited resources amid rising global needs. Aongside this. we have seen a continued rollback of rights for git1s and young women, and a tightening of civic space, with growing restrictions on organisations, activists, and young people. In this context of shrinking support and narrowing freedoms, our mission has never been more urgent or more essential. To sustain our impact. this year we made the difficult decision lo reduce our cost base, parting ways with valued colleagues. This was necessary to ensure financial sustainability and continue reaching communities in need, and although the years ahead may be tough, we are well placed lo navigate it. We launched the State of Git1s' Rights in the UK report, capturing the voices of 3.OC(I girls and young women a¢ro$$ the UK. Their insights and involvement sparked vital national conversations and helped us engage parliamentarians and key stakeholders with clear recommendations to improve girls, rights. I visited Liberia with two of our trustees to witness thè work of thé Women's Empowerment Programme ILWEPI. This ambitious new programme challenges hamilul dlscrimination that limits the potential of girls and women, and aims to support 267.0(K) women across 750 communities to build financial independence. Humanitarian crises in Gaza, Sudan, Ukraine, and other underreported emergencies have intensified, C￿aling unimaginable devastation especially for children. In the face of such suffering. our response has been swift and detemiined. We launched two urgent appeals with the Disasters Emergency Committee IDEC). mobilising support and resources to reach those most in need. The Middle East Humanitarian Crisis appeal has enabled the delivery of food, essential supplies, and psychosocial support to farnilies enduring profound loss and displacement. Our second appeal, for the Myanrnar Earthquake, saw U5 act within hour5 - becoming the first humanitsrian organi5ation to share what we were seeing with the UK media. This helped raise vital awareness and funds to ensure life-saving assistance reached communities without delay. We remain deeply committed to raising further funds, advocating for urgent action, and worf(ing with local partners to bring hope, relief, and dignity to those still facing desperate circumstances. Social Development Direct ISDDirect - our consultancy company) has continued to empower women, girfs and excluded groups through 62 projects in 50 countries. SDDirect also celebrated the renewal of the Safeguarding Resource and Support Hub for another five years- an important mileslone in strengthening safeguarding across the sector. Our Young Health Programme IYHPI has flourished, empowering young people with the knowledge and confidence to take charge of their mental health and wellbeing. Over the past five years, YHP UK has directly supported 5,600 young people and reached over 1.5 million with vital information. The end of the YHP UK programme marks our strategic decision to Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

This year also brought changes to our Board of Trustees as we were delighted to welcome Baroness Liz Sugg as our new Chair in May 2025. A member of the House of Lords and lifelong advocate for women and girls, Liz brings extensive experience in governrnent and international development. Her appointment follows the conclusion of Sir lan Diamond's two terms as Chair, and we thank him for his dedicated seNice. Together, with our colleagues, sponsors. supporters, and partners, we are united by a shared purpose. We often describe ourselves as deterrnined optimists, and that mantra will guide us through the challenges ahead. We will be bold, we will be defiant, and we will not falter. Thank you for standing in solidarity with us, and with chIld￿n and girls confronting hardship ar)d injustice. We are more determined than ever to drive lasting change for their futures. Rose Caldwell Chief Executiv8 4•4. ..1 PE ri Iiir Illl, YoLrth grL￿P5(Kffi Gmat Y￿nOU1h arKI BL4ckFNx campaign with Flan Internation￿ UK'S Youth Advisory Panel ahead of the State of Girfs, Rights in the UK rekK)rt reception held at Parfiament in Mar¢h 2025. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

WELCOME FROM OUR CHAIR With our dedicated board of trustees, and exceptional colleagues in the UK and across the global family, Plan International is well- positioned to respond to what is undoubtedly an incredibly challenging lime for the sector. We are scaling up our ability to respond quickly to humanitarian crisis, focusing on securing income through public fundraising and institutional partnerships. and embracing a more locally-led. globally-connected approach through our strategic goals. We will stay focused on what we can control and deliver impact where it matters most. I'm proud to take up the n>le of Chair of the Plan International UK Board of Trustee& At a time when girls, rights are under threat globally, Plan International's work has never been more urgent. I have long admired the organisation% bold advocacy, its laser focus on gender equality. and the calibre of its people. The organisation delivers real. lasting change. and I'm delighted to join the team, with Iheir mission aligning so closely with rny own values and priorities. Looking ahead, what gives me hope is the strength of our allies and the clarity of our mission. It's important to celebrate success, even in tough times. and this annual report gives some examples of Plan International's excellent work. We must build on that momentum and ensure we remain optimisti¢ and ambitious. There's a quote l often return to- "Don't agonise. organise"_ and that's the spirit l intend to bring to this role. My background in international development and gids, education has given me a clear understanding of the policy landscape and how to influence decision makers. As Minister for Sustainable Development and the UK'S Special Envoy for Girls, Education, I worked to put girls at the heart of the conversation in global development. When the UK cut its aid budgèt from 0.7% to 0.5% in 2020,1 resigned as a Minister because I could nol support Ihat decision. Seeing it reduced further to 0.3% this year is gravely concerning. The consequences will be felt worldwide. and the imF)Ortance of Plan International's work has never been more vital. l intend to use my platfomi, in Parliament and beyond. lo amplify Plan Inlernational's voice and ensure it continues to be a leading force in shaping a more equitable future. /. Baroness Liz Sugg, Chaif Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

A MESSAGE FROM OUR YOUTH ADVISORY PANEL My name Is Suzzeth. Being on Plan International UK'S Youth Advisory Panel IYAP} has stretched me beyond my comfort zone and helped me grow. YAP is a group of young people committed to the advocacy of children's rights and gender equality. We work in a team to inform the decision making ol Plan International UK to ensure the voices of the youth a￿ taken into account. This is important in making su the charity carries out their goal pro￿rIY. to promote the rights of children and girls. I have a passion for activism work and girls, health, safety and education. The YAP stood out to me as an opportunity to develop myself and rny skills, gaining experience in this field. I believe the focus on youth and sp8cifically female voices in Ihis space is so necessary and this is core to the YAP. Bringing together perspectives across a range of demographics which I recognise across the panel - provides well-versed responses and allows effective action. It's a platform that enables you to grow and achieve. Being able to learn consistently and gain awareness across a variety of areas has b88n such a ￿ward.. from humanitarian responses to FX)licy making and campaigning. It has been a great opportunity to grow in confidence, speaking my mind and interacting with people across the board. After worf(ing with Plan International UK, l am left feeling challenged, thinking about what Still needs to be done. A few highlights from my time include working on the 2024 General Election manifesto and an International Women'5 Day padiamentary event, which provided access to conversations with female MPS. It was inspiring, challenging and eye-opening. As this cohort continues our second year, I hope lo see progress in attitudes towards girls on a national level in the UK, as well as the opportunity to be a part of more campaigning work. Suzzeth Plan International UK YAP member Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

OUR IMPACT "I want to see fewer girfs dropping out of ￿h0O1, and I want to ta¢kb ¢hil(J, eatly and for¢ed marriage." says 19-yVdr-old Nyabhan frorn Ethiopia. Nyabhan is an adolescenl advlsor with Plan Internation￿. She works to 8mpow8r young people in Cri￿S settings to lead and create ¢hange.

WE REACHED NEARLY 6 MILLION CHILDREN, YOUNG PEOPLE AND THEIR COMMUNITIES AROUND THE WORLD, ACROSS 54 PROJECTS IN 45 COUNTRIES 1.18 million people directly supported by our programmes, 650h of whom were girls and women 4.6 million people indirectly reached through our work Thanks to our 54,311 UK SPONSORS 74,800 SUPPORTERS 6,345 CAMPAIGNERS we are supporting nearly generously donated in the UK stood with 58,000 CHILDREN to our work us to fight for equality Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 10

STRATEGIC REVIEW Six-year-dd Hth"ba experien¢ed one of the vlorst fkmxls in recent history in Bangladesh. Plan International ddivered essential Supplies such as soap, jerryc2ns, tarpaulins and torches to families Ske h￿s."we are 50 gratefvl for the support. We make use of it.- said Bibi. Habiba's murn. rs

OUR STRATEGY Our 2024-2027 organisational strategy has been thoughtlully created to ensure Plan International UK continues to have a lasting impact on the lives of Ghildren. with a focus on girls. CORE FOCUS Delivering impact for hildren and girls through programmes and a bold voice for change. Much has been achieved to date. BLrt the needs are growing and ever more urgent. We must be bold to match the challenges we face and realise our ambition.. all girls standing strong creating global change. Focus on achieving equality for girls Ensure our approach is youth-centred For many years we have brought people together to protect children's rights and help girls thrive. Our strategy builds on these strong foundations. To create wl change for girls. To shift power to those leading change. To support where we're most needed. Respond to the growing climate crisis Our strategy is structured around three components: PRIORITISING STRATEGIC SHIFTS our coro focus- delivèring impact for children and girls through our programmes and a bold voice for change the strategi¢ shlfts we wish to make and the strategic enablers which will help us to make change possible. Shifting power to support locally led. globally connected change Scaling up our humanitsrian impact In all that we do we strive to embody our values and our commitment to anti-racism. diversity and inclusion. Funding our impact On the next few pages, we look back and spotlight some of the most significant achievements over Ihe last year. We also look forward to what we still aspi￿ to achieve. MAKING CHANGE POSSIBLE Evidence and learning from our impact Being an effective and responsive oryanisation Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 12

DELIVERING IMPACT FOR CHILDREN AND GIRLS Our strategy Is new but our core focus remains unchanged: we deliver impact for children and girls. That means delivering programmes around the world that meet both urgent humanitarian needs and long-terrn change. These are programmes shaped and delivered with loc￿ communities and partners. Arid they include our global child sponsorship programme which strengthens whole communities, ability to provide for children and girls, unique needs. It also means delivering bold campaigns and influencing work, with girls, voices at the heart, to challenge the systems and structures holding them back. To ènsuré this work has lasting impacl on the lives of children and young people, we are prioritising three cross-cutting areas in all that we do.. Our ￿h0o1 is like a rnini-community where we learn in class. fakg part in proj8cts and go back to wr domirtones to relax, study an¢J play," says Is-yow-gkl LethutMJhlg in Zirnbabw8. She's talking aboul thmi*torio$ buill by Plan Internation81 near her Sch￿)1 which solves the long and unsafe journey she had lo take previously. Focusing on achieving equality for girls By tackling the root causes of gender inequality to make the world a better place to be a girl, we work to create safer and more just communities for everyone. • Ensuring our approach is youth-centred Placing young people at Ihe heart of what we do means they meaningfully shape what has a direct impact on their lives. Impact through programmes We continued our work combining both humanitsrian and long-term development programmes this year to help tackle the biggest challenges facing children and young people- with a particular focus on girls, in all their diversity. Respondlng to the grovAng cllmate crlsls We address the impact of the climate crisis across our work. speak out for climate justice and help communities strengthen their resilience to it. Our programmes prioritise protecting children's rights and keeping girls safe, learning and in control of their bodies. This work is especially important right now as humanitarian needs rise and girls, rights increasingly come under threat. You'll see these areas spotlighted acros5 this section of the report. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 13

This year, we continued to support those affected by ongoing humanitarian crises in Gaza, Sudan and Ukraine. We also supported communities affected by the devaststing 7.7 magnitude earthquake in Myanrnar. Our response to the crises in Gaza and Myanmar were bolstered through collaborative appeals as part of the Disasters Emergency Committee IDECI, helping to mobilise additional funds. In Gaza. humanitarian access has been extremely challenging. but we have w0￿ed with local partners to deliver life-saving aid including psychosocial support to nearly 15,000 people. After violence escalated into Lebanon displacing thousands of people, we provided much-needed support including food, water, winter supplies and educational materials so chIld￿n could continue to leam. funding to the UN in Gaza and to end the sale of weapons to the Israeli Government. In Myanmar, we responded rapidly to the earthquake reaching over 20,000 individuals with emergency food, drinking water, shelter materials and blankets. We also set up 20 child-friendly spa¢es. giving ¢hildren a safe place to play and receive psychosocial support. In Sudan, we delivered food, cash, and hygiene kits to over 56,000 people displaced by conflict. We also strengthened child protection systems and worked to prevent violence against adolescent girls particularly in displacement camps. We continued to support people affecteé by the Ukraine conflict, reaching 139,899 people since our response began in 2022. We ensure(I children were better protected from violence. abuse and exploitation: received the emotional support they needed,. and had materials to continue learning. We have also continued to highlight the devastating impacts of the conflict for children in Gaza. We have called on the UK Government to take greater action, including through calling on the UK to urgently support a full and immediate ceasefire, reinstate vital REMEMBERING FATIMA HASSOUNA Fatima Hassouna was a talented Palestinian photographer and youth advocate with Plan International. She lived in Gaza and was killed in an airstrike on 16 April 2025 aged just 24. For 18 months, with only her camera, Fatima bravely documented living through the conflict that has destroyed Gaza. She was a beacon of inspiration for all at Plan International. 'Holding onto hopes and dreams is a crucial part of survivaL" Fatima, 24, Gaza Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 14

Nearly 58,000 children around the worfd were supported directly by over 54,300 UK sponsors this year. With this generous support, communities around the world have been able to provide what children need to thrive- from the chance to go to school to access to safe water. All children in sponsored communities where Plan International works benefit from this support, whether or not they have an individual sponsor- such as through essential services like education and healthcare. RevitalisTng chTld sponsorship Sponsorship lies at the heart of Plan International- it's a key component of how we reach and impact girls and young people. Looking fo￿ardS it's important that our model delivers long-term, sustainable change and reflects our anti- racism and decolonisation principles. Together with the Plan International family, we're working to revitalise our sponsorship programme- keeping the best of what we have and building and expanding on it so that we can appeal to new sponsors in new ways and continue to have impact. "Now I'm not afraid anyrrK)r8." says 11-year-old Merfy in GUatern￿a. As a 5ponsoYed child. Merly r￿pied the support she needed to start beiievirvJ in h8r own capabilitie5 and recognise her V￿U8. Medy bves plawng football. taking part in community activities and r￿itsng pc*ty. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 15

SPOTLIGHT: ACHIEVING EQUALITY FOR GIRLS .1 was taught to read and write which is something I could not do before, as well as mathematical calculations,. explains Mitais. -on the practical courses I decided to do sewing since I was passionate about it. l am still new in the market but l am optimistic that with time I will be doing big sales. "l am optimi$tic that with time I will be doing big sales" Since the programme started in 2018. over 19.000 girls and young women have been supported to complete accelerated learning courses, technical and vocational qualifications, and gender empowemient and life skills training. From hairdressing to solar installation, girls gain the skills, confidence, and opportunities to earn a living and take control of their futures. Mitais, 20, Zimbabwe "I can make dresses, uniforms, tracksuits, as well as pillows," says 20-year-old Mitais in Zimbabwe. "Before SAGE, I had nothing to do. no skill or any source of income." The SAGE model combines a youth-centred approach that amplifies girls, voices, with government partnerships. to create systemic change. The project team. on behalf of the Ministry of Primary and Secondary Education, led a review of non-formal education across Zimbabwe and submitted a new policy to parliament, showing how Plan International's SAGE approach is shaping national changè. Supporting Adolescent Girls Education ISAGE TEACHI is Plan International's Ilagship programme funded by UK Aid. Now in its second phase, the programme supports girls and young women like Mitais to acc8SS education and émploymènt. i) Mitais, 20. leamed how to read, writ8 and $8W giving her skills to start a ￿sInesS in Zirnbabwe. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 16

Other highlights from across our programmatic work globally over the last year include: for young people, through our new Period Peers Programme with Nurofen. Empowering young people across Brazil, Kenya, Indonesia, Vietnam, Thailand, Egypt and Colombia to raise awareness about preventing non-communicable diseases, through the Young Health Programme fijnded by Astrazeneca. In the UK, the Young Health Programme successfully completed after reaching over 1.5 million young people with youth-led mental health support and directly improving the wellbeing, resilience and confidence of over 5,500 young people. Helping 60,000 out-of-school children- mostly girls- to learn again after conflict and trauma through the Partnership for Learning for All in Nigerian Education IPLANE111 project. Equipping young women wf(h the skills and training to gain employment and earn a livelihood across Indonesia, Thailand. Vietnam, Korea and Philippines through the Futuremakers programme fvnded by Standard Chartered Foundation. Improving access to school for children in Tanzania who often rniss out due to poverty or living with a disability. through the Shule Bora IQLJality School) project. Preventing and reducing child labour in Malawi through the European Union funded Joining Forces for Africa IJOFA} initiative. Reaching thousands of young people in the UK with period related information and launching our Period Peers handbook designed by and Prograrnmes that ended this year included Eu Sou Capaz (Safe Spaces) which supported nearly 30.000 out-of-school girls in Mozambique with skills training. and reduced school dropout rates. My Health My Rights in Sierra Leone so concluded after increasing young people 8 understanding of sexual and reproductive health and rights and boosting their confidence to access related seNices. LN)11171 "My dad was the one who tokl m8 not to accept FGM," says lfvY8ar4￿d Fatou in Senegal. In Fatou's vIl￿ge, the ￿ce-p￿VaIent pra¢ti¢e of female genital mutilation (FGMI has b8en replaced by a movement of re￿Sta[￿e. Its led by loKal tnen supported by Plan IntemationJ in¢luding Fatoub father Bamba. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 17

SPOTLIGHT: RESPONDING TO THE CLIMATE CRISIS °Since I started participating in the cooking sessions and household visits, I have gained knowledge about nLrtrition and come to appreciate the importance of foods l once thought were unnecessary, like fruits, and I've seen how they've significantly helped my child fight ott diseases." Ethel, 23. is a farmer and mother of two in Malawi who, alongside her husband, relies on agriculture for their livelihood. The impacl of climate change has meant their crop production has declined over the years. and they have struggled to eat a balanced diet- making their daughter Lonny unwell and underweight. Lonny's health has improved. and she has gained weight: "Now that my daughter isn't getting sick as often, I can focus on taking care of my household and watch her play happily with her friends. I plan to keep utilizing the expertise of the trained nutrition promoters to ensure my daughter remains heatthy and continues to thrive." Now, Ethel and her family have leamt how to eat more healthily with their limited resources. through training delivered by community care groups as part of the CLIMB project. The care groups also encourage Ethel and her community to ￿ar poultry as a more sustainable source of food. This provides families with a reliable. affordable and nutritious protein source. making them more resilient to food shortages caused by climate change. I m now able to provide my child with food." Ethel, 23, Malawl Pres￿l0n olf(xxl preparecl duriThJ a Cc￿)kIng demonstration in Ethd's community- Ethd. 23. armj her daughter Lonny in Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 18

Impact through influencing We have continued to use our voice to create change for girls in the UK and globally by strengthening relationships with decision-makers, amplifying youth voices in key political spaces, and calling on the UK Government to protect and advance girls, rights. Ahead of the 2024 General Election, we published our manifesto Girls Can't Wait demonstrating the action that girls want the new Government to take as they came into wwer. In July, we launched our flagship State of Girls, Rights in the UK report, which secured significant media coverage highlighting challenges facing girls in the UK and calling for action. SUDAM IS NOW ThE WORUI'S LARGEST IIUHANITARIAH CRISIS. We quickly buitt strong relationships with new MPS and the Minister of State for Development at the Foreign, CoMmonwea￿h and Development Office IFCDOI in order to ensure that they prioritise girls rights throughout their work. We supported members of our Youth Advisory Panel (YAP) to meet with them. including hosting a high-level reception at the FCDO, and intèrviewing the Minister as part of our Intèrnational Day of the Girt campaign. YtyJth activist. Safia. joined Plan international UK and other Sudanese actwists, civil society group6 and chanties to ddNer a public petition and open 10tt8r to 10 Downing Street calling on the UK Gov8rnm8nl to lake action to save lives in Sudan. supported YAP member Neisha to attend the 58th Commission on Population and Development ICPDI at the UN in New York- a crucial global forum. Neisha co-created and delivered a key statement on behdf of the UK. representing young people s views on accessing their rights, having control over their bodies and their futures. It was an important moment that amplified youth voices and priorities in high-level diplomacy. During this time, we saw positive commitments to gender equality, both globally and here in the UK, including a flagship commitment to halve violence against women and girls by 2030. Despite this positive start, the Government announced in February that it would cut the aid budget. This followed cuts by the US Administration and other governments. In response, we joined with other organisations to highlight the risks of this decision for women and girls and ensure they a￿ not disproportionately affected. We supported YAP members to meet their MPS at a Parliamentary lobby day and launched new research with the Guttmacher Insif(ute and MSI on the potential impact of aid cuts. Through this worf( we have started critical discussions with the Government on how to minimise the risks aid cuts pose to gids- worf which will continue throughout the next year. We highlighted the impact the Sudan crisis is having on girls and their comrnunities, and demanded action. Working in partnership with Sudanese activists and olhers, we gathered 13,000 signatures on our public petition ané secured 26 celebrrty signatories on an open letter urging the UK Government to do more to save lives in Sudan. Our delivery of these to Number 10 Downing Street generated significant m&Jia attention. Despite the cuts to the aid budget, the Government has maintained that Sudan remains a priority and have not cut funding, announcing £226.5 million for the Sudan and regional crisis. Whilst welcome, there is much more work to be done to help secure a ceasefire and meet the huge humanitarian needs of this crisis. Globally, movements to reverse hard-won rights on gender equality are growing. We have continued to push the Government to respond boldly to the risks of this rollback on rights. We Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 19

SPOTLIGHT: YOUTH-CENTRED APPROACH The research received widespread coverage in media and was raised in Parliament by the MP for Blackpool SoLrth, one of the UK places in the report identified as toughest for girls. Our State of Girls, Rights in the UK report launched in July 2024 and was one of our biggest exercises to date in listening to girls, voices. Engaging over 3,(KK) girfs and young women aged 12 to 21 through polling and creative workshops, it gave an in-depth understanding of issues they face. We hosted a parliamentary launch event co-created with youth groups and our Youth Advisory Panel (YAPI. attended by the Minister for Violence against Women and Girls. 18 other MPS and over 110 others - more than a third of them young people. Many MPS were new to engaging with our work. Our research showed that girls don't feel safe, in public or online, and face relentless pressure to look and act a certain way. They feel unprepared by their education, worried for future job prospects and scared by a rising culture of misogyny. This helped us build crucial new relationships to keep up pressure on the Government to deliver for gids, rights, demonstrate the action that gids want, and restore girls, trust in politicians. 47% of girls and young women said expectations about how they should act, and what they should be, hold them back in life. 52% of girls and young women said they are anxious about their future. 93¥0 of girls and young women do not f881 "completely safe" in public places. "I loved how we were able to express our feeling$ and Struggles of growing up 1$ a girl in the UK, I felt very heard" Melany, 16, Great Yarmouth ,r,.rw UMTIL WE ARE ALL EQUAL UMTIL WE AIE ALL EQUAL UNTILWE ARE ALL EQUAL UNTIL WE AR AL Ed4 16, Giovana. 17, Mekny, 16. 8nd Riana,16. IT￿ Great Yam)outh. campaign outgde Parliamwtt befo￿ attending the State of Girfs, Rights report launch event, which they helped to Co-¢￿ate. Great Yarmouth was one of the UK places in the report identified as toughest for girfs to liv Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

e&a, 9. fled to Poland the war in Ukrwne with rnum Nataliia. Lrfe was tough lor the wh(Ae farnity but especially Alesla who has Speci￿ needs. Through Plan Intemational, she's been able to a¢¢8SS Spggch therapy, play ses¥ion$ and a place at a special school. STRATEGIC SHIFTS Shiftin9 power to support locally led, globally connected change How Plan Intemational UK supports communiti8S must change in rèsponse to both a commitment to decolonise aid, and to deliver lasting impact in a changing worfd. Alongside our core focus, our strategy includes progress against three areas where we want to deliver a grealer change in what we do and how we work. Dolng so wlll help ensure we continue to deliver as much as possible for girls and their communities (￿er the course of our three-year Strategy, that means steps to shift resources and decision making to communities and partners that enable and champion locally-led action. These three strateglc shlfts Include: Shifting power to support locally led, globally connected change Scaling up our humanitarian impact Funding our impact At the same time, we know the challenges facing girfs and young people are complex and globally interconnected. So while locally-led approaches are essential, so too is global collaboration. We call this approach locally led, globally connected. To best deliver in these areas, we are developing cross-organisational Strategy Action Plans. These set clear deliverables, timelines and metrics for how we make these shifts. We are taking an agile approach, ensuring we regularfy review and adjust in order to achieve the most progress possible. Strategic Action Plans have already been developed for 'Funding our irnpact, and 'Scaling up our humanitarian impact,, and the work done this year in those areas reflects those plans. Here are ol the stsps we've taken so far. Wort(ed with the Plan International family to develop a roadmap for change to a more locally led, globally connected approach. Continued work on our Building Equitable Partnerships initiative in collaboration with Social Development Direct ISDDirect - our consultancy)- This aims to help us, and others in the sector, collaborate more faidy and inclusively. uttimately leading to stronger development outcomes. Plan Intematlona UK Tntstees. Annu￿ Rerth2ff25 21

Presented our work on equitable partnerships in relation to Pledge for Change at the Conference on Humanitarian Leadership in Doha. Our actniities this year also set a baseline to measure progress on our commitments to Pledge for Change by 2030. Helped shape the UK Foreign, Commonwealth and Development Office IFGDOI'S thinking on localisation, particulady within global humanitarian settings. Modelled the Pledge for Change ￿inCIp￿S in our own advocacy - for example, by centiing Sudanese diaspora voices in a high-profile letter to the Prime Minister. Piloted the 'Rever5e Call for Proposals, in Zambia in partnership with the Zambian Governance Foundation. This involved a local community deciding which programmes and outcomes they needed, and us responding with proposals. This rever￿1 the traditional ch)nor-l& approach with the communty in the lead and in a position of power. ()Jr F￿￿Osal was accepted by the community, and we are partnering with them to deliver their programme of change. for those it is intended to help and reflects the challenges of a changing world. About Pledge for Change The Pledge for Change is a series of mulual commttments to re-imagine the role of Internation￿ non-govemmental organisations IINGOS) in the global humanitarian aid and development system. As a signatory. Plan International worf(s with national and local organisalions worfdwide to shift power to the global south to build stronger aid ecosystem based on solidwity, humility. setf-determination and equality, and build a fairer future for all. Scaling up humanitarian impact We already reach millions of children affected by humanitarian crises. But needs are rising as conflict. climate change, and economic instabilty fuel hunger, displacement and insecurity. Girls in crisis face particular challenges and are especialty vulnerable to violence and exploitation. Looking forward, we will continue to build on these partnerships and initiatives, priorilising engagement with civil society allies. including the Plan International family, other INGOS and members of the Pledge for Change community. We will also continue to provide technical advice and support on the frameworks and tools developed to meet our goals. We have worked with th8 Plan Intèrnational family to scale up our ability lo ￿sF)0nd quickty and efficiently where we're needed most. Our ambiti￿ is to become the world's leading intem*ional NGO for girfs in humanitarian crises. This means becoming even faster. Faster to reach out to our supporters to share news and updates on crises. Faster to draw public attention to the impacts of crises on children and girls. And faster to raise more vital funds to reach children and their communities quickly. Our ambition is to strengthen the capacity of the countries and communities we strive to SUPF)0rt, ensuring aid works more effeclively 'BefO￿ the war. our lrfe in ￿￿an was wy g Now we live in a refugee carnp,. says 12-year-. old Monird. While she longs to be back at schcx)I, a Mobi￿ child proteLtion unit sel up by Plan International offers her a tempx)rary place to pk2y and leam with other gids. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

The devastating earthquake in Myanmar tested the steps we had taken to act fast: on the ground by reaching those impacted., in the media by rapidly providing inteNiews to highlight the devastation and humanttarian needs., with our supporters, rapidly requesting urgent support" and with the Disaster Emergency Committee IDECI, activating to launch an appeal. This enabled us to raise significant funds and reach hundreds of households with drinking water and hygiene kits in the immediate aftermath of the disaster. This appeal raised £234.000 and over £26.4 million was raised through the coordinated DEC appe￿. To meet our ambitions to deliver change for girls and their communities, we need to inspire more income from individuals, partners and donors, and increase awareness of Plan Intemational UK'S work and impact. This year. Official Development Assistance IODAI from the UK government and other global donors declined sharply. Fortunately we had already diversified our institLrtional donor base and developed expertise in securing income through commercial contracts rather than grant agreements. This positioned us well to secure funding from the Ministry of Gender, Children and Social Protection in Liberia to implement the World Bank funded Liberia Women's Empowerment Programme. We also tr)ok steps this year to Share rnore timety updates with supporters about the frequentty changing situation in Gaza and the surrounding region, especially through our sociai media channels. We saw good engagement rates with content and support for our Middle East Humanitarian appeal ￿Sed £219,000 and over £46.6 million was raised through the coordinated DEC appeal. ,••• Drawing attention and increasing funds for crises that have a lower public profile in the UK, such as the devastaling conflict in Sudan, remains a challenge. However, by Increasing our focus on our advocacy and media work, and leading on coordinating wrth other organisations, we contributed to raising public awareness and the UK Government committing £226.5 million to the Sudan crisis. We also built on our reputation as a sector leader in advancing gender equality in education during humanitarian crises. Plan International shared best practice from across five countries with a wide range of stakeholders across humanitarian networks and partnerships who can integrate them in their own work. Through this work we aim to support a global shift toward fairer education systems. Ihat promote gender equalily and challenge exisling power dynamics in emergencies and crises. "No matter what hurdles come my way, I want to keep exrAoring, and become someone who can inspire others," says 14-year-old Ayesha, a RohitvJya refugee Imng in Bangladesh. Plan Intemationalb communty-ba￿ learning facilities in Cox s Bazar give gir15 like Ay8sha a cha￿e to keep up wrth their studies. We also secured humanitarian funding from diverse donors, including the United Nations, Education Cannot Wait and Start Network, as well as support for our collective response as a member of the Disasters Emergency Committee {DEC}. Of note, funding Irom the Children's Investment Fund Foundation has been confirmed to support critical water and sanitation activities in Ethiopia. Funding our impa¢t d cuts, rising ci)sts, an uncertwn ￿On(m￿Y ar)d a highly competitive fundraising environment in the UK mean that we have to work hard to maintain our invaluable income. We are gratefijl for the generous and continued support of our donors. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

Elsewhere, we developed a three year strategic action plan for our fundraising and supporter engagement and in the last year have built firm foundations setting ourselves up for success. Over the course of our strategy, we want to shift from relying on a few fundraising meth(Kls and audiences to adopting new. revitalised approaches that reach more supporters who are motivated by what we do. Introducing a new high-value donor product, the Resilient Futures in Somaliland Programme. Co-funded by major donors and foundations, this has raised over £300,000 to date and is SUPF)Orting 18,150 people in the drought-affected Togdheer region with food security and child protection activities. We will continue to work closely with Plan International country offices to secLtre funds, in particular targeting large World Bank funded commercial contracts for long-temi development work and humanitarian funding. We will also continue diversifying income to deliver greater irnpact. This includes investing more in regular giving and legacies. and launching our Education Collective giving circle. Successful steps taken this year include: Integrating our communication approach across the charity so we're speaking in one voice, and having rnore impact in our peak advertising periods. Reaching record highs in brand aWa￿ne$S, consideration and propensity to donate metrics. Growing non-sponsorship regular giving. supporting our ambitions to diversify income. Transforming our digital presence., online giving has increased substantially, with the number of digital transactions up by 550h year on year. New payment options. including Apple Pay, Google Pay and PayPal, were introduced to streamline the donation process for our supporters. We also have plans to update our sponsorship communications and use new technology to deliver better experiences overall for our supporters; refresh our brand with a clear focus on girls and a bolder tone,. and work to maximise opportunities with corporates and foundations, including focusing on flexible humanitsrian funding to levèrage institutional funding for or worsening crisas. E¥EM 111 WAft. On Intwnational Day ollh8 Girf 2024, Plan International UK Unveil￿ ¢e sculptures of Schoolgirls along the Thames, highlwhtiryJ th8 millions of gir15 worfdwide being frozen OLrt of education. The sculptures representay girfs from Gaza, Sudan and Afghanistan- some of th8 toughest pla¢es for gids to access edu¢atKM). Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

Typhc*)n Yagi In Wietnam destroyed 15-ygar-old Sao, horne and all her School resouTC85. Through Plan Intemali￿a1, Sao r￿1Ved a brand new learning kit induding a backpack.. .1 didn't have one b8for8,' says Skn,"I had to saw a bag out tsf cltsth. Now I have a backpack to take to 6chool." MAKING CHANGE POSSIBLE However, we know we can do even better in gathering and using evidence to continuously enhance our impact and ensure our work responds lo fast-changing environments. This is why we havè identifièd this as an important focus for our strategy. To deliver our core work and make our important strategic shifts, we have idontifiod two key enabler$ to help make Ihls change possible: eviden¢e and learning, and effe¢tive responsive organisation. This year. we have: Continued to invest in technology to help improve our real time data collection, easy- to-access feedback mechanisms, and robust analysis to better understand the gender transfomiative impacts of our programmes. Tested a new approach to building qualitative insights through creative workshops Wlth young people lo assess the irnpact of our Young Hearth Programme UK on their mental health and wellbeing- this has provided learning we can use in other programmes. Developed a new tool with support from Education Cannot Wait for humanitarian settings which enables rapid assessment of the varied needs and ba￿lerS that children and adolescents lace during Crises. We have piloted this toolkit, 'Gender Analysis in Education and Emergencies, in a number of countries. It is already helping us do even better in ensuring our education programmes reach everyone who needs them, including girfs. Using evidence for impact We know that our work delivers impact- gathering evidence is al the heart of our approach. We work hard to continuously build our understanding of what WOTks to deliv6r the outcomes we want to see for children, especially girls, and feed Ihis learning back into the design of new programmes. We base our programmes on models which are rigorously tried and tested in the Plan International famity. using extensive evidence and experience. Working closely wrf(h local partners, we ensure real-time data collection and adapt programmes in response to what we learn. across the countries we operate in. And we use robust and participatory approaches to monitoring, evaluation and learning, including listening to the children, young people and communities who are part of our programmes. in line with our youth-centred approach. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

Effective, responsive organisation To be an effective and responsive organisalion in our ever-changing wortd, we must continually learn and adapt. Our priority is to ensure we remain agile, innovative and accountable, while continuing to develop an inclusive and positive environment for all who contribute to our work. We continued to modernise our website introducing more digital payment options. We updated our back-office technologies and infrastructure to ensure people have the tools they need to do their jobs, that we're secure from cyber threats and that we keep personal data safe. We've taken a positive stance on Al whilst remaining conscious of the risks and the need for a human eye- encouraging staff to use approved Al tools. This year. we moved to a smaller office. cutting our costs. while creating a fresh more collaborative space. Modernised IT and AV systems now make it easier for staff to connect with colleagues working remotely and globalty. We were pleased to deliver on time and under budget. With the challenging financial landscape, we focused on cosl reduction during the year. Sadly, this meant saying goodbye to valued colleagues. But staff have rernained committed, creative and passionate as we've pushed to drive efficiency and reduce duplication in the ways we work. ensuring we can continue to SUPF)Ort children, girls and communities around the world. We have continued to make progress in increasing inclusion and the diversity of our workforce. See the Our People section on page 37 for more details. "I lik& the health club b￿aUse th8 top￿3 are groundbreaking." says 13-year4Ad Joshua in Ugan(Ja. He's one of the group leaders ol the heatth club set up with the hdp of Plan International. They covertopics like tnenstruation and even make sanitary pads. The club hdps br8ak down harmful gender Stereoty￿ and promote posrft￿e masculinty am￿9 tws. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

NS Students from one of the glrfs. schools In Intha that15 being sUPPOrt8d by ￿an Internat￿n81 s partnershSp with Mowgli Stre8t Foc¢J. OUR SUPPORTERS Moondance Foundation funded three new programmes this year.. the Moondance Climate Resilience Fund, a water and sanitation initiative in Ethiopia. and a refugee livelihoods project in Malawi. Our 15-year collaboration with Astrazeneca has directly reached 1.1 million young people through the Young Health Programme, training over 10,000 peer educators and engaging more than 22,000 teachers across eight countries. Our ongoing partnership with Nurofen (Reckitt) launched the peer-led Period Peers Programme tackling stigma around periods. working with young people age 14-24 in the UK. The partnership featured on Nurofen product packaging across UK retailers as part of the #SeeMyPain campaign. We entered the second year of our partnership with Mowgli Street Food, improving access to quality and inclusive education for 3,655 girls in India. Support from 24 high-profile figures across the year including on International Day of the Girl. in our winter appeal, and our collaborative campaign to

KeepEyesOnSudan

Our supporters are invaluable. Their generosity and commitment to girls, children and communities across the world helps unlock falrer futures every day. Thank you to all the individuals, corporate partners and funders for your support this year in promoting children's rights and equality for girls. Highlights: 64 generous supporters left gifts in their wills, contributing £1.4 million to support our long-term work for children and girfs. This is our second most successful year for legacy giving in our history. 15 incredible London Marathon Tunners raising a phenomenal £29,496 Celebrating a 10-year partnership with the Costa Foundation, which has donated over £1 million to support education in Nral coffee-growing communities. In its 20th year, our partnership with the Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

New Royal Patron i) Sophle, Duchess ol Edinburgh vi&ted the Chad- Sudan border In October lo witness the impact ol the conflict and rnet with young Worr￿ and glrls supported by Plan Intemational UK. We are delighted to welcome Her Royal Highness. The Duchess of Edinburgh as our new Royal Patron this year. A vocal champion of women's rights. The Duchess will support our work to end violence against women and girls in conflict and crisis settings and help lo raise greater awareness about the barriers girls face around the world. Plan Intematlona UK Tntstees. Annu￿ Rerth2ff25

SOCIAL DEVELOPMENT DIRECT A note from our Managing Director As Managing Director of SDDirect, l am proud to reflect on a year of resilience, renewal, and results. In a challenging global context, our mission to advance gender equalty. disability and social inclusion is needed now more than ever. This year. we delivered 62 active projects across diverse geographies. secured over £20 million in new programme wins, and saw our major programmes consistently rated A or A+ for quality. From launching the second phase of the Safeguarding Resource and Support Hub IRSH 21. to deepening our partnership with Plan International through F)rogramme delivery. we continue to drive impact through collaboration, evidence, an(J technical expertise. As we look to the significantly evolving future. we are committed to shaping a development sector that is more equitable, locally led, and fit for the challenges ahead. Social Development Direct ISDDirectl is a soGial enterprise GonsultsnGy and wholty owned subsidiary of Plan International UK. SDDirect focuses on gender equalty, disabilty and social inclusion IGEDSII in devdopment and humanitarian settings. With over 25 years of experience across more than 50 countries, SDDirect works to challenge glob￿ IneqU￿lty and drive lasting change. SDDirect's work is grounded in evidence. infomed by feminist approaches. and led by the needs of the people and communities Whe￿ we work. SDDirect provides programme delivery. policy advice. technical assistance. research and evaluations, and demand-led helpdesks. SDDirect are experts in gender-based violence IGBV), safeguarding, inclusive governance. economic inclusion, and climate justice. SDDirèct works with govérnments, foundations. grassroots organisalions, the private sector, multilateral agencies and international financial Institutions to catalyse change in GEDSI. Sue Griffiths Managing D¢￿tOr of SDDirect Highlights Delivered over 150 programmes in the last 5 years. 100% of major programmes awarded an A+ or A in annual reviews. SDDirect has recently tsken on the Secretsriat for the Global Gender-Based Violence Funder Forum, working to coordinate bilateraL multilateral and private funders to collaborate on GBV funding. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

SPOTLIGHT: SAFEGUARDING RESOURCE AND SUPPORT HUB (RSH) to sexual exploitation, abuse, and harassment ISEAHI in the aid sector. With a global online hub reaching over 1 million users and a network of national hubs across South Asia, the Middle East, and Africa providing hands-on support, RSH has become a trusted source of safeguarding expertise. SDDirect has served as the technical delivery lead for Safeguarding Resource and Support Hub {RSHI since 2019. Funded by the Foreign, Commonwealth & Development Office IFCDOI, FISH supports civil society organisations ICSOS) to strengthen their policies and practices to prevent and respond Recently extended for a further five years with an additional £15 million investment. the programme demonstrates SDDirect's lea¢Jership in safeguarding and ability to deliver large-scale, multi-year. multi-country programmes. Huè 5¥pport bltsb. MEMA pull Jjlga 11 ii9ttU •) 8guarding R8sourc6 and upport Hub MENA team. coverin9 Jorijan. Syria and Yemen, meet in Amman lo r8¥iew Phas8 101 th8ir wor SDDirect's year in review 62 ACTIVE PROJECTS spanning over 50 COUNTRIES, with a combined value of up to £29 MILLION £20 MILLION + in new wins and 8 NEW PROGRAMMES set up in this annual review period alone In May 2025, SDDirect was invited to speak at the UK Evaluation Society conference to present our innovative and feminist approach to evaluation Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

STATUTORY REVIEW 'The latrine is g(x)d because it has rocths" explains 13-y8ar-old Shadia in Uganda.-The old h*J no changing r(M)rn and we used to share rt with t1￿ iws. It affected our privacy." Plan Intemational is Imp￿lentIng the RISING Uganda project to address the barrier5 that prevent ¢hildren from recgving a quality education.

FINANCIAL REVIEW and international aid is a cause less popular- but we are now seeing encouraging results as we seek to build new public income streams to complement our long-established child sponsorship programme. INCOME Total income in the year ended 30 June 2025 was £61.7m, a £5.2m decrease from the prior year. As expected. income from DEC appeals. following the exceptional success of the Ukraine appeal in eadier years. fell markedly. More positively we saw significant growth in income from Charitable Activities driven by increased funding from the World Bank with whom we continue to grow our record of successful programme delivery. Fundraising from the public continued to be challenging but we were encouraged by the success of our emergency appea15 in the year and Ihe continuing loyalty of oLJr child sponsors. Income from institutional donors g￿W by £3.1 m. Wodd Bank fvnding was up and provides an OPKM)rtunity for further growth while we also added Global Partnerships for Education IGPE) to our funder portfolio. Income from Education Cannot Wait, the UN, and the UK Government through FCDO remained stable in the year. Charitable Activities Income from our major partnerships grew by over 20% as we renewed long standing partnerships, secured new relationships and developed prospects. Social Development Direct ISDD}, our consultancy company, were directly impacted by the UK government Aid cuts resulting in a fall in trading income and a loss of £0.4m. SDD unde￿ent rapid and significant restructuring in response lo lower income expectations but are r￿W financially well positioned for the future. The reported fall in other income was due to th8 loss of sub-letting income with a relocation to a smaller office, though the loss of income will be more-than-offset by cost savings over the longer tem. Donations decreased by £7.8m. from £36.9m to £29.1 m. The fall in DEC income was compounded by a reduced donation from Plan Limited, a trading subsidiary of Plan International. Income from other sources, in total, was broadly flat year on year. Growth in legacy, emergency appeal and regular giving lother individual giving) income helped lo offset a fall in sponsorship income. Attracting new SUPF)Orters remains challenging - disposable Incomes a￿ squeezed, Competition is high, WHERE OUR INCOME CAME FROM IN 202412W25 Mdor partnershlps Icharitab Acliwtiesl £&4m TRADIIIG AcllvmES t7 ponsorship 13.4m Other donations and appeals £12.5m donors £1&4m £&2m TOTAL £61.7M Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

EXPENDITURE AND NET POSITION that. over time. we deliver as much funding as possible for delivery of charitable activities. Expenditure in the year was £61.6m, a decrease of £6.Om against the prior year. This reflects the fall in income. £51.9m, 84% of total expenditure, was used to deliver charitable activrties. Expenditure on humanitsrian response work decreased with the scaling down of our child protection focused Ukraine programming. However, expenditu on long-temi development work increased with spend focused on supporting inclusive quality education and youth employment and entrepreneurship (see earlier sections). Following a significant scaling back of fundraising activity in p￿viouS years. we delivered a fuller programme in 2024125 to nurture our existing. and attract new. supporters. Fundraising spend was thus up year-on-year. with activities focussed on driving both in-year and future income. We carefully weigh all lundraising expenditure to ensure BREAKDOWN OF CHARITABLE ACTMllES IM 2tr24n5 Youth Etnployfflenl and Entreweneuthip £&9m Inclu51ve Quality E(Jucatic £7.f Other £15m IESIUEIICEPROGRAMMES sexu￿ and reprC#J￿tIv8 heatth 8TrJ ghts Haalth an¢J Nutrition t1.1m ProtectK)n frcrn Vidence £0.5m Protectlon in Humanitarian Acts £&9m EduCatic￿ in Emergencies Other IDVOCACY. CHAFtrrAllE ACTrTMIES £7.4m WORK £14m £0 TOTAL £51.9M An unrestricted deficit of £0.8m was offset by a EO.8m surplus on restricted funds. the latter representing timing differences between the recognition of income and the related expend[lu￿. The overall unrestricted deficit was close to that planned. and reserves remain above target. Plan Intematlona UK Ttustees. Annu￿ Re[th2￿25

RESERVES AND FUNDS As at the year end the maximum level of reseNes required to cover these requirements and risks is £9.5m. The charity holds three categories of reseNes: 1. Unrestricted Reserves comprising of: General Reserves also known as Free Reserves b. Designated Reserves 2. RestriGted Reserves General Rese￿eS were £11.3rn on 30 June 2025, down £1.Om, due to the in-year deficit and capital investments. They nevertheless remain £1.8m119%1 higherthan the maximum requirement set out in our reserves policy. General Reserves General ReseNes are that part of a charity's unrestricted funds that are available to spend on any of the charity's purposes. Each year the trustees review the res8Nes policy, which specifies the level of general funds that should be held. Given exceptional uncertainty in future income projections, consequent on major changes to International Aid funding and priorities, the board are content that the current reSe￿e level is temporarily appropriate. While we anticipate reducing reserves over corning years trustees have decided to retain flexibilty on when funds are deployed and how investment priorities are balanced. Excess reserves have not therefore been fom)ally designated. Plan International UK'S ￿erve policy specifies the principal risks which may ￿qui￿ use of reserves and the level of funds that should be set aside to ensure they can be dealt with appropriately. Accordingly. Plan International UK sets aside reserves to.. Deslgnated R8serv88 We have two designated lunds: a Fixed Asset Fund of £1.1 m,. and the Social Development Direct Fund which represented the, now fully amrtised. goodwill on acquisition of SDDiréct (now £01. See note 17 for details. Provide pre-financing for projects where donor funding is wholly or partly in aTheats. Covèr short-term expenditure commitments if income targets are not met. Meet matched funding obligations if sufficient funding is not secured. Meet commitments to programme participants and donors in the event of delivery issues with programmes in the UK. Provide lor any other unloreseen contingency. Restricted ReseNes Restricted Reserves of £4.8m12023124: £3.9ml represent donations and grants that will be spent in the following years on our programme worf(. 'By ￿npO￿￿ women and ensuriro equal OPPKXtunities, we pav8 the way for a more progTesswe and just s(tiety," says 18-year-old Manu in Nepal. Manu has grown her confidence and sknlls a5 an advocate thTough her involvement in Plan Inlematm￿￿ s Steam Ahead initiatwe at her school. Plan Intematlona UK Ttustees. Annu￿ Re[th2￿25

MANAGING RISK Tnjstees also review the WO￿ of the Audit, Finance and Risk Committee IAFRCI and the Leadership Team on the oversight and management of significant risks. It reviews the organisation's strategic risk register. considers emerging risks and considers a selected risk in greater depth at each board meeting. The AFRC has oversight ol organisational nsks and the internal controls framework within which we operate. The committee approves the internal audit plan and receives regular internal audit reports and progress updates. It also reviews our register of managed operational risks and assesses whether any require elevation to the strategic risk register. The Leadership Team reviews strategic and operational risks. Considers new and emerging risks, reviews internal audit reports and monitors progress with implementing mitigating actions on a monthly basis. Plan International UK operates in highty unpredictable environments where inherent risks are high. We do not seek to eliminate all risk but rather to Set out a management system and governance oversight whereby signrficant risks can be identified. assessed, mitigated and monilored. The Board of Trustees has uttimate responsibility for risk management within Plan Internation￿ UK. This includes risks related to the use of funds in Plan International countries in receipt of UK funds. The trustees are satisfied that appropriate Intern￿ control systems are in place. The following framework provides the trustees with assurance that systems are in place to manage risks.. Our most significant risks and mitigating actions, covering our work in the UK and our work in Plan International countries, are set out bèlow: The Board of Trustees receives regular reports on performance against the board-approved strategy and annual plans and budgèts. /1•• "My hop8 for the ILrture a￿1 the cornmunty 15 to have a wodd, a place Whe￿ people a￿ liwn9 happily and there is no segregation arnong tws and girls, women and [￿￿,. say5 2&year-old Yunus from Uganda. Yunus mentors boys aThl young to challellge harrnful gender no￿n8 through the Champion of Change project. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

Potential risk Action taken to mitigate Changing geopoliti¢$ may re$tri¢t fvnding for and the scope of our wort( Staff and management stay informed of developments through networks, communication with other Plan members and rnedia monitoring. Plan globally monitors and collates political developments, impacts and risks by Country of operation. Significant developments and trends are discussed at Leadership Team and Board and actions taken to mitigate impacts where possible. We fail to ensure the safety of the children and adults we work with and for We have comprehensive Global and UK Safeguarding and PSHEA policies and procedures in place. We conduct regular assessments of our practices and implement improvements as necessary. Background checks are carried out and safeguarding training is mandated for all staff and volunteers. We build safeguarding and protection into all our programmes, with the support of specialist staff, recognising the heightened risks and challenges faced in humanitsrian crises. An oversight group monitors compliance with our requirements and a dedicated trustee acts as a focal person and key link with the board. We lose publi We accept considered risks when speaking out to challenge gender inequality trust due to and rights violations, but have strong controls and reporting lo rnaintain negative publlclty, trust in our governance. ethical and effective use of funds and delivery on Plan or the of impact. We have established processes and procedures for sign off of sector, impacting public ststements. ethical vetting of donors. and protection of vulnerable income and persons. We monitor social media and the press. have established crisis Impact communications protocols and regularly review supporter complaints. Wo fail to adapt our financial operating model to lunding and e¢onomi¢ trends We are planning ahead to mitigate the impact of government aid cuts and a challenging fundraising environment. We have reduced our fixed cost base and developed a range of financial scenarios for the coming years. Detailed budgets provide for shorter tem cost wntrol. we closely monitor returns on fvndraising activities and key perfomance indicators IKPlsl track key factors that will drive longer tenn perfomiance. We suffer a serious information or ¢yber se¢urity brea¢h Effective policies and procedures are in placè and are reviewed regularly. A range of cyber-security measures are in place and are tested through penetration, phishing tests and externally commissioned audits. Training is mandated for all staff and disaster recovery measures are in place. Inadequat0 proje¢t design or implementation reduces impact Maxirnising impact require5 U5 to accept substantial implementation risk5, especially in humanitarian contexts. To manage these risks we work closely with country oflice teams during project design to ensure programmes are infomied by the specific context, deliverable, well designed to deliver impact. strategically aligned and properly resourced. Progress is tracked and supported by programme and finance staff in the UK and routinely reviewed by Leadership and board via KPI reports. We fail to prevent fraud and Co￿up110n Plan International's Global Anti-Fraud, Anti-Bribery and Conuption Policy is supported and implemented by Plan International Global Assurance and their dedicated Counter Fraud Unit. Activities include regular training for staff and Country Office audit5 at least every three years. Anti-terrorism and money laundering policies and procedures a￿ also in place. A zero-tolerance approach is taken. and all allegations or suspicions are investigated. Plan Intematlona UK Trustees. Annu￿ Re[th2￿25

OUR PEOPLE and Dir￿tOrS. To mitigate the kjw pay award this year, we awarded all staff an additional 2.5 days. annual leave to be taken during 2025. We delayed the review of our pay structure and will be cornpleting this over the coming year. DIVERSITY AIID INCLUSION At Plan International UK. we believe that positively valuing diversity and inclusion makes our organisation stronger. It helps us to learn. innovate. and deliver benefits for the people we're here to support. Plan International UK is a London ￿VIng Wage employer and ensures that everyone. including apprentices and contractors (for example cleaning staffj. are paid at this level or above. We are committed to ensuring that our workplace is free from discrimination, bullying, harassment and disrespectful behaviour and is a place where everyone can thrive and be their best at work. Our vision is for an organisation where everyone, in all their diversity, fee15 Safe. respected, included and valued. STAFF AND VOLUNTEERS The number of staff employed by Plan International UK changed from 169 full-time and 20 part-time at the start of the financial year to 168 full-time and 22 part-time employees at the end. We have continued to focus on embedding diversity and inclusion into all aspects of our work. This year we carried out a Diversity and Inclusion survey to obtain feedback from our staff about the progress we have made and what we could do better. We will use insights frorn the survey to create a revised Action Plan which will bring together both our Diversty and Inclusion and Anti-Racism work. The ratio of the gross salary of the lowest paid staff member lexcluding interns and apprentices) lo that of the highest paid is 1:5.2. The ratio of the gross median salary (excluding interns and apprentices) to that of the highest paid is 1..2.9. We also greatly benefited from the sUPPOrt of 12 volunteers who assisted us throughout the year. The dedication of our volunteers has helpeé us to support our sponsorship programme and fundraising activities. The Board of Trustees of Plan International UK would like to thank all staff. volunteers and our Youth Advisory Panel for their commitment to the charity and their efforts over Ihe year. We We￿ encouraged to see the scores in our Employee Survey this year for questions relating to inclusion increase on average by 10%. We have also continued to see an increase in the representation of those from minoritised ethnic groups in our workforce with an increase this year from 29% to 35%. The number of staff with disabilities has stayed unchanged at 6%, highlighting the need for us to do more work in this area. PAY GAP REPORTING Gender and ethnicity pay gap reporting Is provided for the Charity only and excludes Social Development Direct. REMUNERATION POLICY Our pay policy is based on the principle of fairness and equal pay for work of equal value. Our aim is to reward employees faidy and enable Plan International UK to recwit and retain staff to achieve our objectives, in keeping with our status as a charity. Gender Pay Gap As of 5 April 2025 Plan Inlernational UK'S median gender pay gap was 4.2Yo (compared to 7.4% in April 20241 and the mean gender pay gap was 5% (compared to 7.50h in 20241. Our gender pay gap is a result of having relatively fewer rnale employees than female employees and more of those men in higher- paid r()les than lower-paid. Our M￿lian gender pay gap remains signrficantly below the current national level of 8.6%. The increase to Employer's National Insurance this year meant that we had a reduced budget for investment in pay this year. As a result. a 1 % pay increase was paid to all staff below Director level. No pay increase was awarded to the CEO Plan Intematlona UK Trustees. Annu￿ Rerth2ff25

Ethnicity Pay Gap As of 5 April 2025 Plan International UK'S median ethnicity pay gap was 13% (compared to 14.30/0 in April 20241 and the mean pay gap was 13.6% (compared to 15.3% in 2024). We ensure that all of our fundraising is compliant with the Code of Fundraising Practice, and we monitor this regularly through our Fundraising Compliance Working Group.. there are currently no areas of non-compliance. We manage agencies and professional fiJndrai8ing organisations working for us closely and demand high standards of them to ensure supporters and the wider public do not feel pressured lo give and are treated with respect at all times, with a particular focus on the protection of vulnerable people. We undertake a series of checks to ensure fundraising partners and agencies are financially viable and meet our ethical criteria, prior to working with them. We make sure our fundraising partners and agencies are monitored appropriately and undertake face-to-face visits. mystery shopping and call listening. We listen to supporters and act on their communication requests. We endeavour to build long-temi relationships with our supporters, enabling thern to support the charity in all thè different ways they choose. We genuinely appwiate feedback from supporters and the public and have procedures in place to ￿VIeW our fundraising activities in light of feedback and complaints we may receive. Overall we have seen an increase in the proF)Ortion of employees from ethnic minority backgrounds in the workforce. with increases across all pay quartiles. The decrease in our Ethnicity Pay Gap this year is due to a change in the distribution of those frorn minority ethnic backgrounds across the pay quartiles and is being driven by an increase in those from minority elhnic groups in the Iwo highest pay quartiles. Plan International UK is fully committed to improving inclusion in our workplace and continuing to take steps to achieve this. OUR ORGANISATION FUNDRAISING STATEMENT Plan International UK aims to build strong, respectful and transpa￿nt relationships wrth our financial supporters. It is only through the generosity of individuals, companies and other organisations that our work is possible. The number of complaints reported to the Fundraising Regulator for the period 1 April 2024 to 31 March 2025 is in line with the previous reporting period146 vs 44 the previous year). We are comrnitted to continuous improvement and act on all complaints and feedback we receive. We know that for our supporters, their charitable giving is an important and positive part of their lives. We will always strive to achieve the highest standards in our fundraising and communication with supporters. The following principles guide our fundraising-. HOW WE ARE GOVERNED AND MANAGED We aim to inspire people to give or raise money for Plan International UK. We thank our supporters appropriately and demonstrate the difference their money makes. We keep supporters, data secure and do not sell or share it for marketing purposes We are proudly registered with the Fundraising Regulator. demonstrating our commitment to the Code of Fundraising Practice and the Fundraising Promise. Plan International UK is a charitable company limited by guarantee. incorporated under the name Plan International IUK). The members of Plan International UK are our tNstees, whose liability is limited to £10 each. None of them has any personal financial interest in Plan Intemational UK'S contracts or its funds. The Chartty has adopted the Charity Code of Governance. Once every three years we carry out a board effectiveness review and audit our Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

compliance with the Code. The last external evaluation, in 2023, concluded that we had a strong governance function and were fully compliant. Ongoing monitoring suggests that we remain fully compliant= a review is planned for 2026. to-day basis though remain accountable to Plan UK'S board. The board of directors for Social Development Direct is chaired by Plan International UK'S Chief Executive and includes a Plan International UK trustee and Plan International UK'S Director of Finance and IT who together carry a majority vote. The board of directors for Foster Parents Plan International consists of three members of Plan UK staff and is also chaired by Plan UK'S chief executive. Plan Internationd UK is governed by our Board of Trustees. The Board meets regulady and is responsible for setting Plan International UK'S strategic direction, as well as for our overall governance, including approval of this Annual Report. The Board also oversees Plan International UK'S management, with day- to-day responsibility delegated to the Chief Executive and Leadership Team. Two youth delegates to the Trustee Board are selected from our Youth Advisory Panel and in line with our commitment to being youth-centred, bring a youth perspective to Board discussions. New tnjstees are selected and appointed by the Board to ensure that it has the skills and experience needed to enable it to operate effectively. Appointments are made according to identified criteria and the recruitment process is overseen by the Nominations and Governance Committee. All new trustees attend a comprehensive induction, with ongoing training throughout the year. SErtlNG OURSELVES UP FOR SUCCESS Section 172 of the Companies Act requires trustees to act in a way they consider, in good faith, would be most likely to promote the success of the charity to achieve its charitable purposes. In carrying out their duties the trustees have regard, amongst other matters, to- The likely consequences of any decision In the long temi Cxjr strategic goals were developed as part of a long-temi strategy to advance children's rights and equality for girts. When trustees make decisions. maximising impact for children and young people is the central consideration and considering the long-term consequences of a decision is part of this. External circumstances sometimes change and, if necessary, we adapt our plans to resF)ond to changing needs. Plan International UK has an Audrt, Finance and Risk Committee IAFRCI made up of three to four trustees. The AFRC weives ￿ular updates on Plan International UK'S financial position, monitors the pertormance of our internal and external auditors. and reviews internal linancial control, the audit proce risk management processes. the annual budget and the Trustees, Annual Report. Plan International UK'S Nominations and Governance Cornmittee is made up of three trustees. It oversee5 governance matters, including the appointment of trustees and the application of the Charity Code of Governance. Plan International UK also has a Remuneration Committee made up of two trustees. It reviews Leadership Team salaries. the annual pay review proposal and any significant changes to the pay policy and makes recommendations to the Boa￿1 for approval. Employee engagement Everyone who works at Plan International UK has the opportunity to contribute to how we work and to shape Iheir experience of working with us. This employee engagement is key to our success and the Employee SuNey completed during the year revealed an increase to our overall engagement score of 11 OA from 68% to 79%. We continue to develop our hybrid working practices and internal communications., we have active staff networks covering wellbeing, equality and gender equality., and enjoy a constructive relationship with Unite the Union. The board appoint the directors for Plan Irbternational's wholly owned subsidiaries, which are managed independently on a day- Plan Intematlona UK Trustees. Annu￿ Rerth2ff25

The need to foster the company's business relationships with suppliers, customers and others Our relationships with our stakeholders are key to our effectiveness and we embed our values in our policies and practices. We airn to put the people we work with - and for - at the heart of our work. To achieve this, we work closely with a wide range of funding and delivery partners, locally and internationally. We seek to build equitable partnerships and take on feedback to improve how we wod(. In the year ended 30 June 2025, this included 22 National Organisations, Plan International Inc la not-for-profit organisation incorporated in the USA), and their subsidiaries. Both the National (￿ganiSatIOnS and Plan International Inc have subsidiaries, usually because they are required by local regulation or tax law. Programme delivery is primarily carried out through the Country Offices of Plan International Inc. Four of the National Organisations- Brazil, Columbia, India, Indonesia - seNe as locally governed Plan International Country Offices to deliver programmes, whilst sourcing a substantial portion of their income nationally. The impact of the company's operations on the community and the environment We recognise our responsibility to promote environmentally resilient and sustainable development and we put the needs of communities at the heart of our work. Our Glol)al Policy includes a commitment to reduce direct and indirect greenhouse gas emissions by 55% by 2031 and environmental screening is carried out on our international programmes. Plan International is also a signatory to the seven comrnitrnents in the Clirnate and Environment Charter for Humanitarian Organisations. Plan International UK and the ￿MainIng National Organisations work with Country Oth'ces to design. support and seek funding for programmes. They also deliver some nationally f¢xused programmes and represent Plan International's global work through advocacy, campaigning and supporter engagement. Th8 22 National OnJanisations are the memb8rs of Plan International Inc. The Members, Assembly, which lakes place twice every year and lo which each National Organisation sends delegates, is Plan Intemationd's highest decision-making body and sets high-level strategy and direction for the global organisation. The Members, Assembly elects the Board of Directors of Plan Intemational Inc. which is accountable lo the Members, Assembly for all its decisions. The Board of Directors of Plan International Inc monitors the compliance of National Organisalions and Plan Intemational Inc with global standards, as set by the Members, Assembly. The desirability of the company maintaining a reputation for high Standards of business conduct Our reputation and public and donor trust in Plan International UK are essential lor us to deliver our purpose. Our organisational values are a vit tool in the recruitment and training of staff and are embedded in our staff appraisal processes to ensure that we maintain high standards. Our procurement and ethical policies and procedures ensure thal our values are a key consideration in our selection of partners and suppliers. Public benefit The charity's trustees have set out strategic plans and monitor against these plans to ensure that Plan International UK achieves ils objectives and provides public benefit - as set out in our governing document. These objectives include the prevention or relief of poverty, advancing education and advancing children's health, which fall under the purpose5 defined by the Charities Act 2011. The trustees have ￿ferred to Charity Commission general guidance on public benefit when reviewing plans and activities. HOW PLAN IHTERHATIONAL UK OPERATES WITHIN THE PLAN INTERNATIONAL GLOBAL FAMILY Plan International is an international development organisation that works with children, families and communities around the world. We strive for a just world thal advances children's rights and equalty for girls. The Plan International global family is organised into separate legal entities. which are active in over 80 countries around the world. Plan Intematlona UK Trustees. Annu￿ Rerth2ff25

GRANT-MAKING POLICY liquidity provided as required by Pll treasury. resulting in low liquidity risks for Plan International UK. Our reseNes policy requires us to hold sufficient funds to deal with financial shocks not anticipated in annual plans and budgets. Through its Country Offices, Plan International carries out programmes which create a better future for millions of children around the world. Most of our programmes take place in the countries where Plan International sponsored children live. Plan International UK'S funds are granted to Plan International Inc for work in Plan International Country Offices and local partners. in accordance with grant agreements and sponsorship commitments. GOING CONCERN To support the going concern assessment, income and expenditure forecasts to 2030 have been prepared. We have modelled a range of plausible mart(et, performance, and investment scenarios. Cost, investment and income plans have been brought into line for our central projections and, in all cases, we are confident that action5 could be taken to ensure our continued financial viability- Healthy reserve levels provide enhanced financial resiliency and the ability to protect programme funéing if market conditions prove more challenging than anticipated. We also partner with, and make grants to, other charities. These charities are selected based on their gov8rnanc8, values and their capability to enhance impact for children around the world. Performance 15 rnonitored closely to ensure grants a￿ spent appropriately. in line with our charitable objectives. FINANCIAL RISK MANAGEMENT Reserves and operational cash are held in current accounts or on lixed-interest deposit at banks or other institutions with high credit ratings lat least upper medium grade) as set out in our treasury and inv8Stm8nt policy. Plan International UK holds no listed or other equity investments, with the investments in subsidiaries ￿ferred to below, and no bonds or other tradable securities. Plan International UK has strong liquidity and in case of financial shocks there would be sufficient cash to sustain the organisation, whilst mitigating actions were taken. ¢lJr programme activities are majority funded by ￿$triCted income. which is secured from donors based on agreed project deliverables. Whilst our current funding pipeline remains strong we have revised forward projections in light of the UK and global aid cuts and have modelled severe downside scenarios. In downside scenarios, project deliverables would be scaled back in line with the lower income and as such, while downscaling would be required, this would not represent a rnajor risk to Plan International UK as a going concern. Most receivables relate to contracts with established institutional donors and the risk of default is considered very low. Most suppliers are paid in arrears and all substantial suppliers undergo due diligence before contracts are agreed. Foreign currency risks on ftjnding awards delivered through Plan Internalional Country Offices are managed and underwritten by Plan International Inc IPIII. Funds are typicalty passed to Pll treasury soon after receipt- Most direcl costs are denominaled in sterfing. Plan International UK does not therefore bear significant foreign currency risk and does not hold forward contracts. Our planning processes, including financial projections and ￿serveS FX)licy, have taken into consideration the current economic and political climate and its potential impact on future income. We believe thal there are no further material uncertainties that call into doubt our ability to continue to operate and meet our liabilities as they fall due. Remittances for work in Plan International Country Offices are made only once funds a￿ received by Plan International UK, wtth Accordingly. these financial statements have been prepared on a going concern basis. Plan Intematlona UK Trustees. Annu￿ Re[th2￿25 41

THE ENVIRONMENT and hekj a Renewable Energy Guarantee of Origin (FIEGOI certrfication. Energy supplied to Discovery House was only 1 OOOA renewable and REGO certrfied the wiod 1 Fetrtuary to 30 June 2025. Our UK annual energy use is reported below, in accordance with the ￿Mited ￿abl1￿Y Partnerships {Energy and Carbon Report) Regulations 2018 and the Compariies Act (Strategic Report and Directors, Report) Regulations 2013. I￿lirect ￿lssIOnS from busin￿ traver mileage are I fr(Kn exNses Clims Gov&nmenl c()nversion factors for average petrol vehicles, as exact vehicle type is not collected at source. FY25 Units FY24 Change (July 2024- June In all instances, the data is split into calendar years and the corresponding years. conversion factor is applied, then added together to give the total emissions for the reporting period. Compulsory submlsslon EneBJy 180,981 kwh 274.604 93.623 kwh consumption Indirect èmissions purchased È18Ctrieity Indiract emissions busin0&9 travel mileage Total tCO,e +7.00 tCO,* Voluntary submission of indirect emissions from tKJsiness travel, including air travel and train where 1.22 tCO,è 1.08 +0.14 tCO,e All emissions are reported as tco e Itonnes of carbon dioxide equivalentl. The intensity ratio used is full-time equivalent IFTEI employees (for both Plan International UK and Sustainable Development Directl, averaged across the reporting period. For FY25 this was 259 ￿E. &22 ￿0. +7.14 Voluntsry ¥ubmisslon Indiract 418.29 emissions- othor bu$iness travel Water supply tGO, 194.83 +223.46 The reduction in our energy usage is driven by our move to much smaller office premises from 20 December 2024.Despite this. as a REGO accredited energy contract was not in place for the first 5 months of our occupation of our new office, this has resulted in an increase in carbon emissions relating to our energy usage. 0.10 tCO,8 +0.02 ICO,e Totsl 418.39 ICO.e 19L91 +22&48 tCO,• tco 0 195.99 +￿.62 tCO.e +0.945 tCO,e Total. All W26.61 emlssions The significant increase in emissions from business travel is due to the inclusion of data for business travel undertaken by Social Development Direct employees which had previously not been included in the reFX)rt. As business travel also accounts for most of Social Development Direct& carbon emissiong, including this data. has resulted in a significant increase to the overdl cathn emissions reported this year. Emissions 1.647 tCO,el 0.702 Data provided above relates to our Finsgate office premises at 5 - 7 Cranwood Street. London. EC1V 9LH for the period 1 July to 19 December 2024 and our new office premises at Discovery House, 28- 42 Banner Street London, EC1 Y 8aE for the period 27 August 2024 to 30 June 2025. SAFEGUARDING Safeguarding and Preventing Sexual HarassmenL Exploitstion and Abuse (PSHEA) Plan Ir)ternational is fully committed to providing a safe and supportive environment for all those that come into contact with our organisation - whether as a programme participant, employee, volunteer or associate. Data for energy and water usage has been calculated directly from meter readings and calculated based on the floor space occupied wthin the Finsgate arKI Discovery H(xJse txjildir Energy supplied to Finsgate was 1tMJ% renewable Plan Intematlona UK Ttustees. Annu￿ Re[th2￿25

The implementation of our Safeguarding and PSHEA policies is delivered through our holistic framework of tools and procedures, awareness raising, safe recruitment and engagement, trwning and capacity building, risk management. assigned safeguarding responsibilities for individuals associated with the organisation. clear reporting and resF)onding requirements and process. a set of comprehensive standards and a strong safeguarding culture and leadership. delivered through Plan Internation￿ Country Offices. These cases were managed by Plan Intemational's Global Safeguarding team and relate to incidents involving Plan Inlernational Country Office staff, volunteers and a550ciates. ot the 15 reports related to our international programmes". 1 case was investigated and confirmed as sexual harassment as defined by our PSHEA licy. This resulted in one staff member being dismissed. This case was also referred to the local authorities for investigation. 5 cases were found to be breaches of our Saftyuarding wlicy which w)tentidty could have created unsafe environments for children and/or programme participants but resulted in no harm. These included the use of images in reports or on ￿la1 media that could have revealed the identity andlor location of a child, loss of personal data relating to sponsored children. )p￿jpnat8 ￿tionS have teen taken to aV￿d ary r￿Un￿nCe of simiLar breaches in the future. 2 cases related to welfarelpersonal safety concerns. Appropriate actions were tak8n to ensure thè safety and wèllbeing of the programme participants impacted. 3 cases were found. after initial fact-finding not to be safeguarding incidents. 2 c￿$ were investigated but the findings were inconclusive, and no further action was taken. 2 cases were found, after initial fact-finding, not to implicate Plan International staff, associates or external partners. These cases were, th￿Efore, referred to appropriate third parties. Every other year, all Plan entities are required to undertake a self-assessment against Plan's Safeguarding and PSHEA Standards. Plan UK achieved 98DA compliance against the standards. As a result of this self-assessment. we are focusing on strengthening our safeguarding practices in relation to online safety of the young people we work with in the UK and the use of images in our external. fundraising and donor communications. Safeguarding cases in 2024125 We received 26 reports as follows.. 11 reports related to our UK operations 15 reports related to our international programmes This is an increase from the number of reF)Orts received in FY24 when 20 reports We￿ received. UK operations Of the 11 reports made related to our UK operations: 10 were found to be breaches of our Safeguattling Folicy which potentialty couhj have created unsafe environments for children an￿or programme participants but resulted in no ham). These included unapproved communication by sponsors wtth SKK)nsored children. the use of images in reports or on social media that could have revealed the identty andlor location of a child. Appropriate actions have been taken to avoid any reoccurrence of similar breaches in the future. 1 was not related to Plan International UK s programmes or operations. Thi5 case was refe￿j to an appropriate third paty to frlk)w up. MODERN SLAVERY We are comrnitted to making sure that our activtties and our decisions do not in any way contribute to modern slavery in any of its foms human trafficking. slavery, servitude, forced and bonded labour. Our annual Slavery and Human Trafficking Statement is published on our website, and we are registered on the Government's Modern slavery statement register. Intemational programme$ These reports relate to programmes which are funded by Plan International UK but are Every day we see millions of children held back from reaching their full potential by poverty. violence and in￿L￿ty. and we see how gids are Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

disproportionately affected. Modem slaw is one of the most extreme examples of these denials of basic rights and we see the fight against it as fundamental to our purpose: to make sure that all children can grow up enjoying their rights. gender and inclusion. It works to build inclusive ieties in whth all women, men, girfs and boys are valued and empowered to make choices at(>ut their own development. It provides swices ranging from technical advice and support- programme management; helpdesks; research. and, monitoring and evaluation. Results from SDDirect are consolidated into Plan International UK'S group financial statements in accordance with the requirements of Financial Reporting Standard 102. The Directors of SDDirect comprise two members of Plan International UK'S Leadership Team, one Plan International UK TNstee, two senior managers at SDDirect and one independent non-executive director. We therefore welcome this chance to affimi our commitment to doing all we can to prevent modern slavery. FOSTER PARENTS PLAN INTERNATIONAL (UK) LTD Plan International UK has a subsidiary company INote 12 of the financial statements). Foster Parents Plan International (UK) Ltd IFPPI UK). to carry OLrt trading activities on beham of Plan International UK. In 2024125 SDDirect's turnover was £6,933,000 12023124= £8.085.0001 and booked a loss of £452,54612024 £517,000 profit). All taxable profits a￿ donated to Plan International UK under a deed of Covenant. FPPI UK'S results are consolidated into Plan International UK'S group financial statements in accordance with the requirements of Financial Reporting Standard 102. As at 30 June 2025, the directors ol FPPI UK comprised three members of Plan International UK'S senior management. Plan International UK owns 100% of the issued sharè capital1£21 of FPPI UK. The financial performance for the year was r￿ativelY impacted by the announcement that the UK'S ODA spend will be cut from 0.5Yo to 0.3% of GDP. The impact of this was delays to FCDO procurement and éxisting programmès being cut. As a result of this the company undertook a ￿$trUCtUring in order to ￿duce the headcount by 12 positions going into the next financial year. Operating costs include redundancy payments of £94,250. In total these factors resulled in a loss for the year of £452.546. The activities of the trading subsidiary include I￿enSIng of the use of Plan InternatK)nd trrr to third parties, primarity corFX)rate partiws of Pkn Intemabc)al UK, and cwrwng cmjt other nc*FFMmary purpose trading activities. Turnover of the trading subsidiary in 2025 was £35,00012024'. £42,000). The SUb￿lary'S taxat4e profits undera deed of covenant to Plan Internationd UK. In 2025 this was £29,00012024.' £33,000). As a consequence of the loss, the company finished the year with a balance sheet showing Net liabilities of £3,201. Based on forecasts, and a minimal fixed cost base, the directors are confident that FPPI UK remains a going concern. Social Development Direct is a 100% subsidiary of Plan Intemational (UK). All of the subsidiary's profits since acquisition in March 2020 have been donated to Plan International UK under a de￿1 of covenant and as such SDD has not accumulated profrts over this period. SOCIAL DEVELOPMENT DIRECT UMITED Social Development Direct Limited is a wholty owned subsidiary of Plan International UK, which was acquired on 10 March 2020. As a social enterprise, Social Development Direct aims to further Plan International UK￿ charttable purpose5 and achieve a financial return on investment. Funding a￿angeMentS are in place from Plan International (UK) to Social Development Direct Ltd to ensure that it will be able to meet Tts liabilities. The Directors are confident that the company will return to profitability in the Ix)ming financi￿ year, arKJ tt is on this basis that the accounts are prepared on a going concem basis. SDDirect is a leading provider of high qualty, innovative and expert social development assistance and research services, specialising in Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

LEGAL AND ADMINISTRATIVE INFORMATION TRUSTEES CHARITY NAME Baroness Liz Sugg Chair (appointed 22/05/251121 Professor Sir lan Diamond (former chair, resigned 221051251 Meredith Niles- Deputy Chair & Chair of the Nominations & Governance Committeel31 Beverley Tew- Chair of Finance, Audit & Risk Committee & Remuneration Committee Mike Andersonlll Sarah Ansah Nanna Chidi-Emmanuel John Good lappointed 30106125WII John Ken41.41 Hope Mbuthill Emily Middleton John Plastow (appointed 301061251 Cathy RileV21 Minal shah￿-1 Marie-France Van Heell61 Mike Wade (appointed 30106r25WI1 Haysmac LLP (first appointed 24 February 20211 Plan International lUTrQ CHARITY REGISTrATION NUMBER 276035 COMPANY REGISTRATION NUMBERS Plan International UK.. 1364201 Social Development Direct- 03846881 Foster Parents Plan International IUK).. 02457093 REGISTERED OFFICE Discovery House, 28-42 Banner Streét, London, EC1Y 8QE INDEPENDENT AUDITORS LEADERSHIP TEAM Rose Galdwell - Chief Executivd4.$1 John Lockett - Director ol Finance and rr(4.9.71 Tsungai Mahumucha- Director of International Programmes Nick Radmore- Director of Fundraising and Supporter Engagement Cheryl Richardson - Director ol People and Culture Kathleen Spencer Chapman- Director of Influencing and External Affairs 111 Memberof the Audit. Finan￿ and Risk C4)mmrttee.121 Mernberotthp NorrNnati(xis arKI [knerna￿ CoTnmitt.131 Member ofthe RernUnerat￿n Committ,141 Directorol Devek￿￿t Trrect.. resign&1 18 May 2025, [51 Directorol Foster Parents Han Interm￿0￿&1, 161 Board Safwwding Lead. tTJ Ctynpanys￿t*Y Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

STATEMENT OF TRUSTEES. RESPONSIBILITIES The tnjstees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company s transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and the group and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charrtable company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other iwularities. The tNstees Iwho are also directors of Plan International UK for the purposes of company lawl are responsible for preparing the Twstees, Annual Report lincluding the Strategic Report) and the financial statements in accordance with applicable law and regulation. Company law requires the trustees to prepare financial statements for each financial year. Under that law the tnjstees have prepared the financial statements in accordance with United Kingdom Accounting Standards, comprising FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland", and applicable law (United Kingdom Generally Accepted Accounting Practice}- Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of the affairs of the charitable company and the group, and of the incoming resources and application of resources, including the income and expenditure, of the charitable company and group for that period. The trustees are responsible for the maintenance and integrity of the charitable company's website. Legislation in the Uniled Kingdom, governing the preparation and dissemination of financial statements, may differ from legislation in other jurisdictions. STATEMENT OF DISCLOSURE OF INFORMATION TO AUDITORS In the case of each director in office at the approval date and in accordance with section 418 of the Companies Act 2006: In preparing these financial statements, the trustees are required to.. Select suitable accounting policies and then apply them Consistently. Observe the methods and principles in the Statement of Recommended Practice.. Accounting and Reporting by Charities120191. Make judgments and estimates that are reasonable and prudent. State whether applicable UK Accounting Standards, comprising FRS 102, have been followed, subject to any material departures disclosed and explained in the financial statements., Prepare the financial statements on the going concern basis. unless it is inappropriate to presume that Ihe charitable company will continue in business. So far as the trustee is aware, there is no relevant audit information of which the company's auditors are unaware,. and The trustee has taken all the steps that they oughl to have taken, as a trustee, in order to make themselves aware of any relevant audit inforrnation and to establish that the company's auditors are aware of that information. The Trustees, Annual Report, including the Strategic Report, was approved by the Board of Trustees on 7 October 2025 and signed on its behalf by Baroness Sugg Chair, Plan International UK Date: 16 October 2025 Plan Intematlona UK Ttustees. Annu￿ Re[th2￿25

CO￿NIs hroughwt thls ex[￿er￿e I have found new ways to lead change in my community," explains 15-year-old Mrtzy trom Peru. After taking part in a Han Internationa project to prevent gerKler-ba5ed wolence, she now runs w(KksfKJps in lr fhfy)l io ￿Ucate othw&

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS AND TRUSTEES OF PLAN INTERNATIONAL UK 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 tnjstees. use of the going concern basis of accounting in the preparation of the financial statements is appropriate. OPINION We have audited the financial statements of Plan International UK for the year ended 30 June 2025 which cornprise the Consolidated Statement of Financial Activities, the Consolidated and pa￿nt Balance Sheets. the Consolidated Statement of Cash Flows and notes to the financial statements. including a summary of significant accounting policies. The linancial 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). Based on the work we have performed, we have not identified any material uncertainties lating to events or Conditions that, individually or collectively. may cast signrfi¢ant doubt on the group's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. r responsibilitiès and the r8sponsibiliti8s of the twstees with rèspect to going concèrn ar8 described in the rèlevant sections of this rèport. Other information The trustees are responsible for the other infomiation. The other infomiation comprises the infomiation included in the Trustees, Annual Report. Our opinion on the financial statements does not cover the other information and, except to the extent othe￿iS8 explicitly stated in our report, we do not express any form of assurance conclusion thereon. In our opinion. the financial statements: give a true and fair view of the state of the group's and of the parent charilable company's affairs as at 30 June 2025 and of the group's and parent charitable company's net movement in funds, including the income and expenditure, for the year then 8nded- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice,. and have been prepared in accordance with the requirements of the Companies Act 2006 In connection with our audit of the financial statements, our ￿8[K)nsIbIlity is to read the other inlomiation and. in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or othernvise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstaternent in the financial staternents or a material misstatement of the other infom)ation. If, based on the work we have perfomied. we conclude that there is a Basis for opinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those starbdards a￿ further described in the Auditor's responsibilities for the audit of the financial statements Section of OLJr reF)Ort. We are independent of the group in accordance with Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. of company law are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement. whether due to fraud or error. Opinions on other matters prescribed by the Companies Act 2006 In our opinion. based on the work undertaken in the course of the audit-. the information given in the Trustees, Annual Report Iwhich includes the strategic report and the directors. report prepared for the purposes of company lawl for the financial year for which the financial statements ar8 prepared is consistent with the linancial statements., and the strategic report and the (Jirectors, report included within the Trustees, Annual Report have been prepared in accordance with applicable legal requirements. In preparing the financial statements, the trustees are responsible for assessing the group s and the parent charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or the parent charitable company or to cease operations, or have no realistic alternative but to do so. Mattèrs on whieh we are required to report by èxception In the light of the knowledge and understanding of the group and the parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees, Annual Report Iwhich incorporates the strategic report and the directors, report). Auditor's responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether duè to fraud or èrror, and to issue an auditor's reFX)rt 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 emr 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. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 require us to reFM)rt to you if, in our opinion: adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us- or the parent charitable company financial statements are not in agreement with the accounting records and returns,. or certain disclosures of trustees. remuneration specified by law are not made: or we have not received all the information and explanations we require for our audit. Irwularrties, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above. to detect material misstalements in respect of irTegularities, including fraud. The extent to which our procedures are capable of detecting i￿egUlarities, including fraud is detailed below.. Responsibilities of trustees for the financial statements As explained more fully in the trustees, responsibilities statement set out on page 46, the trustees Iwho are also the directors of the charitable company for the purposes Based on our understanding of the group and the environment in which it operates, we identified that the principal risks of non- compliance with laws and regulations related to company and charity law in England and Wales Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 49

and compliance with regulations relating to the safeguarding of beneficiaries. We considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006 and the Charities Act 2011. as well as compliance with the taxation environment. with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instsnces of non-cornpliance. The risk is also greater regarding irregularities occurring due to fraud rather than error. as fraud involves intentional concealment. forgery. collusion, omission or misrepresentation. A further description of our responsibilities for the audit of the financial statements is located on the Financial Fleporting Council's website at.. f This description forms part of our auditor's report. We evaluated management's incentives and opportunities for fraudulent manipulation of the financial staternents lincluding the risk of override of controls), and determined that the principal risks were related to posting inappropriate journal entries to rnanipulate revenue recognition and management bias in areas of accounting estimate. Use of our report This reFXIrt is made solely to the charitable company's members. as a body. in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might stat8 to the charitable company's members 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 anyonè other than the charitabl8 company and the charitable company's members as a body, for our audit work, for this ￿pOrt, or for Ihe opinions we have fomed. Audit procedures performed by the engagement team included.. Inspecting coThespondence with regulators and tax authorities; Discussions with management including consideration of known or suspected instanc8s of non-compliance with laws and regulation and fraud., Review of minutes of meetings; Evaluating management's controls designed to prevent and detect irregularities.. Identifying and testing journals, using data analytics to focus testing on higher risk entries; and Challenging assumptions and judgements made by management in their critical accounting estimates Steven Harper For and on behalf of Haysmac LLP, Statutory Auditors Because of the inherent limitations of an audit, the￿ is a risk that we will not detect all irregularities. including those leading to a material misstalement in the financial statements or non-compliance with regulation. This risk increases the more that compliance 10 Queen st￿et Place London EC4R 1AG Date: 16 October 2025 Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES IlncorFK)rating the income and expe￿drtU￿ accounts) lor the year ended 30 June 2025 Note Unrestricted Restiicted fun(ts funds %Y25 Unyestricted Restricted fund$ funds 2024 Totsl INCOMEFROM: Donatlons Sponsorship GfftAd 13.380 13.3 14,278 14,278 3.256 3.256 3,320 3,320 Other donations and appeals 8,642 3.857 12.499 10,056 9,260 19,316 25.278 3057 29.135 27.654 9.259 36.914 Charltablè aetlvttl•s Institutiona donors 18.420 18.¥20 15,386 5,198 20,584 20.584 8.107 1,248 15,386 Major partnerships 6.350 6.350 5,198 24.770 24.TIO Tr•dlng ¥¢t1vI￿•S Oth•r 6.967 6.967 8,107 1,246 Total incom• 33.OS4 •W26 61. 37,(M) 29,844 66.853 EXPENDITURE ON: Raising funds Charltable actlvlti 9,719 32 9,751 7,952 28,513 io 24,125 27.760 51.884 30,625 59,138 Olher Total *xp•nd￿urn Net Incomelloxpendlturel Transfers betWOon funds 27.7V2 61.635 36,951 58 30,635 e7.580 17911 17331 (7SNJ) Funds brought forward Funds cathed fonv8rd 17 13,137 3.880 17,017 13,079 4,671 17,750 17 12,347 4.714 17JX2 14137 17,017 All in¢om$ and $xpenditure relate$ to ¢ontinving a￿1vIll&s. Thwe ars no recogniwd gains orlossos other than those included above and therefore no separate statement ol comprehensive income has been prepared. There is no material difference between the net income and rrovement in lunds stated above and thwr historicJ cost equivalents. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 51

CONSOLIDATED AND CHARITY BALANCE SHEET Ilncorporating the income and expenditure accounts) for th8 year ended 30 June 2025 As at 30 Jun8 2025 Notes Group 2024 Charity Charity 2024 Fixgd assgts Tangible as58t$ Intanglble ass8ts Investments 10 764 179 96 11 669 303 509 12 700 1,706 Total fixed assets 2.311 Debtors 13 9.904 11,736 9,546 10,700 15,150 Cash at bank and In hand, 14,67T 15,550 14,190 Totsl current assets 24A 27,286 23,no 25,850 Current liablllties Creditors.. amounts falling due within ona y•ar Net current assets 14 18.354) 16227 110,84n 16.439 17,4151 18.322 19,7761 18,074 Total a88et8 le88 current liabllllie8 17294 1232) 17,082 17.287 12701 17,017 18,011 12321 17,rn 11385 12701 11115 Provisions for Ilabillties 15 Totsl not a$$¢t8 Fund8 General funds 17 11.281 11,879 1,258 11.375 11,923 2,312 14235 3,880 14115 Designated funds Unrestrfcted funds 17 1,087 17 11348 4.714 171 13.137 3.860 13,084 4.714 17,779 Restrlctsd funds 17118 Totsl lund• 17 17,017 Icash at bank and In hand Indudé9 stsKi.twmdyottg G4 elO,784,IOJ (2023.. e4.(K*J,coJ) The total in¢ome of the Charity lor the year wa$ t54,761,rMxi p024.. t58,932.rA)01 and the ch8rity'$ net deficit was £334,00012024.. deficit £506,OQX)l. The notes on pages 54-74 fom) part ol the financial ststements. Approval and authorisation for issue of the financial statements pages 51-74 was dewted by the Board of Trustees to the b81ow trust88s on 7th Octobef 2025, who have &gn8d on their behall. Baroness Uz Sugg Chair of Plan Internation￿ UK Beverfey Tew Chair of the Audit, Finaneè and Risk Committee Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

CONSOLIDATED STATEMENT OF CASH FLOWS For the year ended 30 June 2￿24 Cash flow5 from opgrating activrtie& Net cash loutflowllinflow frorn operating Èctiviti&% Cash flows from InVes￿n0 aetfivfitles: Interest received 1573) 11,9031 590 Purchase of property, plant, equipmenl and intangibbassets Change in ¢ash arKI cash equivalents in th? year changè In eaah and ￿u1V#1&nts duo to•xehang8 ratè movèmènts: Exchangè rate galnlllossl Cash and cash equlvalents at the beginnlng of th• y•ar Cash and cash equivalents at the end of the year (742) 251 12451 11.5581 1148) 15.550 14.677 1181 17,126 15,550 Re¢onciliatlon ol net Income to not cash flowsfrom operallng actl¥lli N8t incomè for th8 year Forèign èxchang8 Igainwoss Interest received 17311 18 1589) 523 15901 496 Depreciation and amortisatKJn cha Decreaselllncreasel In debtors IDecreaseVlncrease In creditors (Decrèase) in provisions Not cash inflowlrom oporating aclfvlii•s 14,7011 3.788 12,4941 11821 1574 Plan Intematlona UK Ttustees. Annu￿ Re[th2￿25

NOTES FORMING PART OF THE FINANCIAL STATEMENTS Icl Fund accounting General fvnds are unrestricted funds that are available for use at the discretion of the trustees in furtherance of the general objectives of the Charrty and which have not been designated for other purposes. I. ACCOUNTING POLICIES t*signated funds comprise unrestricted funds that have been set aside by the tnjstees for particular purposes. Plan International UK has two designated funds-. the fixed asset fund and the Social Oeveloprnenl Direct Fund Isee note 171. {a) Basis ol preparation The financial statements have been prepared in accordance with the Charities Statement of Recommended Practice ISORPI, 'Accounting and Reporting by Charities, published in October 2019, the Companies Act 2006, the Chanties Act 2011 and applicable UK accounting standards. including FRS 102. The Fixed Asset Fund represents the nèt book value of tangible and intsngible fixed assets originally funded from General Reserves. The transf8r made between the generJ and designated funds represent capital additions less depreciation and amortisation charyes and dispos￿ losses. The financial statements have been prer)ared on a going concern basis under the historical cost convention. Under 'Going Concern. on page 42 the trustees state that they have reasonable expectation that there are no material uncertainties that call into doubl our ability to continue in operation and meet our liabilities as they fall duè. Consequently, the trustees have a reasonable expectation that the Group will continue in existence for al least the next 18 months and, the￿10￿, have adopted the going concern basis in preparing these financial statgmgnts. The Social D8velopment Direct Fund represents n&t current asset value of the trading subsidiary. Re51ricled funds are fvnd5 that are to be used in accordanc8 with specific reslrietions imposed by donors or which have been raised by the Charlty for particular purposes. Expenditure is charged against the specihc fund in accordance with donor rules. anatysis of thgsg hjnds is set out in note 18. The Charity has adapted the Companies Act fomiats to reflect the Charities SORP and the special nature of the Charity's activrties. The principal accounting policies are sel out below and have been applied consistently throughout the current year and the comparative year. Idl Income AJI income is includ&J in the SOFA when the Charity is legally entitled to the incom8, receipt is probabl8 and the amount can be measured reliably. Donatlons and legacles Income from sponsors is accounted for on a r￿￿pts basis. {bl Basls of consolldatlon Thè consolidat￿ statement of financial activtties ISOFAI, group balanc8 sheet and stat8m8nt of cash flows consolidate the financial statements ol the Charity and its wholly-owned subsidiaries Foster Parents Plan International UK Ltd and SDDirect. The financial statemenls of the subsidiaries are consolidated with the Charity on a lin&by-line basis. Transactions and balances between the enttties are eliminated on consolidation. Details on the subsidiaries artr given in Note 12. Incomg from Grft tax reclaims on donations Is rwnised on an accruals basis. Al donations ar8 vered under a valid Gift ￿'d declaration. Other donations and appeals income includes income from Plan Ltd la wholly owned subsidiary of Plan International Inc, see note 31, corporates, trusts, foundations arKI major donoT5. This is accounted for ￿ a ￿eipts basis and/or on an accruals basis as per Ihg ¢ondrtions of thg ¢ontra¢ts and the charity SORP. As per the charity SORP, legacies are accounted for on an accruals basis. No sgparate SOFA has bggn pr8sgnted fr)r the Charity alone, as permitted by s408 of the Companies Act 20(￿. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

Pecuniary legacies are recognised once probate has been granted and nottfication of entitlemenl has b￿n received. Residuary legacies are recognised when probale is granted and there is sumicient Information to value them and any condttions attached to the legacy are either within the control of the charity or have been met. An allowance is made against the amounts receivable to refl￿t the uncertainty inherent in estate administration. Trading activit*s Income from trading aclivities is accounted for on an accruals basis and represents and the amounts charged to customers for g¢)ods and services suppli8d through FPPI UK and Social Development Direct Ltd. excluding VAT (see Note 61. Rental income Rental income represents income from sub- tenants which shared the Finsgate building with Plan International UK as their landlord and was recognised on an accnJals basis. Charitable 8ctiviknes Income from charitable activities is earned under grants and contracts with governments. other agencies, corporates, trusts and loundations, and major donors for the specific provision of gocK4s and services in the furtherance ol our purpose. lel Expenditure AJI expenditure is accounted for on an accruds bas58 and is classified in the SOFA according to the activity lo which it relates. Diwt costs, including attributable staff costs. are allwated on an actuals basis to the key strategic a￿aS of activity. Grants that yovide core fvnding. or are of a general nature, ar8 included as 'Donations'. Grant and contract income is accnjed once all conditions that would permit entitlement have been mel. Where payments are received in advance of this point, they are held on the balance sheet as del&rred income. Expenditure on chantable activities includ8s both costs incurred directly by Plan Intemalional UK and grants payable to Plan International Inc and to partner OTganisations in furtherance ol Plan International UK'S charitable objectives. Grants payable are accounted for once ￿1 conditions that would limit recognition of the funding commltment have been met. Expendituro in ￿latiOn to Gifts in Kind is re￿nised on distribution to country officgs, for goods. or at the point that a swvico is rgceived by Plan Intemational UK. Income earned under contracts with donors where payments are contingent on the achievement of pre-agreed results is recognised in line wrth achievemgnt of these rgsults. Where it is probable that total contract costs exceed total contract income, the expected deficit is recognised immediately. Income and expenditure in relation lo these contracts are recognised within restricted funds, with any surplus or deficit shown as a transfer lo or from unreslricled funds. Support costs. such as govemance, general management, financial management, information technology, human resource5, and facilities, are allocated between activities on the basis ol staff mb&s (x) ttThe act￿rt￿ during the period. Glfts In Klnd Gifts in Kind donated for dlstribution lo beneficiarie8 ar8 included at fair vaug and recognisgd as income from charrtabla activities when they r8c8iv8d. Goveman¢8 costs are the costs assoclated wlth thg govgmance arrangements ol Plan International UK and include an estimatè of management time spent on strategic activities as well as direct costs associated with governance. Gifts in Kind also include seNices received in relation to campaigning, fundraising and professional advice. These have been included within 'Donations' at fair value al the time that the service is received. In accordance wtth the SORP, no amounts are included in the financial statements for services donated by voluntews, although their work is considered vrtaj to the activities of Plan International UK. lfj Penslon costs Pension contribLrtiOns paid by the Chartty in respect of ernployee5 to a defined contribution scheme are charged to the SOFA as they become payable and are all¢xated to the sam9 funds as the salary costs to which they relate. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

{gl Operating leases Operating lease rentals are charged to the SOFA on straight-line basis over the life of the leas& Ikl Provisions lor liabilities Provisions lor future liabilities are recognised when Plan International UK has a legal or constructive nancial obligation as a resutt of a past event for which rt is probable that a transfer of economic txneffts will be required to settle the obligation. and where the amount can be reliably estimated. {hl Tangible fixed assets and depreciation Fixed assets are stated at cost less accumulated depreciation. Items costing less than £3.000 are not capitaised. 11) Foreign currencies Transactions in foreign currencies are recorded at the monthly book rate at the date of the transaction. Monetary assets and liabilities are retranslated at the rate of exchange at the balance sheet date. All exchange dJfference5 are taken to the SOFA. Depreciation for all fixed assets is calculated on a straight-line basis to write off the cost ol the assets over their estimated useful lives as lollow& L8asehold property improvements Office equipment Lease period reM￿nIng 5 years Im) Company status Thg Charity is a public benefit entity and a company limited by guarantee. The members of the Company are the trustees named on p 42. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £10 per trustee. Computer hardware 5 years The carying value ol fixed assets is reviewed annually lor impairment if events or changes in circumstances suggest that their carying amount may not be recoverable. In) Taxation status Plan International UK 15 8 rtgi5tered charity within the d8linilion of Section 202 01 Corporation Tax Act 2010 and is thus exempt from taxation on its charitable activities. The tradin9 subsidiaries of Plan Intemational UK. Foster Pa￿ntS Plan Intgrnational UK Ltd and SDDirect each make a charitable donation leaving no UK corporation tax payable. These donations are made under deeds of covenant and are therefore accrued in lull at y8ar-end. {51 Inlanglble a88et8 and amortlsatlon Intangible as881s a￿ stated at cost less accumulated amortisation. Amortisation for all intangible assets is cJculated on a straight-line basis over their estimated useful lives as follows.. Computer software Goodwill Irrecoverable VAT is not separately analysed and is arged to the SOFA when the expenditure lo which rt Telates Is in¢uTred OT invoiced and is allocatèd as part ol the eXperKlitU￿ to which il ￿lates. 5 years U) Flnanclal Instruments Plan International UK has financial assets a￿1 liabilitiès that qualify as basic financial instrum8nls. They ar8 measured as follows.. 1018usiness cornbinations Business combinations are accounted for as an acquisition. The cost of a business combination is the fair vdue of Ihe consideration paid and payable plus the costs directly attributable to the business combination. Where the consideration paid and payable exceeds the value of the net asset5 acquired, goodwill arises on acquisltion and is disclo￿1 in the consolidated balance sheet. 'Go(*lwill' is an intsngible fix9d asset which is amortised over its useful lrfe. GcK)dwill is reviewed for impamient at each bpjance-sheet date. Cash Cash held at bank and in hand Initially at settlement amounl after any trad8 discounts. Subs6quenlty at cash or other consideration expected lo be received. Debtors Initially at settlement amount after any tradè discounts. Subs8quenlty at cash or other Consideration expected to be paid. Creditors Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

In accordance with FRS 102. intangible assets acquired as part ol an acquisition are only recognised separatety from goodwill where it is probable that the expected future economic benefils that are attributable to the asset will flow to the entity,. and the Cost or value of the asset can k measured reliably. Cost allocation The cosl allocation methodology requires judgement as to what are the most appropriate bases to use to apportion 5UPPOrt costs; these are reviewed annually for reasonableness. Support Costs are allocated as explained in policy 1d. Locally received income Locally received income is income where the contract signatories are the donor and the relevant Plan International country ottice. However, the de facto fund manager is Plan International UK, who provides support and oversight to the country office. The income arising from such awards is thus recognised by Plan International UK. Incoma from charitable activities is detsil&l in accounting licy 1d. {pl Critical accounting judgements and key sources of estimation uncertainty In the application of the group's accounting policies. the trustees are required to make judgements, estimates and assumptions about the carrying amount5 01 assets and liabilities that are not readily apparent from other sources. These judgements, estimates and assumptions are mad& based on a combination of past experience. professional expert advice and other relevant evidence Sponwrship Ghild sponsorship is judged to be unrestricted income and not restricted to a particular caus8 because it is wholly aligned with the charity's objects. Sponsors have a one-to-one connection with the child they spon50r and donations are usad lo fund vitsl projects. baneliling whole communities in the country where the sponsored child lives and therefore it is rea80nable to ag888S the income as unrestricted. The Iruslees consider that there are no key sourc8S of estimation uncertainty as at 30 June 2025. however the following critical accounting judgements have been identified below.. Revenue recognltlon Due lo the range and complexity of the group funding streams, revenue recognition is deemed to be an area that requires judgemgnl to appropriate apply the income accounting policies explainod in accounting policy 1 d. 2. INCOME BY REGION: ORIGIN OF DONOR unrn8trIet￿ Rèstriet funds funds 21)26 unrèstrict￿ R•$triet•d funds funds £000 2024 Totsl £oc#) UK 20.278 53.331 37,009 21.912 58,921 1,449 Europè IExcl.UK) Amèricas 893 1.449 6,480 6,480 Asia East and SoLrth Africa West and Central Afri Totsl 28.626 61,6 37.(KB 29044 fj6.8S3 Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

1. DONATIONS Unr•stricted Rèstrieted nds fund$ 21)25 Unrèstricted Restricted funds funds 2024 Total £oc Sponsorship GtttAd 13.380 13.380 14,278 14,278 3.256 3,320 3,320 Dlsasters Em8rg8ncyCommrtt88(DEQ Plan Ltd 2,376 2.376 2,750 8,059 8,059 4,82S 2,750 4,825 Other individual giving Gitls, Fund 1.216 409 1,625 1,136 391 1,527 643 595 643 L8gaci88 Emargancy appèals Major dOn￿S Corporates, Peoples Postcode Lottery IPP Trusts and foundations 1.228 158 611 167 778 319 319 125 125 195 195 3,1 3,100 99 Totsl 25,278 3,857 4136 27,654 9,280 ¥914
2. CHARITABLE ACTIVITIES: INSTITUTIONAL DONORS al Included in incoming resources from charitable a¢livltie8 are gran18 from Ihe following In8titutSonal donors: Unr•strlcted Reslrbcted lund8 nds •)26 Unrnstrfcted Rostrlcted Total funds funds tTr)o Tot•1 Education Cannot Wa 3.508 3,490 3.430 3,490 3,430 3,254 2,798 UN Agencies World Bank 3,118 3,118 4.692 3,206 3,254 2,798 Foraign, Commonwadth & Development Office IFCDOI European Commiwon IECI Start Fund 498 1.073 1,073 1.529 1.529 1.307 845 Global Partnershlp for Education 1,307 European Civil Protection and Humanitarian Aid Operations (ECHOI Other 172 172 528 528 324 324 Total 18,420 IW 15,386 14386 Plan Intematlona UK Ttustees. Annu￿ Re[th2￿25

b) The following table summarises all contributions from the UK Foreign. Commonwealth & Development oifice {FCDO) in the year ended 30 June 2025 totalling £3.206.000 {2024: £2.798.000) 2024 Total £0 Totsl Country Projècl name mbabwe pporting Adolescent Gids, Education &Jpporting Adoles¢enl Girfs Education ISAGE)11 Programme SAFE Adapted GALS trining project Gender Based Vi(Aence Fund 131 Zimbabwe 2,255 1,584 mbabwg 127 21mbabwe 53 Sierra Leone Girls Education Challenge FCDO Schule Bore I{￿alty Schoo ELRHA Data Driven Inclusi Tanzania 281 334 Indonesia Indonesia ELRHA Dissemination Grant 16 UK Promoting Equajities Region￿ Programme NENTAD Protection in NLNtt) East Nig8wia Access to WASH Nlgerla Sudan South Sudan AHRC Protection Re5eaTch 145 Total 2,798 5. CHARITABLE ACTIVITIES: MAJOR PARTNERSHIPS Unw•striet•d A•strtet•d lund¥ lurKI$ 2023 Unr•8trfetod R•strfcl Totsl lund¥ funds £￿0 Total Corporates Trusts and foundation51 3.775 3.775 2.885 2,885 1,970 230 2.003 1.970 Major donors1 Corporate Gifts in Klnd Totsl 230 87 87 113 113 6,350 6,350 5,198 5,198 6. TRADING ACTIVITIES AND OTHER INCOME al Trading activities Unr•strictod Rostrlctsd lund¥ Yunds IUI25 Unr•strlct•d Aèstrfct•d fund$ fund5 Totsl Programrnatic trading income Other trading income Total 6.933 6.933 8,Cfj5 42 8,065 42 8.107 107 b) Other Income Unrestricted fund5 Restricted fund$ 20￿ Unrestricled Restricted Totsl funds funds £￿0 2024 Total Rental income 217 217 656 656 Investment income 589 590 Other Incom8 Total 1246 Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

1. TOTAL EXPENDITURE al Analysis of total expenditure Total Expènditurè 21Y25 Grants paid stsfl Dlr•et costs Support Costs Totsl £oc#) Expènditurè on raising funds Institutional donors 549 62 429 1,040 7,055 1,656 9.751 Public fundraising Major partnerships 1.747 889 3,828 44 1,479 723 185 2,631 Expenditure on charitable actlvliles Long Term Development SexuJ and Reproductive Heahh and Rights Health and Nutrition Inclusive Quality Education Prot8¢ti()n Irom Violencè Youth Employment and Ent￿preneUrship Other 17,825 1.503 277 2021 271 1,121 105 213 428 22,528 1,990 1,054 7,528 525 8,940 2,491 17.385 8,906 6,846 778 853 2.181 2,405 505 59 6,099 430 421 44 22 29 7.412 2.105 14.597 1233 7,488 635 5.720 496 661 50 729 746 176 282 71 500 139 Humanbtarlan Protection In Humanitarian Action Education in Ernergencies Sexud Health and Rights Other 972 287 498 247 24 25 383 44 48 51 Environmènt and Rè$ili•ne• Programm•$ Advocacyi poli￿ and Campaignlng Work SDD charitable activities 122 18 420 1,126 2,729 34W4 1912 3,803 51.884 Other expendlturg Rental costs Trading activlty ¢osts Sub totsl Reallocation ol salarièsi Totsl 34234 12.098 2.572 34234 14.670 8,870 61.&35 12,5721 1861 870 61.& Totsl Expenditure 2024 Direct Support Costs 2024 Totsl £oc#) pald costs Expenditure on raiwng fund8 Institutional donors 521 450 1,007 5,041 1,915 Public fundraising Major partnerships 1.459 937 2,005 77 1,576 901 1917 1118 2,927 Plan Intematlona UK Ttustees. Annu￿ Re[th2￿25

Expenditure on charitable activities Long Temi Development Sexual and reproductive health and rights Health and Nutrition 14464 5.725 4.197 2.394 1316 732 764 18.588 7,037 5,774 3,164 1,261 291 289 989 351 237 Inclusive Quality Education Protection from Violence 346 294 130 132 33 52 Youth Employment and Entrepreneu￿hiP Other 220 27 90 73 45 1,092 Humanitarian 24.351 15,934 7,077 734 970 1.191 780 Protection in Humanitsrian Action 1,651 752 645 19,010 8,465 862 Education in Emergencies Sexual Health and Rights Other 289 347 70 23 35 606 58 13 29 Envlronmènt and R•slll•nc• Programm•s Advoe8eyI Pollcy and Campalgnlng Wo SDD eh8dtabl• aetfvltlès 173 24 72 1.754 674 3.962 9.424 7.910 59.138 6,267 2,9B3 Othèr èxpèndltur• Rental costs 486 Trading activity costs Sub totsl 12,341 2.769 15,110 871 5,910 12.7691 4141 67,588 Reallocation ol salarles, Totsl 871 67,588 2024 Net Income Is gtsted after charglng: Services provi¢Jed by the Charily's auditors.. Fees payable for the audit of the consolidated financial Statements Additional Fees payable lor the audil ol the con%Aidaied financi￿ statements in wior year Fees payable for other services- Taxatlon and VAT 77 72 Grant certification 78 73 Exchange rate lossesllgainsl Depreciation and amortisation Operating lease rentsls- buildings 18 523 838 Plan Intematlona UK Ttustees. Annu￿ Re[th2￿25 61

b) Grants paid During the year Plan Intemational UK made grarrts to Plan International Inc which designs and delivers programmes through regional, country and programme offices. The programme offices are located in areas where Plan Inlernational programmes are implemented, allowing Plan Internation￿ to respond to the situations of the locd communities. Grants are also made to other partner wjanisations to deliver prcyjrammes to help Children, their families and communities and to resrx)nd in emergency srtuations. No grants are made diiectly to individLJals. A list ol grants paid is given below.. Partngr Organlsatbon Country 2024 £0 Payments to Wan International Inc Paymènts to Plan Intèrnational Nxtional Organisation Payments to Plan International National Organisation Payments to Plan International National Organisation Payments to Plan International National Organisation Payments to Plan InternationJ National Organisatic Payments to ￿an Internatlonal National Organisation Paym•nts to Plan Intèm8tlonal m•mb•rs African Women's Development & Communication Universlty of Sussex Relief International UK 31,846 39,074 Colombia 397 258 India 85 Indonesia 311 256 Ko 138 Sweden USA 39.egN) 295 Sierra Leonè 549 Ethiopia Ethiopia Myanmar Ukraine 134 165 117 Save the Children 150 113 World Vision UK 127 85 CARE Intèrnational UK Ukrainè 30 Christian Blind Mission ICBM) UK The Open University ACtIon￿'d Institutional Funding Sightsavers Zimbabwe 87 Zimbabwe 37 Ukraine 11 UK 112) Paymontg to Non-Plan Int•rnational Organisations Totsl Grants Payable 774 40.464 l Analysis of support costs Raisin9 Charilable Funds activities Raising Charitable Funds activities 2024 Total Inlomiation technology Finance & Le9￿. Human resourc&s 749 1,252 681 719 1,400 487 720 1.21>5 516 553 1,069 995 415 550 517 478 Ganaral manag8m8rrt Governance 232 541 443 419 862 116 191 307 149 169 318 Office and premises 529 791 594 604 1.198 Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

Rai¥ing Charitable Funds activibes Raising Charitable Funds activities Total Pr8mises Dilapidations and Refurbishment, 79 1&3 P291 14401 Depreciation and amortisation FX IGainsl/Losses Loss on disposal offixed assets Total 213 310 523 246 250 42 10 13 16 22 1631 1927 5,910 IDurlno thé yéar Èr￿d 30 Juné 2024. Ihè Lndord thèdiWÈtmeogis ith thè fthmérH￿ I￿arn&t￿)n￿ UK Off￿è$ Èt Fins9￿￿. Cranwood Street. Subsequentty. on 27 ￿gUst 2024. Fyan Intemal￿d UK ￿ter￿1 into a agr￿ment loraiiemative pr￿IseS. The aBGOClat r•fvtbishmgnt ¢o$t$ for pwnws¥nd t￿￿lI￿a•￿￿ c(Jsts p Indu￿ LVKl¥rtrplinp Prwntses 8rKI Rgfuth$hm8nt. 4h8 year Includes a 4 nN)Thth pw(xJ in whth trledSesforthèf￿l a￿1 olkeB ovW1ar￿. thb nthy office SU￿Be1 to a wl fr8& p&riod this i¥ accountfd lor overthe lrfe 01 th9 so Ihiswwyj iw)th oflicgs iwkKI. Un￿￿ng offic8 costs hEvè d￿￿8$£d ye8fcAI ybar. 'Due to slructvral changes ¥QrrfUnGb¢y￿ c0nswj￿Ias haw been as F￿a￿e a￿j Legal. 11 has not be8n r*actlcdl IO rnststè Ta￿ I￿off 8Xr￿￿￿8. I￿¥￿In 2024125. Idl Analysis of governance Gosts 2024 Legal and other professional fees- Grf15 in Kir Legal and other profes810nal fees External audit fges 87 113 28 14 Apportbnment of staff c0318 Intemal audit fees 91 20 Other 318 8. STAFF COSTS 2024 Stsff co#t$ Wages and salarfes Social sacurity Costs Pension costs 12.386 1.387 12,675 1,347 Sub Total 14.599 71 14.871 239 Agency staff Totsl 14670 15,110 Plan International UK has a defined contribLrtion penson scheme, which matches employee contributions up to a maximum of 7.50h ol pensionable salary. The resulting fund belongs to the employee and can be transported when leaving Plan International UK. No employees receive benefits under a delined benefit pension scheme. In line with govtrrnmenl legislation. Plan International UK a￿omatical￿ enrols all eligible staff into this defined contribution pgnsion s¢hgme, with all ngw joiners being enrolled into the ￿home in tho third pay period after the start of their employmènt. A salary sacrifice scheme is in place, giving emplyees the opportunity to vary their employment terms and conditions such that they receive a lower gross sajary. with Plan International UK paying additional employer pension contributions on the employee's behaW. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

The number of employees whose emoluments. as defir￿d for taxation pu￿OSe5 li.e. net of salary sacrificel. amounted to £60,000 or more in the year were as follows.. 2024 Numb•r Numbw £60,000-£69,999 £70,000-£79,999 14 18 10 12 £80,000-£89,999 12 £90.000-£99.999 £100,000-£109,999 £110,000-£119,999 £120,000-Q129,999 Totsl Totd employer p)ension contributions for these employees were £238.25712024: £243.4151 The highgst paid employee in 2025 was the Chief Executive, who received £163.495. in the year including pension contributions and employer National Insurance contibutions12024: £159.7421. and received no benefits in kind 12024.. £nill. The Leadership Team are the key management Personn81 of he charity. The total remuneration and benefits including pension contributions and employer National Insurance contributions of the key management personnel was t737,821, for 6 Toles12024: £811,839 for 7 roles). None of the above recdved any benefits in kind. A￿Undan¢Y and s8v8ranc8 payments to stsff In the year tolalled £46,38212024.' £96,614). The avgrage headcoijnt and average number of employees, c￿culated on a fvll-lime equivalent (￿E} basis, analysed by activity was: 2024 Hea(kounl Headcount 2024 Fundrai$ing Communications, Advocacy & UK Programme¥ Intemational Prograrnmes Operations & CEO Office SDDirect 62 61 45 31 43 51 51 49 42 42 72 Totsl 279 237 258 9. TRUSTEES, REMUNERATION None ol the trustees received any remuneration during the year for services to Plan International UK12024= £nill. Directly-incurred expenses of the tnjstees borne by Plan International UK in the year ended 30 June 2025 were t8,09012024'. £10.0931. These expenses relaled to costs inCu￿ed by six tnJslees to attend Board meetings and Programme visits. Plan International UK trusteey are included in the Plan Intemational UK local and the Plan International Inc. insurance arrangements, which inclLKles indemnty insuran¢9 for trustees. Thesg insurances providè cover: i. To protgct the charity from loss arising from the ngJ*t or defautt of its trustegs. gmployees. or agents ii.To indemnify the tnjstees or other officers against the consequence of any neglecl or default on their part. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

1. TANGIBLE ASSETS GROUP ANO CHARITY As at 30 June 2025 Leasehokl Offieè Computèr Computer property eqwpment hardware software vnprovements Totsl Cost At 1 July 2024 Aclditions 1,687 339 511 2,537 767 242 183 Disposals Transfers 11,68n {33n 13441 12,36n At 30Jung 2025 341 A¢¢umul8tod dgprgciation At 1 July 2024 Charge lorthe year Dlsposals Translars 1.612 337 409 2.358 29 45 11,6601 133n 13321 12,3281 At 30June 2025 122 172 Ngt book value At 30 June 2024 75 101 178 At 30 June 2025 321 215 784 GROUP ANO CHARir As at ao Jun• 2024 Leasghokl Offi¢¢ Computtr Computgr property •Q￿pM•nI hardwar• Softwarn knpro¥ements Cost At 1 July 2023 AcJdition8 1.687 339 495 2.521 43 Disposals Transfers pn 127) At 80 Ju￿ 2024 1W7 2,537 Aeeumulat•d d•pMciAtlon At 1 July 2023 ChaffJe lorthe year Disposals Translars 1,490 122 330 398 2,218 187 38 pn 1271 At 30 June 2024 1&12 %J7 2.358 Net book valu• At 30June 2023 197 96 301 At 30June 2024 75 179 Plan Intematlona UK Ttustees. Annu￿ Re[th2￿25

2. INTANGIBLE FIXED ASSETS GROUP AND CHARITY As at 30 June 202S Cost Computer Goodwilll Totsl At 1 July 2024 Additions 2,249 15 1,148 3,398 15 Disposals Transfers P41 1241 14451 14451 703 At 30June >Y25 2240 Accumulated depreciati¢)n At 1 July 2024 Charg8 for the year Disposals Tran518rs 1.741 221 989 2,729 381 160 P41 1241 14451 2.641 14451 703 At 30Junè 2025 N•t I￿tsk valu• At 30 June 2024 160 At 30Junè 2025 GROUP AND CHARITY As at 30 June 2024 Cost Comput•r Goodwllll At 1 July 2023 Additions 2.048 202 1.148 3,196 202 Disposals Translars At 30June 2024 1.148 3.398 Accumulated depreclatlon At 1 July 2023 Charge forthe year Disposals Transfers 1.641 759 2,4Q) 329 229 At 30Jun• 2024 1.741 2.729 Nèt l>ook valu• At 30 June 2023 407 389 At 30Jun• 2024 Plan Intematlona UK Ttustees. Annu￿ Re[th2￿25

3. INVESTMENTS CHARITY Shares in subsidiary undertakings At 1 July 2024 Additions 1,7[￿.133 Impaimient At 30June 2025 11,006,131) 7(#1002 Foster Parents Plan Intemational (UIQ Ltd is a trading company Tegistwed in England and Wath as company number 02457093, whose main activities are the licensing of the use of Plan Intwnational UK trademarks to third parties, and carrying out other non-primary purpose trading actNities. In prvx years the company also managed s￿letY lotteries. Each year the subsidiary makes a charitable dontion under a deed of covenant of any taxabl8 profits to Plan Intemationa IUK. At 30 Jun& 2025 thè investment in Foster Parents Plan Intern*iond (UK) Ltd was £2. Plan International UK acquired 100% of the share capttal of Social Development Direct ISDDirectl on 30 June 2020 lor £1,706,000. SDDiwt has been consistently piolitable since acquisition until 2024125 and all profits have been remitted to the parent charity. In 2024125 the dramatic and unexpected cuts in UK and global aid lad to losses. Following restructuring SDDirect is expected to return lo p￿rit in 2025126 but longer term profit projections have been downgraded, reflecting lower income proj'ections. As such the value of the charity's investment has been impaired in the year. The revised valuation, tO.7m, is judged to represent fair value given profit projections and risks. SUBSIDIARY: Foster Paront8 Plan Intwn8tion81 {UKI Ltd Total turnover 2024 35 43 Total exp8nditure Donation to Plan Intemational UK 16) 129) 1101 1331 Not r•8uft for th• y•ar The aggregate of assets. liabilities and funds was.. 2024 Total ass8t$ Total liabilities 62 1621 SUBSIDIARY: Social DevdoFvnent Direct Total turnover 2024 6,933 (7.385) 8,065 (7,9101 11551 Total expenditure Donations to Plan International UK Net Tr$ult for the year The aggregate of assets, liabilitie5 and lunds was- 2024 Totai assets 1,712 11.715) 1,964 11,5161 Total liabilities Total funds Plan Intematlona UK Ttustees. Annu￿ Re[th2￿25

4. DEBTORS Grow) Group 2024 Charlty Charity 2024 Amounts owed by institutional donors Accrued income 5.305 4.217 5.305 4.761 3.307 4,260 46 Amounts owed by Plan International Inc Other debtors 46 1,275 349 601 509 Prepayments Amounts owed by subsidiaries VAT r8COV8rab18 290 187 929 234 346 Totsl debtors 11.736 10.700

5. CREDITORS: AMOUNTS FALLING DUE wmiiN ONE YEAR al Analysis of creditors Gro Group 2024 Charlty Charlty 2024 Accruals ol transfers to Plan International Inc 8,330 5.530 8,330 164 Accruals ol transfers to other partners Deferred incomo and othar credito 14 141 129 Othèr accruals Taxation and social securty Trade credrtors 1.426 1.179 495 1.076 638 376 292 28 Amounts owed to Plan Intemational Organisatior VAT payable Amounts duè to subsldlarfas 74 69 74 69 177 17 42 Totsl credltors 10.847 7fv16 9,778 bl Deferred Income and other credltors GROUP 2025 As at Income Deferrals Asatao 1 Jul 2W Deferred Released June 2020 Institutional Oonor Other 143 14 11431 11431 14 143 14 14 Plan Intematlona UK Ttustees. Annu￿ Re[th2￿25

6. PROVISIONS FOR UABIUTIES GROUP AND CHARITY 2025 As at Provision Provision Provision As&) created released utilised June 2 £OL 1 J￿Y 2024 DiL2pidations Grants 270 1441 1441 Total 270 Estimated dilapidations costs. required to make good Plan Intemational UK'S offices upon the temiination ol the lease with our landlords, are being accrued over the length of the lease. In November 2024 Plan International UK moved offices and entered into a new lease which expires on Ihe 26th August 2034. Grants rep￿entS the estimat￿ funds fytumable to donors where tho group has not been able to spend funds received in accordance wth donor wishes. including losses incurred from fraud and dislowanc&s at Country Offica

7. Those losses are b8iThJ recovewl fvcxn Pkn Inlwnati￿)aI suth that PLan IntematiOn￿ UK suffers no net loss.

8. COMMITMENTS al Commltment8 under oporatlng1•88¢8 Total future minimum lease payments under nOn-Ca￿lIable operating leases are as lollows.. GROUP Othr Total bulldlng• bulldings 2024 2024 2024 Operatlng lease expirfng: Lass than onè yaar BetW8en two and fiveyea After five year Total 493 2,466 1,973 497 392 2.4f 1,973 bl Programme Commitments At year end, the group had untertakgn to deliver projeds which wlll be completed over a number of years. The majority of the funds needed lor these projects affj subject to legal agreements with donors to ensure that Plan Internationai UK will be reimbursed. For some of these projects. Plan Intemalional UK is required to provide additional funding to match that provided by the main donor. At 30 June 2025. donors had yet to be found for programme commitments totalling £412,0[￿(2D24.' £864.OCQI as deta'led below.. GROUP Tot81 2025 2024 £￿0 504 296 Less than one year Between two and liveyears After fivè yaars Totsl 151 238 23 64 412 No pThison has been recognisaj as ￿ exW to be able tofirKI fcf thoese overthe rem&ning life fo cl Capi181 Commitments The value of group contracts placed in the year for future caprtal expendrture not accruwj for in the financial states was £nil12024= £nill Plan Intematlona UK Ttustees. Annu￿ Re[th2￿25

9. STATEMENT OF FUNDS GROUP AND CHARITY 202S Balance Total Total AcquSslilon Transfers 1 July InMm? Expenditure 2024 Balance 30 June 2025 Unrestricted fvnds: General funds 11.879 26.081 413 6.973 126.4581 (1.3851 12181 141 11,284 131 Designated funds= Social Development Direct Designated funds.. Han UK Fixed asset fund 222 1,067 Totsl unr•strl¢t•d lunds 13.137 33.054 3.880 28.626 133.8431 127.792) 161,6351 12.348 4.714 R•strlct•d lunds Totsl lund* 17.017 61, 17,002 CHARifi 2025 Balance Totsl Total Acqulsltlon Transfers l Jufy Income Expenditure Balanc• 30 Jun• 2025 Unrnstrlct•d fvnds: G9llgral funds Dèsignatéd funds= Sttial Development Direct Dasignat8<1 lund$: Plan UK Fixgd asset fund 11,923 26.129 1.706 P7.2991 623 11,375 700 11.0061 383 Totsl unrestrlctsd funds 14,235 26,129 3,8W 28.628 18,11S $4.7SS P7,2991 127,7921 155.0911 13.084 4.714 17.779 Restricted funds Totsl funds

10. RESTRICTED FUNDS GROUP AND CHARITY B818nM Ineomo Exi>8ndlturn B•lan 01J Jun• 2023 2024 Incomè Exynditum Balanc• 30 Jun• 2020 Girls Fund 270 643 16681 18.2431 245 1176) 595 17311 15651 DEC - Ukraine Humanrtarian Appeal DEC - Cyclone Idai Appeal DEC - Covid Appeal DEC - Middle East Humanitarian Appeal DEC - Myanmar Earthquake Appeal Other voluntary income ncluding appe￿$ Donations 8.059 741 {41 19 1.359 11.2341 125 257 12571 811 558 15751 794 886 18071 873 1AW 9,2 19.473) 4857 13,6131 1,113 Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

GROUP AND CHARITY Bth¢o Income ExwKlilure B•lwK• Incomg Expendiiure Bo1on¢• 01J Jun• Juno 2024 2025 FCDO- SupFKirting Adolescent Girls Education ISAGEI11 Programme FCOO- Promoting Equalit18S Regional Programme FCDO- SchLJle Bora lthjality Schoofi FCDO- Supporting AdOle￿ent Girls. Education Zimbabwe 11.685 1102) 2,255 12,2241 15551 1175) 635 14501 10 12661 281 12261 131 1491 FCDO- Others 71 370 13981 P,840 11721 16341 141 (3,2651 12 73 ECW 319 3.49) 172 1311 3,508 33 211 ECHO 139 16n European Commlsslon - Promoting universal Sexu 8nd Reproductive Ho￿th and Rights ol vulnèrabl& adolescents in Africa 237 429 (7331 Eurtsp88n Commlssion - Building Resilience.. Education Opportunities in Fragile and Crisis Affectgd Environmgnts E(Jropean Commission - Joint Action lor Nutrition Outcom• IJANOI European Commi33ion- Other8 Global Partnership for Education School Aanovation Project- Guinea UNOCHA 1122) 414 12611 12 (367) P61 47 266 226 P881 204 11071 191 1,307 11.3701 1621 95 818 (9331 11,8401 18821 120) 211 11791 11,5841 11,3731 12 UNICEF 12n 155 1.779 1,590 1.317 1831 50 UN Agencies - Othors Worfd Bank- Eu Sou Capaz Girls Empowèrment Program Worfd Bank- Accelerating Nutrition R8suIt in Nigeria Wodd Bank- Libeda Women Empowerment Project Worfd Bank- ￿herS P,5561 1188) 36 12011 405 817 274 (731 191 392 4,825 14,5831 242 117) 27 28 P2) 12n 17 1161 11791 Other institutional donors 1,169 15W6 2.998 230 11,2231 {16,2551 13,0311 (2241 11,6521 14WTJ 130.6351 2,057 18.420 3,861 P,2091 11&3511 13,8341 14591 11,5341 15.8271 (27.792) Institulional donors Corporates Major donors Trusts and foundations 1.673 210 1,668 243 216 420 1,971 5.1 739 2.003 1,205 4115 4714 Major partnerships Total restricted fvnds 71 28.626 'Negalive fund balaDcesare due locosts I￿Urred In ol incune whi0* ￿ commutted and w￿1 be recognised ￿future penods. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 71

GROUP AND CHARITY Bakn¢0 Incomg Expendiiure B4•￿¢ Incomg Expenditure Balan¢0 01

Jun• Juno 2025 Asia 3.455 9.211 13.7601 (9.5861 15811 14.8101 11.1311 (9,9631 (707) 1981 671 29W ￿,635) 2&626 575 5.451 8,312 577 15.1461 18.1031 150n 18,5421 11,8631 12,6161 17381 12771 127.792) East and Southem Africa 315 149 UK 11 117UI 1991 511 West and Central Africa 4.827 1.245 8.838 8,647 1,761 2,014 1.122 743 Arnericas 15 129 Europe Multiple Regions, Not defined, 827 1290 402 19011 785 2.449 544 2.895 Total restrlcted funds 4,714 'MU￿1p18 R8gions' jncILhdEs iEslnctod SUP[￿ ￿ruSS nKJr8 than on8r8gK>n. 'Nol Delinthl. Includes funds rec￿¥¢￿ by donors againsi restli￿ed funds trG15 Fu￿1 and Forwtt8n Chl(knnS FurKJ. which Bre181or IransfeTr£d lo wqects in line wth the Iwd'soW¥e& lu￿J&fOrcL￿pL￿ale¢jL¥￿w￿lS* Ihe arF In d8vdow￿l. 19. ANALYSIS OF NET ASSETS BETWEEN FUNDS GROUP AND CHARITY 2025 Unrgstrlthd Fund¥ Re8trlctod Funds Totsl Fun Gonoral Oesignatsd Fund bo1onc?¥ at 30 June 20250rn repl￿nted br. Tangibl8 YixÈd assÈt$ Intangible Assets Current assets 303 303 12,111 1,634 10,835 24,580 Current Ilabilities 18201 16) 11,639 15,8951 P261 4,714 18,3541 12321 17,M2 17,017 Provision8 for liabilities and charges Totsl not ¥¥$¢ts •t 30 JU￿ 2025 1,062 Tot81 nat Assèts at 30 Juna 2￿24 11,879 CHARITY 2tr25 Unr•strletsd Funds Restrlcted Funds Totsl Funds General Oeslgnated Fund balances at 30 June 2tr25are represent￿ ty. Tangible fixed assels IntangiblèAssals Current assets 1,003 1,(Y)3 23,736 (7,4151 12321 17,T79 18,115 12,9￿2 11,5201 161 11.375 10,835 15.8951 12261 4.714 Current liabilities Provisions for liabilities and charges Total nèt 8ss•ts at Junè ￿25 Totd n8t assets at 30 Jun8 2024 11.9Ta 1312 Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

GROUP AND CHARITY 2024 Unrestslcted Funds Restricted Funds Totsl Funds General Designated Fund balances at 30 June 2024 aye represented br. Tangible fixed assets Intangible Assets Current assets 179 179 12.505 16261 1,925 11.5151 12,856 18,7061 12701 27,286 110,84n 12701 17.017 17,750 Current liabilrties Provisions for liabiliti8s and charges Total net assets at 30 June 2tr24 11.879 11,592 Total net assets at 30 June 2023 1,487 4,671 CHARITY 2024 Unrestrlcted Funds Restricted Funds Total Fun General 008ignated Fund bal8nc•s at 30 Jun• 2023 ar• r•pr•s•nt•d by. Tangible fixed assets Intangible Assets Current assets 96 2.215 2,215 25,850 19,777) 1270) 18,115 18,619 12,993 11,0701 12,857 18.7071 12701 Current liabilities Provisions lor liabilities and charges Totsl not 0¥8gts at 80 Jung 2024 11,923 11,592 1312 2.354 Total nel asse13 al 30 June 2023 4,673 20. RELATED PARTIES Plan Internatlonal In¢ Plan International UK is a member of Plan International Inc. During Ihe year Plan Intemational UK recognised funds transfers totalling £22,427,00012024'. £26,703,000) directly to Plan Intemational Inc and other Plan Intemalional entities to undertake international development programme activities in overseas countries. In addition, £10,411,00012024: t8,046,(KKII was transferred directly from tyjr dor￿T$ lo Plan Intemalional enlrties. In line with our approach of accruing translers once ￿1 conditions that would limit Tecognition of the funding commitment havè been met, there was an accrual of £S,570,CW12024: £4,943,000) of transfers to Plan Intemalional Inc outstanding al year-end. Plan Int9rnational UK d09s not havg a controlling interest in Plan Intemational Ino and, the￿lOre, has not disclosgd detailed transactions b8tW8gn the two entities. Plan Ltd Plan Ltd is a wholly-own&J trading subsidiary of Plan Intemational Inc. Income in Ihe year was received by Plan Intemalional UK from Plan Ltd under deed of covenant as set cMJt in Note 3. Disasters Emergency Committee Plan International UK is a mernber of the Disasters Emergency Commtttee IDECI and Plan Intèrnationd UK'S Chief Exe¢LJtive, Rosg Caldwell. is a trustee ol thg DEC. In the year Plan Intemational UK made a membership donation of £52.73612024: £57.377). Plan International UK'S income in the year included £2,376,00012024.' £8.059,OCKJI receivable from DEC appeals. Of this £1,529,000 was outstanding at year*nd12024.' £2.825.0001. Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25

International Broadcasting Trust Rose Caldwell. CEO of Plan Intemational UK, is the Chair of the Internalional Broadcasting Trust. In the year, Plan International UK paid membership fees totalling £5.00012024: t5,(KN)I. Plan International UK Trustees In the year donations were received from trustees totalling £5.719 P024: £2.1311. Foreign, Cornrnonwealth and Development Office IFCDOI Beverley Tew, tnjstee, is a non-executive director of the FCDO. Plan International UK'S income in the year included t3,206,00012023'. £2.798,0001 receivable from the FCDO. Foster Parents Plan Inlernational UK Ltd The below table shows the transactions that took place between Foster Parents Plan International UK Ltd and Plan International UK in the year ended June 2025. Plan International UK incurred £nil12024.. £nill ol c051s that were recharged to FPPI UK for staff time and other overheads. Party Nature ol Relationship Transaclion Income for Expenditure Debtor Creditor the ye4r for the year balance for balance for ded 30 ended *) the year thè year Jurn 2tr25 June 2ty25 ondgd 30 endod 30 Junè 2025 June 2025 Fostsr Parents Han Intèrn¥tlonal UK Ltd. Wholly owned subsidiary 23 Soclal Dovolopment Dlro¢t The below table shows tho transactions that took place botween Social Dovglopment Direct and Plan Intgrnational UK in the in the year ended 30 June 2025. P•rty Nature of Rela￿OnShIP Trans•cti Ineome for Expendriure the perlod for the ended 30 period Jun• 2025 onded 30 June 2025 Dèbtor balance as at 30 Jun? 2025 Cr￿ltOr balance as at 30 June 2025 Wholly ownffll De¥olopm8nt subsidiary Direct LTD 1.197 1,715 Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 74

THANK YOU CORPORATE SUPPORTERS Addleshaw Goddany, Astrazeneca, Costa Foundation, Inflexion Foundation, Kaplan Intemational, Mowgli Street Food, Nurofen (Reckittl. SeNiceNow , Standard Chartered Foundation, Study Group. VENT For Change We wish to thank every one ol our supporters. Whether through sponsorship donating to our emergency appeals or leaving a gift in your will, every supporter makes our work possible and helps us to change children¥ lives around the world. DONORS Andrew Phillipps, Bryn Kennard. Catherine Edwards, Chris and Natalie Letcher. Georgina and Bernard David. Helen and Colin David. Helen Hurst and Matthew Witt, John M Hill, Lisa Eldridge, Nilema Bhakta-Jones, Paul and Diane Sinnett, Paul and Kay Goswell, Roger and Jenny Dennis, Steph Wallord and Margaret Pemberton, Stephen Uoyd, Tom Hearn Plan International UK would particularty like to thank the following for their support over the period 01 July 202440 June 2025. YOUTH ADVISORY PANEL Amelie, Aneurin, Ashwa, Bhumiekaa. Clara. Elishia, Imtinan, Jennifer. Kadie. Matthew. Millie, Neisha. Neve. Nova. Nyasha, Poppy, Samantha. Suzzelh. Serena. INSTITirrioNs Education Cannot Wait. European Commission IECI. Foreign. Commonwealth & Development Office IFCDOI, Global Partnerships for Education IGPE), Jersey Overseas Aid. Start Fund, UN Agencies. World Bank. TRUSTS AND FOUNDATIONS CB & HH Taylor 1984 Tnjst, Coles-medlock Foundation, Ennismore Foundation , Foundation for Education lo Improve Family Planning, LACT Programme- The Karlsson Jativa Charitablè Foundation, Masonic Charilab Foundation, MJB Charitable Trust. Moondance Foundation, People's Postcode Lottery, Swire Charitable Trust, The Anglo-American Charitable Foundation, The Band Aid Charrtable Trust, The CHK Foundation, The Evan Cornish Foundation. The Ladderstream Foundation HIGH PROFILE SUPPORTERS Glastonbury Festival. Adjoah Andoh, Becky Adlington, Ben Bailey-smith, Bevedy Knight, Candice Caty-williams, Cat Burns, Catherine Bohart, Charlene White, Dame Harriet Walter, Daryl M¢Coma¢k, Ellie Goldstein, Ellis Ranson, George Mpanga 'George the Poet,. Joanne Froggatt, Kate Lawler, Lucy Bronze. Molly Rainlord, Peter Gabriel, Ramla Ai, Sir Steve McQueen, Tillie Amartey, Vee Kativhu, Will Pouller, Yomi Adegoke Plan Intematlona UK Ttustees. Annu￿ Rerth2ff25 75

Plan International UK Discovery House 28-42 Banner Street London EC1Y 8QE Please contact us rf you would like this report in an altemativeformat. Editor. Joanna &emat. Laura 0￿eY Do$gn: TKabi J(ths (lxabi￿CC￿l www.plan-uk.org Plan InternatioW UK. No part of this publlcation can be r8produced withoLrt th8 P8mii8sion of Plan Int8mational UK. Registered chari(y number 276035. R8gisterecl In England nurnt)er.' 1364201 PlanlnternationalUK X @PlanUK planuk On the cover.. Melissa. 13, 1$ part of a Gills. Education Movemenl IGEMI club in her school in Ugarida. The club teaches students about menstrual health and life skills which h91p them stay in education. O @plan_uk FR FUNDRAISING REGULATOR O PLAN For children and equality for girls INTERNATIONAL