Annual Report 2015 by Terre des Hommes

INCREASED IMPACT ON CHILD EXPLOITATION THROUGH COOPERATION AND KNOWLEDGE SHARING

ANNUAL REPORT 2015

428,574 ...CHILDREN WERE OFFERED HELP IN 2015. The year 2015 was marked by extensive cooperation and the further accumulation of knowledge and expertise enabling us to fight against child exploitation with even more impact. For example, it is thanks to our more than 70,000 loyal donors that we have been able to help a total of 428, 574 children. We have also succeeded in bringing to fruition several innovative high-profile campaigns which draw attention to different forms of child exploitation. On the other hand, sadly, we have been called upon to provide emergency aid more often than ever before, amongst others in the form of help for refugee children in Lebanon. A substantial grant from the Dutch Postcode Lottery facilitated a follow-up to the anti-Webcam Child Sex Tourism campaign (also known as the Sweetie Project 2.0) to get off the ground. Finally, in tandem with fellow NGOs, we are continuing the fight on an international scale against child prostitution and violence against girls and young women and are steadily working to increase their economic participation in developing countries.

SUMMARY

GOAL: TERRE DES HOMMES WORKS TOWARDS A WORLD WITHOUT CHILD EXPLOITATION

Strategy EXPLOITED CHILDREN

PARTNERSHIP PREVENTION

â&#x201A;¬

PROTECTION CHILDREN AND COMMUNITY

PROSECUTION PROMOTION

AMBASSADORS AGAINST CHILD EXPLOITATION

VULNERABLE CHILDREN AT RISK OF BEING EXPLOITATED

Children were offered help in the following categories CHILD LABOUR

80,669

2015

EMERGENCY ASSISTANCE

72,032

211

project partners

CHILD TRAFFICKING AND MIGRATION

109,087

CHILD ABUSE

CHILD SEXUAL EXPLOITATION

96,260

70,526

Income & expenditure INCOME

EXPENDITURE Fundraising and acquisition costs (excl. shops)

third party fundraising joint fundraising

€6,164,155

€636,632

own fundraising

€11,970,178

€924,816

€18,192,575

€25.333.241

interest/other income 7 0,8

€340,199

€2,437,711

projects and programs

government grants

€6,222,077

management and administration and other costs

Of each euro, 0,87 is spent on assistance

€25.364.202

awareness and education

€1,199,136 implementation costs of own organisational assistance

€2,609,964

Results

198,052

CHILDREN BENEFITED FROM SHELTER AND CARE

4,401

CHILDREN WERE OFFERED LEGAL SUPPORT

15,568

FAMILIES RECEIVED RESCUE PACKAGES

800

EDUCATIONAL PACKAGES WERE GRANTED

70,525

428,574

DONORS

children were offered help

599,838

COMMUNITIES WERE EDUCATED

7,300

NEW DONOR AGREEMENTS

26,089

MONTHLY WEBSITE VISITORS

1,848 VOLUNTEERS

45 SHOPS

22,013

4,003

897

136,000

FRIENDS

85%

of randomly requested people (40-59 years) knows Terre des Hommes

FOLLOWERS

(INITIATED MID 2015)

FOLLOWERS

VIEWS

CONTENTS Terre des Hommes 2015: Increased impact on child exploitation through cooperation and knowledge sharing SUMMARY REPORT OF THE MANAGEMENT BOARD 1. WHO, WHERE AND WHAT - INSPIRATION 1.1 Vision, mission and working areas 1.2 Target group 1.3 Themes: child labour, child trafficking and child migration, child sexual exploitation, child abuse 1.4 Theory of Change 1.5 Capacity building 1.6 Impact measurement, monitoring and evaluation

8 11 12 14

2. APPROACH AND RESULTS - IMPACT 2.1 SWOT, strategy and targets 2015 2.2 Results 2015

17 20

3. WORKING TOWARDS CONTACT AND INVOLVEMENT - VISIBILITY 3.1. Communication with our stakeholders 3.2 Dutch Postcode Lottery 3.3 Ambassadors

51 55 57

4. WHAT DOES IS TAKE - INVOLVEMENT 4.1. Organizational structure and personnel 4.2 Planning and Control 4.3 Quality assurance 4.4 Risk management

60 63 64 65

5. FINANCIAL MEANS - CAPACITY 5.1. Brief survey of statement of income and expenditure and balance sheet 5.2 Liquid assets and key figures

69 75

6. OUTLOOK 2016 - EXPECTATION

ANNEXES • Annual account • Report of the Supervisory Board • Country table

6 7

83 113 117

REPORT OF THE MANAGEMENT BOARD

INCREASED IMPACT ON CHILD EXPLOITATION THROUGH COOPERATION AND KNOWLEDGE SHARING Proud The year 2015 has been a comprehensive and dynamic year. Throughout 2015, we have been recognised as experts on child exploitation in several new ways, a fact that we are very proud of. It allows us to really influence policy. Our official partnership with the Dutch government in two strategic alliances as well as new collaborations we have entered into with companies and other new partners may serve as fine examples. On top of that, we have won awards for our innovative and effective detection method known under the name Sweetie. All this has enabled us to help the children who so desperately rely on our support in difficult circumstances even better.

Emergency relief 2015 is also marked by an increase in emergency relief. Last year, Terre des Hommes had to mobilise its emergency teams more than ever before. We offered support to the many victims of the major flashpoints in the world such as the civil wars in Syria and South Sudan and the terrorist acts by IS. We gave assistance to people and children who are exposed to horrific abuses. The outbreak of Ebola, the floods in India and the earthquake in Nepal in turn contributed to the rise in emergency aid.

Record number of refugees All of these developments resulted in a record number of refugees. All people who were forced to leave their homes to find a safe haven elsewhere. Since over half of the refugees worldwide are under 18, we take our responsibility to intervene in these extremely complex problems. After all, child refugees are particularly vulnerable to violence and exploitation.

Responsibility Terre des Hommes believes that we must continue to ensure jointly that every child that finds itself in a humanitarian crisis will always be protected, regardless of origin and reason to flee. It is our joint responsibility to protect the victims of the harmful effects of modern society. There is a growing awareness of the strong correlation between the prosperous life on our side of the planet and the opportunities for development of and justice for children elsewhere.

Focus In 2015, we decided to phase out programs and projects in South America, after many years of active support in this region. In 2016, we will withdraw completely, delegating our operations to our local partners. Instead, we will focus entirely on the fight against child exploitation in Africa and Asia. Working in an even more focused way will allow us to help even more children.

Impact Sweetie In 2015, we were delighted to hear that an extra draw of the Dutch Postcode Lottery would be assigned to Sweetie 2.0. With this financial support and the efforts of national and international experts, we have developed an innovative software system in combatting webcam sex with children that can be applied all over the world. The successful Sweetie program has had global impact, which greatly increased the demand for our expertise. For instance, Terre des Hommes will be leading an international alliance against child prostitution, in close cooperation with the Ministry of Foreign Affairs. Other results include the fact that the Dutch police have been given additional powers in tackling child pornography and the tightening of policies in countries where we operate. Another way in which Sweetie was recognised was by winning more major awards such as the Accenture Innovation Award and the Transparency Award for Impact. Both awards are great tokens of appreciation for our work. Thanks to the worldwide attention for webcam sex, more and more offenders, who abuse children sexually (online), are arrested and brought to justice.

Visible 2015 was also the year for Terre des Hommes to be more visibly active on social and traditional media. We had a world first in the field of perception: our VR Experience allowed visitors to various festivals to experience what it is like to be a house slave. Through an unprecedented 360 ° movie we make the daily life of a child labourer very understandable. Online, we launched the story of Musa, a young boy who works in the gold mines of Tanzania. This campaign caused a lot of impressions.

Companies We are also increasingly visible for organisations in the commercial sector. It is good to see that more and more companies are aware of their social responsibility. Last year, we established new collaborations with companies that sympathise with Terre des Hommes such as Rabobank, clothing chain La Ligna, studio JUX, Dolmans, Euro League Baseball and the business leaders who vanquished Mount Kilimanjaro with Terre des Hommes.

New matrix organisation To further develop the knowledge in our organisation and to fulfil our expert role in the field of child exploitation as well as possible, we have redesigned the organisation into a matrix structure. By doing so, we will be conducting more research and building additional knowledge while sharpening our focus even further, all aimed at achieving greater efficiency and transparency in our programs.

Thank you Of course, we cannot achieve all this alone. To tackle child exploitation structurally, we count on the cooperation and commitment of our stakeholders. Only through close cooperation and combined efforts of our donors, volunteers, sponsors, partners, institutional donors and the Dutch Postcode Lottery, a just world, in which all children have the opportunity to live in dignity, is not unrealistic. On behalf of all employees at Terre des Hommes, we want to express our sincere gratitude for your contribution. Albert Jaap van Santbrink – Managing Director Irvin Wekking – Director of Finance

1. WHO, WHERE AND WHAT

INSPIRATION In 2015, we collaborated with some 2,000 enthusiastic and committed staff and volunteers to carry out our work successfully. ‘Children make up nearly half of the world’s extreme poor, with nearly 570 million people under the age of 18 living below the international poverty line of $ 1.25 a day.’ UNICEF, A World Fit for Children Post 2015 .; An Agenda for every Child, 2015

For over 50 years, Terre des Hommes Netherlands has committed itself to eradicating the exploitation of the most vulnerable children in Asia, Africa and South America. Thanks to the support of private sponsors, companies and governments, we have been able to make a difference for millions of vulnerable children. Terre des Hommes Netherlands is part of the Terre des Hommes International Federation.

This year we decided to phase out activities in South America, which will allow us to focus entirely on the fight against child exploitation in Africa and Asia. Local partner organisations will continue to support ongoing projects both financially and with their expertise. Our sister organisations within the international federation too are still operational in this part of the world.

1.1 VISION, MISSION AND WORKING AREAS Middle East Iraq, Syria, Jordan, Lebanon Africa Guinea, South Sudan, Tanzania, Ethiopia, Kenya, Uganda Asia Nepal, India, the Philippines, Indonesia, Bangladesh, Cambodia, Laos, Myanmar, Thailand, Malaysia, Sri Lanka, Vietnam Europe Italy, Malta, Greece, Cyprus, Netherlands South America Bolivia, Nicaragua, Peru, Brazil

Our ideas

Antoine de Saint-Exupéry was a headstrong French writer and pilot for the airmail service in World War II, who also flew over Africa. Determined by what he had seen and experienced during the war, he wrote ‘Terre des Hommes’. In this book he called upon ‘the people of the earth’ to take their responsibility and to show solidarity. He stressed: ‘There is no third world. There is only one world for which we are all responsible.’ Inspired by De Saint-Exupéry, our organisation was founded by the Swiss Edmond Kaiser. His beliefs are integrated in our daily battle against child exploitation, and serve as the foundation of the organisation’s identity.

Vision Terre des Hommes is committed to a world in which the rights of vulnerable children and their families are respected in order for children to grow up and develop themselves in a safe environment without exploitation.

Mission Terre des Hommes works towards a world that allows children to have a decent life and that offers them the opportunity to grow up to be independent adults. We create an environment in which children are no longer exploited or rescue children from exploitative situations. We will continue our work until this is accomplished.

As of 2016, we will focus on achieving the Global Goals for Sustainable Development (SDG), in collaboration with various stakeholders. The pledge of the world community is to ‘build dynamic, sustainable, innovative and people-cantered economies, promoting youth employment and women’s economic empowerment, in particular, and decent work for all (...) [and to] eradicate forced labour and human trafficking and end child labour in all its forms.’ by 2025.1 Three of the SDGs are directly related to child exploitation • Goal 5.2: Elimination of all forms of violence against women and girls in the public and private environment, including human trafficking and sexual and other forms of exploitation; • Goal 8.7: Take immediate and effective measures to eradicate forced labour, ban and terminate modern slavery and human trafficking as well as the worst forms of child labour, including the recruitment and deployment of child soldiers. By 2025, all forms of child labour must have come to an end; • Goal 16.2: Putting a halt to abuse, exploitation, trafficking and all other forms of violence including torture of children. A joint approach by the international community must serve as a foundation of lasting change. Terre des Hommes is committed to provide a direct contribution to these specific goals.

1.2 TARGET GROUP

EXPLOITED CHILDREN

VULNERABLE CHILDREN AT RISK OF BEING EXPLOITATED

Transforming our World: The 2030 Agenda for Sustainable Development, Finalised text for adoption (August 1, 2015)

1.3 THEMES

CHILD LABOUR

Terre des Hommes has established five themes among the worst forms of child exploitation:

CHILD ABUSE

• Child labour (according to ILO Convention 182) • Child trafficking and child migration • (Commercial) Sexual exploitation of children • Child abuse • Emergency aid

SEXUAL EXPLOITATION OF CHILDREN

TARGET GROUP CHILD TRAFFICKING AND CHILD MIGRATION

EXPLOITED CHILDREN AND CHILDREN AT RISK OF BEING EXPLOITED

EMERGENCY AID

VISION A WORLD FREE OF CHILD EXPLOITATION

PROVISION

PARTNERSCHIP

PROSECUTION

PROMOTION

PREVENTION

WHY did we choose these themes? Putting a halt to child exploitation had been the focus of Terre des Hommes since 2011. This choice is based on major international conventions such as the UN Children’s Rights Convention and ILO conventions. In these treaties, the rights of children to be protected against exploitation and forms thereof are explicitly mentioned. The UN Convention includes the strategic approach with four P’s, recently supplemented by Terre des Hommes with the 5th P of Partnership. Moreover, it is important for us to distinguish ourselves from broader-based organisations from a positioning point of view and in order to be recognised by our audience. 8

‘Nearly 168 million children are Involved in child labour. More than half of them, 85 million, are employed in hazardous work.’ The UN Special Rapporteur on Violence Against Children, quoting the ILO, UN 2012.

Worldwide, some 210 million children have jobs, of which 168 million are engaged in child labour and 85 million do hazardous work. They earn only a few cents an hour and have no time to go to school to improve their future prospects.

CHILD LABOUR

Terre des Hommes combats the worst forms of child labour by: • providing medical care and appropriate working conditions, and offering as many children as possible the opportunity to go to school (again). • improving awareness among parents to prevent the next generation from becoming entangled in the vicious circle of poverty. • lobbying governments to fight child exploitation and to put child rights (back) on the agenda. • making local populations aware of the often devastating consequences of dangerous and poorly paid work, the importance of health care and the need for children to go to school.

Terre des Hommes helps children who are ‘on the move’ due to socio-economic or political situations. Migrating children are particularly vulnerable to exploitation. The children fall between two stools: they often have no access to shelter, food and education; across the border, they are often regarded as a threat and treated as criminals. Terre des Hommes believes that all children ‘on the CHILD TRAFFICKING move’ – either traded, abandoned, forced or fled – must be given the protection they are entitled to.

AND MIGRATION

What do we do against child trafficking and migration? • In the first place, our main concern is preventing children from leaving their secure environment by strengthening the home situation. Our focus is on increasing opportunities for education and improving family income. • We educate entire communities on the dangers of migration through, for instance, parent committees. • We support victims of child trafficking by liberating them form their delicate situation and offering them a safe haven where they can enjoy counselling and education. Eventually, we want to reunite them with their families and reintegrate them into society.

CHILD SEXUAL EXPLOITATION

Child sexual exploitation is a growing problem in developing countries. Worldwide, over three million children have jobs in the sex industry for example. The physical and emotional damage to these children is enormous. Girls are often still a virgin when they receive their first customer. Many girls become infected with the HIV-virus within months. Many other children are victimised by child sex tourism, including online by webcam and child pornography.

What do we do against sexual exploitation? Terre des Hommes has been tackling this extreme, inhuman form of child exploitation head on for years. • In the countries where we work, we focus on the prevention of sexual exploitation, protecting and providing care to victims (shelter, psychological and legal assistance) and sentencing the perpetrators. Impunity remains a major problem in countries where children are sexually exploited and abused. • Advocacy is of great importance to provide a legal framework in which children are protected from sexual exploitation. This includes laws aimed at preventing and combating child prostitution and child sex tourism, but also monitoring compliance with legislation. • Terre des Hommes is involved in national and international programs to tackle sex tourists.

CHILD ABUSE

Child abuse comprises any threatening or violent interaction of physical, psychological or sexual nature which may cause physical or psychological damage to a child. This includes neglect and depriving someone of essential help, medical care and education. Sexual and physical abuse are forms of physical violence; in addition there are forms of mental abuse. Children are entitled to protection from all forms of maltreatment, abuse, neglect and violence. According to the World Health Organisation, an estimated 20 percent of women and girls aged 15 years and older are victims of sexual abuse. The consequences of child abuse are far-reaching: it not only affects children’s health but their economic prospects too. In conflict areas - where many refugees are sheltered - girls are particularly vulnerable to sexual abuse and assault.

Child marriages An estimated 14.2 million girls become victim of child marriage each year. These are children who come from poor families who have no access to education and, in most cases, live in remote villages and areas. In countries like Bangladesh, Nepal and Pakistan child marriages are very common: as a result of their premature marriage, young girls become completely dependent on their husband. Due to their isolated lives, young brides are more likely to become victim of domestic violence, sexual abuse, neglect, humiliation and threat. They often get pregnant before their bodies are fully grown. During pregnancy, they are often deprived of medical care. In many cases, their babies are stillborn or the young mother dies herself. Child marriages are not only common in South Asia (46%), but also in Sub-Saharan Africa (37%) and Latin America and the Caribbean (29%).

What do we do against child abuse? • We remove children from situations where they are mistreated, offer them shelter and provide medical and psychosocial assistance. We also support victims with legal assistance. • Poverty remains one of the main causes (and consequences) of child abuse, which is why we help families of abused children to raise their income. • We also conduct a political lobby to raise the minimum legal age to get married. • We encourage girls to continue going to school and offer them skills training. We also encourage them to join girls clubs to make them more assertive. On top of that, we have launched a unique project which empowers young brides to escape from their deplorable conditions.

EMERGENCY AID

With the assistance of local organisations, Terre des Hommes works towards the improvement of the living conditions of children in disaster areas. As children are particularly vulnerable in emergency situations, our main focus is on sheltering and protecting children and their families. We create safe spaces for children to play under the guidance of trained personnel and rebuild schools to offer children education. In other situations, education on hygiene to prevent infectious diseases, the installation of separate toilets at a school or setting up a medical post can be required.

1.4 THEORY OF CHANGE Our sustainable approach is based on our Theory of Change Strategy: in order to reach lasting social change, in which children no longer run the risk of being confronted with exploitation, we apply an integrated approach leading us through a number of strategic steps. Here, the fundamental principle is capacity building which will result in strong public support and social acceptance. Hand in hand with reinforced partners, we are able to improve the quality of our interventions and actually influence policy.

Prevention We invest strongly in education of and awareness raising among both children and adults, in order to prevent child exploitation. As poverty and the lack of education are the main causes of child exploitation, we offer parents the opportunity to raise their income through, for instance, savings and credit groups. On top of that, we provide training in effective business management.

Protection Children who have become victim of exploitation need protection. We provide shelter, medical care, therapy and education. We help children build an independent future and support family members. Moreover, we involve communities in protecting these children in a sustainable way.

Prosecution It is vital that victims can defend themselves and that those responsible for exploitation do not remain unpunished. This is why we assist children in reporting cases of exploitation to the authorities. They can count on legal assistance and support in prosecuting offenders. On top of that, we train police and legal officers on how to deal with victims and perpetrators appropriately.

Public and political lobby We campaign to draw public attention to childrenâ&#x20AC;&#x2122;s rights. We do research to identify and promote trends and developments with regard to child exploitation. Also, we follow and influence the decision-making of local and national governments, the European Union, companies and international organisations such as the UN. Finally, we advocate the implementation of these decisions.

Partnership & participation To ensure the implementation of childrenâ&#x20AC;&#x2122;s rights in society in the long run, we seek to reinforce public support and social acceptance in the countries we work in. Our project partners do not simply take part in a program; their views actually influence our decision-making. For that reason, Terre des Hommes invests in organisational and institutional development of public support and social acceptance in the South.

1.5 CAPACITY BUILDING In collaborating with our project partners, we consider capacity building to be crucial. In our opinion, social change in the countries in which we operate can only be realised in a sustainable way with the support of interest groups, unions and schools. We aim at a strong and united civil society that is concerned with social change and meaningful interaction with the government, other policy makers and the children we support.

EXTERNAL RELATIONS, NETWORKING AND ADVOCACY to take child protection to a higher level, and realise synergy effects, we create a situation in which local partner organisations deploy their capacity to influence other stakeholders around them.

GOVERNANCE focus on the legal status (registration), the planning processes and the internalisation of the strategy, mission and vision of partners.

FINANCIAL MANAGEMENT focus on design of an adequate financial system, following appropriate procedures, including internal and external audits, and the deployment of qualified financial personnel. PROJECT CYCLE MANAGEMENT SYSTEMS comprises all stages of project management: from planning, implementation, monitoring and evaluation to the learning moments and the actual adjustments.

How do we build capacity?

QUALITY is the result of ‘sufficient quality’ if the needs of specific target groups are taken into account. Observing children’s rights in the deployment of all activities, projects and interventions is of great importance.

For capacity building among our project partners and other regional or national bodies and community organisations, we use the following instruments: 1. Education and on-the-job training 2. Mentoring and coaching by external experts 3. Toolkits and manuals 4. Workshops and meetings 5. Exchange of experiences

1.6 IMPACT MEASUREMENT, MONITORING AND EVALUATION How do we measure: ... our results? In 2015, Terre des Hommes worked with a reporting cycle which requires project partners to report on their short-term and long-term results twice a year. In managing their projects, project partners apply standard ‘output’ and ‘outcome’ indicators, derived from the overall results framework of Terre des Hommes. The joint output and outcome results of our partners are combined and analysed. These achievements are then compared with the results we had planned; significant discrepancies are discussed during field visits. These visits take place twice a year and are performed to verify the reports and to discuss any necessary adjustments to the project.

… our impact? Terre des Hommes monitors the impact of its programs through the systematic collection of results, called impact measurement. 1. For each separate program, we collect information about short-term and long-term results; 2. Using case studies, we illustrate the specific impact these results have on the target group; 3. In addition, we compare our approach in the various countries in order to identify best practices; 4. At country level, we use indices and reports from, among others, UNICEF, the UN and ILO. 5. For each theme and program, we also collect lessons learnt. These lessons learnt and best practices help us to continuously improve and develop new programs. By doing so, Terre des Hommes increases its knowledge and constantly ensures the quality of its programs.

program in the spotlight

LEBANON: A GENERATION AT RISK OF BEING LOST Over one million Syrian refugees live in Lebanon, which itself has a population of three million inhabitants. They live in small rented rooms or even in garages and sheds in the towns and villages. Others reside in makeshift refugee camps in the countryside. Most Syrians have no job and therefore no income. In many cases, children are deprived of education because of limited rights. Besides insufficient capacity, parents do not have money for registration fees, school supplies and/or transportation costs to send their children to school. Moreover, many children and their families have been more or less traumatised by what they have experienced. Terre des Hommes provides shelter for children in child-friendly spaces, with room for therapeutic activities under professional guidance. These activities include singing, playing, drawing and theater as well as informal education and awareness raising. However, there is no authorisation for formal education. We also take care of the transportation of the children. In some cases we spin the reels and go to the children using our mobile Child Friendly Space. We also educate parents on topics ranging from hygiene issues and how to raise children with behavioural problems to childrenâ&#x20AC;&#x2122;s rights and domestic violence. When necessary, families are referred to the appropriate social services. In case children or members of their families need psychological support, care is provided.

Project name: Protection of Syrian child refugees and vulnerable Lebanese children and their caregivers in Mount Lebanon, Lebanon

Objective: Improving the well-being and resilience of Syrian and Lebanese children and their caregivers in Baysour and Bakaata by providing child protection and socio-educational assistance in a safe environment and by the creation of child protection committees.

Result: A total of 2,915 Syrian and Lebanese children were reached with this project. During eight weeks, they participated in the activities in the Child Friendly Spaces with an average of one or two half-days a week. Education services and psychosocial support were provided to 2,786 parents or caregivers. Budget: â&#x201A;Ź 425,000 Start: January 1, 2015 Duration: 14 months

Media attention Our ambassadors, the pop-band 3JS, went on a trip to Lebanon where they visited camps for Syrian refugees. They also performed at a charity jazz concert in Beirut to draw attention to the war and refugees from Syria. Media attention: SBS Show news - A documentary on the visit was broadcasted daily from June 22 to June 28, 2015. Additional TV commercials and banners on SBS websites and social media (800,000 impressions).

Record number of refugees In 2015, the number of refugees forced to leave their homes to find a safe haven elsewhere reached a new high worldwide. Many of them are children. According to estimates by the UN refugee agency UNHCR, even slightly more than fifty percent of the refugees are minors. Among them many children who are fleeing without parents or close relatives, the so-called unaccompanied minors. They are particularly vulnerable to become victims of exploitation and therefore deserve extra support and guidance.

Koffietijd, Pauw and DWDD. People were able to donate through text messages, resulting in a total of 3,526 messages and 176 new donors.

2. APPROACH & RESULTS

IMPACT All activities of Terre des Hommes are aimed at eradicating child exploitation. The objectives and policies Terre des Hommes has conducted in 2015 are at the heart of the strategic choices and the opportunities and threats.

2.1 SWOT, STRATEGY AND OBJECTIVES 2015 Strenghts

• 50 years of experience and good image • Significant partner network and International Federation • Innovative by developing effective solutions in the approach against child exploitation • Modern IT environment as solid foundation for efficiency, embedding quality in work processes • Enthusiastic and motivated team • Creative communication power • Strong nationwide coverage through network Terre des Hommes shops

Weaknesses

• Small player in a large field • Still limited awareness among the general public as to content of our work • Increase of organisational costs in the regions • Relatively small number of staff • Organisation’s name does not cover the essence of our work • Lack of international uniform branding

Opportunities

• Expertise and knowledge of child exploitation • Increasing popularity of corporate social responsibility • Growing impact of social media • Terre des Hommes as interesting partner • Institutional and local fundraising

Threats

• Economic developments • Political developments • Shifting wishes of donors to support national projects • Increasingly difficult binding of donors • Transparent sentiment stakeholders through the use of social media. • Finding good staff ever more challenging as a result of increased competition

VISION & MISSION

A world without child exploitation where children are protected

• Segmented approach fundraising and dedicated attention to existing donors by using new CRM system; • New role of Terre des Hommes shops by, among other things, cooperating with others and by implementing a contemporary look.

OBJECTIVES 2015 SUMMARISED

1. Large-scale program development based on our four themes; 2. Develop and implement new business systems to measure impact and success; 3. Close cooperation with other organisations and strengthen expert role; 4. Inspiring and innovative fundraising and communication programs; 5. Establish an inspiring, modern organisation with a focus on individual skills of employees; 6. Reliable, accurate management and effective internal control to support new business processes and achievement of our goal.

PROGRAMS STRATEGY

• Establishment of projects as programs; • Improve knowledge through Technical Expertise Units and Program Implementation Units; • Cooperation with other NGOs, the government and Terre des Hommes International.

COMMUNICATION & FUNDRAISING STRATEGY

• Improve results-oriented online communications (stories, publication) aimed at increasing donor involvement; • Investing in fundraising capacity and collaborate with other organisations on a strategic level in order to obtain grants; • Apply innovative communication tools to increase impact of campaigns

HR STRATEGY

• Continue to improve the quality of our employees; • Optimise business processes to continue working efficiently and effectively.

FINANCE & IT STRATEGY

• Commitment to the increase of our income (invest in capacity, collaboration with alliances for subsidy application, local fundraising) and control of organisational costs; • Invest in IT to work efficiently and effectively.

CORPORATE SOCIAL RESPONSIBILITY Social sustainability

• Management and development of programs • Active role in society regarding child exploitation and sharing views • ‘No’ to all forms of child exploitation • Sharing knowledge with national and international organisations to combat child exploitation

Economic sustainability

• Processes ISO certified • Compliance with laws and regulations • Transparent reporting

Environmental sustainability

• Giving clothes and other materials a second life through Terre des Hommes shops

TARGETS 2015 Our main objective is to stop child exploitation worldwide. We believe this can be achieved through the active involvement of governments, communities, families, children, the judiciary, companies and fellow NGOs. We apply new technology and knowledge to meet challenges jointly. Besides a sound revenue base, expertise, cooperation and international recognition are required. Well-designed programs, demonstrable results and maintaining our good reputation and name recognition are necessary to raise sufficient funds.

The targets for 2015 are as follows: 1. Large-scale program development based on our five themes a. Direct assistance to 500,000 children and indirect assistance to 2 million children and adults b. 100% implementation of approach and program design according to Theory of Change c. A multiannual program per theme for each region d. 50% reduction of local project partners e. Provide emergency relief to children 2. Develop and implement new business systems and knowledge management to measure impact and success a. Establishing key performance indicators for each program 3. Close cooperation with other organisations and strengthen expert role a. Active participation in TDHIF campaigns b. Attending an international conference/presentation by theme, issuing a policy paper and research for the benefit of new business development c. Participation in new alliances with fellow NGOs and successful completion of MFS II 4. Inspiring and innovative fundraising and communication programs a. Improve results-oriented communication (child stories, publications) b. Improve visibility of our activities c. Increase impact of campaigns and attract new funds d. Segmented approach fundraising and dedicated attention to existing donors by using new CRM system e. Professionalisation and optimisation of Terre des Hommes shops

5. Establish an inspiring, modern organisation with a focus on individual qualities of employees a. The introduction of a matrix structure within the organisation based on core processes; b. ICT implementation to support core processes. 6. Reliable, accurate management and sound internal control to support new business processes and the achievement of our goal

2.2 RESULTS 2015 Objective 1: Large-scale, high-impact program development based on our five themes In anticipation of the new strategic period 2016-2020, we initiated the development of large thematic programs with regard to child labour, child trafficking, sexual exploitation of children and child abuse in 2015. The interventions are based on the four pillars of the UN Convention on the Rights of the Child: Prevention (poverty reduction), Protection, Promotion (public and political lobby) and Prosecution (legal assistance).

a. Direct assistance to 500,000 children and indirect assistance to 2 million children and adults

In 2015, we have provided direct support to 428,574 children while educating 599, 838 communities. Unfortunately, we have to come to the conclusion that we fall short of the objectives set. This can be explained by the fact that our targets were based on projected revenues of approximately â&#x201A;Ź 30 million. However, we raised a total amount of approximately â&#x201A;Ź 25 million, which represents 83% of the target. The number of children benefiting from direct assistance, therefore, amounted to 85% of our target. Using the new set of performance indicators allows us to improve the measurement and demonstration of the outcome and ultimate impact. An overview of the results achieved by theme:

Child labour Lobby

Many products that arrive in the Netherlands are still not child labour free. Possibilities to hold companies legally liable remain limited. Moreover, consumers have a hard time determining whether a product (somewhere along the process) has been manufactured using child labour. Terre des Hommes believes that voluntary efforts of companies and civil society organisations to effectively and sustainably combat child labour in production and consumption chains is not enough.

What do we do? Terre des Hommes supports a bill which imposes a stricter duty of care on the industry. This legislation makes it easier for companies to comply with children’s rights, as it will apply for all companies and in the same way. In 2016, Terre des Hommes will explore how companies can comply with their duty of care to the best of their abilities. At the same time, Terre des Hommes will look for potential partnerships with (Dutch) companies.

EXAMPLES OF IMPACT & OUTCOME Uganda: children working in quarries Kasokoso is one of the slums in Kampala, capital of Uganda. Its 20,000 inhabitants mainly depend on the production of bricks. An estimated 8,000 children work in this industry on a daily basis. The main strategy of Terre des Hommes to prevent exploitation of these children is to encourage them to go to school. To this end, we have implemented the following actions: • Community awareness of the importance of attending school (including through talk shows on the radio); • Advocacy on behalf of exploited and vulnerable children through various meetings; • Establishment of children committees; • Direct support to children in terms of payment of school fees and providing school materials and uniforms. We also regularly visited the schools in 2015, allowing us to monitor the performance of the children as well as their general welfare. In addition, we worked towards a more child-friendly school environment in collaboration with school management. Finally, we educated teachers to gain a better understanding of children’s behaviour and to teach them social skills. The results in 2015: • Thanks to the training of teachers, interaction between students and teachers has improved. We have also contributed to the creation of mentoring/coaching, counseling and life skills training. • 373 children (165 boys and 208 girls) were liberated from deplorable situations and registered at schools or engaged in forms of vocational training (290 in primary, 60 in secondary and 23 in vocational education). • The children’s school performance has improved significantly, which is particularly true for pupils at the King David Primary School, Ebenezer Precious College and Goodwill Community School. Of the 23 trainees, 19 have completed their education, while five of them have started their own businesses.

Challenge

• Many children have been away from school for a long time, making it difficult for them to return; • Children prefer to make money as soon as possible and do not consider long-term solutions; • Short vocational training courses are preferred, but are more expensive; • The fact that vocational training is regarded as inferior negatively affects the opportunities young graduates have in the labour market. Companies generally prefer university graduates over young people that have completed a vocational training.

Indonesia: hidden child labour ‘The exploitation of children as house slaves’ is a common phenomenon in Indonesia that only few organisations pay attention to. Terre des Hommes and its partner organisation address this problem in Surabaya. Our strategy includes: • Capacity building; • Drawing attention to children’s rights among communities; • Emphasising the community’s responsibility to protect children from exploitation; • Encouraging local authorities to protect children. In 2015, the local government has informed us that they are committed to allocate a budget to protect children from exploitation.

Challenge

Child slavery often occurs in rich families that are difficult to access. That fact that house slaves rarely leave the house makes their situation even more delicate.

Bangladesh: education and awareness The impact of our programs in Bangladesh is significant. The focus was on providing basic education, vocational training and raising awareness among parents and communities about the risks of child labour. In addition, employers have been approached to explain the dangers of child labour to them. At the same time, conduct codes were explained and implemented. At national level lobbying was conducted to add domestic slavery to the list of hazardous child labour.

good news child in the spotlights

CHILD LABOUR

‘I was forced to work underground.’ Thousands of children are exposed to great dangers in the gold mines of Tanzania, ranging from collapsing mine shafts and toxic gasses to injuries caused by using tools. Simon Samuel, a 17-year-old boy, is one of them. At the age of 13, he quits school and starts working in the gold mines. ‘As my parents had no money to pay for school and couldn’t afford a uniform, they wanted me to quit school. They encouraged me to find a job in the mines. I was very sad that I had to leave school and once I started working in the mines, I witnessed several accidents. That made me very scared. In the beginning I had to break stones, later I had to go underground to dig into the mine shafts. Older boys forced me and said, ‘Today it is your turn to go underground.’ When I went down for the first time, an accident had just happened. A mine had collapsed and several people died. I was terrified to go down. I ran home in panic, but my parents told me to go back to the mines. They said: ‘You know we have no money? You have to go back.’

In the mines, I earned 1,500 Tanzanian shillings (€ 0.62) a day, which is barely enough for food. Life in the mines is terrible and very harmful to children. Older boys sometimes even stole my money. When I returned home without my earnings, my parents asked me why I was so sad. When I told them my money had been stolen, they realised that working in the mines is not good for me and then I was allowed to stop. Now I’m training to become a tailor. I had heard of an organisation that offers kids like me the opportunity to be engaged in vocational training. After consulting with my parents they signed me in. Now I am very happy and life here at the vocational school is very good. After completing my training, I am going to take care of my family working as a tailor. I am going to build a house and lead a better life.’

CHILD TRAFFICKING AND CHILD MIGRATION Lobby

Child refugees are entitled to special protection rights under the CRC. These children are at increased risk of becoming victims of trafficking and exploitation. What do we do? In collaboration with the Terre des Hommes International Federation, we try to influence the Dutch government powers in Brussels to better safeguard the rights of young migrants and refugees ‘on the move’ with the guarantee of safe migration routes. We work closely together with the National Rapporteur on Trafficking in Human Beings and Sexual Violence against Children and with the Center for Child and Human Trafficking (CKM).

EXAMPLES OF IMPACT & OUTCOME India There are around 15 million migrant children in India who are not enrolled at a school or who have stopped attending classes. These Indian children migrate to another city or another country for various reasons. Some flee from a violent domestic situation in search of work while others follow their families when parents go to work as guest workers. Also, parents sell their children to traffickers hoping for a better life. Sometimes parents don’t even know that their children are being trafficked. Children are ‘voluntarily’ smuggled by merchants, attracted by beautiful promises about work in the cities or abroad. One of the interventions that we have deployed in the towns where the children come from is strengthening communities by establishing mechanisms at the community level for the protection of children, such as children’s clubs, youth clubs and committees to protect children. These bodies are alert to detect possible cases of child trafficking and unsafe migration. 1. Awareness programs - We reach many children through schools in order to make them aware of their right to education, how they can migrate safely and how to avoid trafficking situations. 2 Life skills - These skills are taught through clubs and schools, allowing children to gain enough selfconfidence to face real life challenges with confidence. 3 Child tracking - mechanisme - This is designed to ensure the ‘traceability’ of children as they migrate with their parents or alone. Together with partner NGOs, we monitor which people are employed in which particular village or region. By doing so, we identify the situation and patterns of trafficking and migration.

Ethiopia: children ‘on the move’ intercepted and rehabilitated In the Amhara region of Ethiopia, 657 children were rescued from a dangerous situation while traveling to a new residential destination. The followed the main north-westerly migration route in Amhara, known for the many traders who are targeting children for exploitation purposes. Children were rescued in cities like Bahir Dar, Bure, Fogera, Nefas Mewcha, Gonder, Dabat, Metema Yohanes, Ginde Wuha, Debark, Wogera and Lay Armacho. These children were noticed by the police, employees at bus stations, people from communities and our project partners. Most children were intercepted at bus stations, checkpoints and streets while they were traveling alone or with other children. Some were lost in the city. The children were hosted in temporary accommodations and provided with food, shelter, clothing, medicine and sanitation. Counseling and advice on the dangers of migration were part of the rehabilitation process. Through the joint efforts and support from various stakeholders such as our project partners, the police, Women and Children Affairs Offices and members of the Community Care Coalitions (CCCs), the children have been successfully reintegrated with their families or caregivers. They now live in safety, while many of them have returned to school in their village or town.

Kenya: Tackling child trafficking in cities The child trafficking program in Kenya is designed to tackle child trafficking into and out of the slums of Nairobi, particularly the slums of Mathare and Mukuru. We worked together with three partners, each with a specific focus. The program consisted of: • Identifying the problem; • The actual rescue of children; • Rehabilitation and reintegration of children who are victims of child trafficking. At the same time we have introduced preventive measures for children who are vulnerable to trafficking. The prevention strategy comprised: 1. Raising awareness to children of the dangers through children’s clubs in schools. Here, children come together and recognise the problem when classmates suddenly disappear from school or from the community. Parents of vulnerable children we closely involved in sessions on awareness and self-reliance. We also offered parents a chance to increase the family income and the living conditions of the entire family through vocational training or providing capital for starting a small business. 2. Lobbying provincial and national authorities to combat child trafficking through legislation. Our aim is to stimulate policies that promote a good living environment that prevents trafficking of people and children. 3. Strengthening civil society organisations to detect the problem and report on it, to adopt and support young victims of trafficking and to raise awareness to prevent child trafficking. As a result, networks were created in two slums that help preventing child trafficking.

Challenge

How do we ensure safety of contacts within the communities? They are sometimes threatened by traffickers.

Cambodia: high-impact participation of children at the highest level Thanks to cooperation between various partners, a delegation of children of United CT and Cambodia ACT attended a ministerial meeting, allowing them to express their views and concerns. This serves as a good example of high-impact participation of children at the highest level.

Challenge

• Insufficient capacity and support from the government to follow up on priorities to combat child trafficking. • Weaknesses in governance and law enforcement - including corruption - are still slowing down the fight against (child) trafficking, and the conviction of traffickers in particular, in Cambodia and Laos. Addressing this problem cannot be solved by NGOs alone; cooperation is crucial. • The prevention of child and human trafficking is comprehensive and the approach consists of various steps. It needs time to be successful. • Awareness campaigns are inadequate and are ignored because many people are looking for a better life they expect to find by migrating.

good news child in the spotlights

CHILD TRAFFICKING AND CHILD MIGRATION

‘I believed in a bright future in Thailand.’ 17-year-old Lee was a victim of child trafficking in Thailand. She dropped out of school when she was in the 5th grade of high school. Her mother had died, her father had left with his new girlfriend and her brothers were either married or had gone to Thailand to find work. To make a living, she worked in the rice fields with her brother. ‘I saw a lot of people from my village move to Thailand to find a job. One day I met Noy, a 20-year-old woman who had worked in Thailand. Noy gave me the phone number of her previous employer. The man was interested and would let me work as a maid for 5,000 bath per month, including board and lodging. The transport to Thailand would be paid too. On April 5, 2011 I took a local bus to Thailand. At the border I was met by Mr. A. We had to cross the border through an unofficial border crossing. After 15 hours, I arrived at a house with a factory owned by a lady. After a frugal breakfast, I had to start working immediately: clean the house, wash, cook, take care of 18 dogs and then work in the factory. At the end of the day I also had to clean the factory. Along with four other girls from Laos and Thailand, I had to work all week, from four o’clock in the morning until late in the evening.

I never received any salary, was abused and always yelled at. I was locked up in the house and was not allowed to leave. I was very unhappy and the situation was untenable. After two months, I decided to escape with the other girls and we hid in the woods. After three days, we asked a man to help us. He called the police who came to get us. I first went to a shelter and after a week I was allowed to go to the Narisavath shelter in Thailand. I stayed there for 11 months and was rehabilitated, offered legal assistance and vocational training. I took courses in sewing and massage. Meanwhile, I received legal assistance and the owner of the factory was summoned to pay me 6,000 baht. Then I went back to Laos and I was sheltered by the VFI, where I continued my sewing course. Upon termination, some eight months later, I received my own sewing machine, materials and some money to start my own sewing shop in the village. I now work from home and take care of my sister. With my income, we do not have to work so hard anymore.’ Lee has experienced the risks and hazards of working in Thailand and is familiar with the bright future people promise to children. She is now an ambassador and warns young people to protect them from the dangers of child trafficking.

SEXUAL EXPLOITATION OF CHILDREN Lobby

Terre des Hommes closely cooperates with ECPAT, Plan Netherlands, Free a Girl and Child Porn Hotline to effectively address sexual abuse and sexual exploitation of children. What do we do? In 2016, we will lobby for a rollout of the ‘Don’t look away’ campaign in destination countries of child sex tourists. As children in destination countries are not only exploited by Western men, but also (and especially) by the local population, it is important that a campaign is conducted in destination countries. Furthermore, organisations call for a stricter monitoring of suspects of child abuse and convicted abusers by means of travel, area and location prohibitions. On top of that, passports should more frequently be withdrawn or lapsed.

Bill against webcam sex

In late 2015, the Bill on Computer Crime III was passed. An important result of this law is that it allows the police to deploy adolescents as ‘bait’ to identify offenders who are looking for webcam sex with children. This success is a direct result of the work carried out by Terre des Hommes known as Sweetie 1.0.

EXAMPLES OF IMPACT & OUTCOME Bolivia: cooperation in schools and legal action In Cochabamba, principals in various municipalities are involved in a project to raise awareness on sexual exploitation. Dealing with issues and raising awareness at school has proven to be more effective than when conducted by a stand-alone institution. The CUBE program (Centro Una Brisa de Esperanza) in Cochabamba has come to an agreement with judicial authorities to carry out legal action in cases of sexual violence with children and teenagers through a set procedure. This was aligned with the Magistrates Council of Cochabamba. The Council is now planning to publish further on this. In addition, a team of six prosecutors has been established to handle ongoing cases faster and to make progress.

Ethiopia: economic independence for victims of sexual exploitation Through its program in Adama town, Oromiya in Ethiopia, Terre des Hommes has identified girls by mapping locations where sexual exploitation took place and by nocturnal visits of these locations by project staff assisted by members of community child protection committees and the police. During these visits, 26 girls were rescued from their pitiful situations and provided with psychosocial support and life skills training. Two girls were reunited with their families. Ten girls were enrolled in creative vocational training. After passing their exams, they were given access to apprenticeships to further strengthen their professional skills

and to increase their job opportunities. 16 girls received financial support to start their own business. Each of them has managed to start their business successfully and they are all economically independent.

Lesson learned

â&#x20AC;˘ Community involvement is the key to success in child protection. It is also of importance to realise lasting and significant change in the lives of vulnerable children and their families. â&#x20AC;˘ However scarce, time of government agencies is necessary to make changes in the structure.

The Philippines Terre des Hommes, the Dutch Embassy and the Philippine Commission on Human Rights have signed a covenant (tripartite cooperation) to protect children online. Moreover, Terre des Hommes has played a key role in drafting the Presidential proclamation by the Ministry of Justice on Safer Internet Day.

good news child in the spotlights

SEXUAL EXPLOITATON OF CHILDREN

‘My parents never asked how I got the money.’ Girls from poor families, who have to leave school as a result of their poverty and who can barely meet their basic needs such as clothing and personal hygiene, increasingly resort to finding ‘sugar daddies’. These are older boys or men who give them some money or belongings in exchange for regular sex. For many girls, this type of sex is a normal way to survive. 17-year-old Pendo is one of the girls in Kwale, Kenya who became a victim of this type of sexual exploitation. ‘I grew up in Lunga Lunga, near the border with Tanzania, the youngest in a family of eight children. My parents are farmers. My father was always looking for jobs to earn extra money, but these jobs offered little security. To make things worse, he was often very poorly paid. As a result he couldn’t support our family. Inevitably, three of my older siblings had to quit school at an early age to find a job. In this way they could supplement the family income. For my brothers and sisters who did complete primary education, it all stopped there. Being the youngest, I was responsible for most of the household duties. I do not always go to school as there was often no money for school supplies and uniforms. In 2013 I completed elementary school, but by that time my parents were old. They depended on my brothers and sisters to meet their basic needs. Meanwhile, there were also five grandchildren my parents had to take care of. Although my brothers and sisters did their best, the income was just not enough to get me to high school. I had no choice but to stay at home. My friends made fun of me because of my clothes and bad hygiene. I wanted different clothes and I needed items such as sanitary pads and soap.

Under pressure from my friends, I was introduced to an older man I called my boyfriend. In exchange for sex, he gave me money to buy personal items. I was 15 years old at that time. Usually I took home KES 100 to 200 (€ 0.87 to € 1.76) a week that I sometimes used to buy food for our family. My parents never asked where the money came from. I was aware of the dangers of teenage pregnancy and sexually transmitted infections. My friends had always advised me to use a condom. I was so unhappy and felt worthless. In 2014 my sister took me to work as a domestic worker near Mombasa so I stopped visiting the older man. The work was very hard. Every day I got up at three o’clock in the morning to cook, wash, clean and to look after the children. With this work I made KES 3,500 (€ 30) per month. Through the local Commission for the protection of the child my father heard about a program for victims of sexual exploitation. He then asked my sister to send me home. Early 2015 I was able to join the program and I signed up for a course to become a hairdresser and makeup artist. When I completed this course, I was offered a temporary job at the salon that had trained me. Now I live with my sister and I work independently as a mobile hairdresser in Likoni. In my spare time I am an ambassador and inform the community about the adverse effects of commercial sexual exploitation. I now earn KES 300 (€ 2.63) a day. The money helps me in supporting myself and my sister. I also send some money to my parents every month. I have acquired skills that will allow me to earn a decent income in the future. I hope to run my own salon one day so I can offer people from my community a job.’

CHILD ABUSE Lobby child marriage and child abuse

Terre des Hommes has set up programs in countries such as Bangladesh, India, and Tanzania to educate communities about the risks associated with child marriage. These preventive programs to prevent child marriages have been partly enabled by the Dutch government. The Dutch government considers the fight against child marriages a high priority. What do we do? With regard to child marriages, Terre des Hommes follows the CRC as well as the rules of private international law: marriages concluded abroad must be recognised when the youngest partner is at least 15 years old and the marriage was concluded legally in the country of origin. The introduction of a bill that enables forced marriages to be declared void was accelerated at the end of last year. The minimum age has meanwhile been raised to 18. This may deteriorate the situation for girls left behind in refugee camps, often with children. Being married, many girls do not attend school anymore and become isolated, lacking the protection of parents and relatives. Sexual exploitation of these girls is a real danger. Terre des Hommes believes that protecting the rights of girls should be a priority and that young girls who live in refugee camps abroad are entitled to special care and support in emergency programs. With the help of our partner organisation CKM and through our emergency programs we will continue to promote the rights of child brides.

EXAMPLES OF IMPACT & OUTCOME Kenya: protective custody to rescue children directly In 2015, the SRHR program in Kenya focused on offering protective custody to save children from abuse, unsafe and occasionally even life-threatening situations. The shelter in Nairobi is home to a large number of victims of child abuse. They are victims of neglect, domestic and sexual violence, child trafficking and the worst forms of child labour. These victims are rehabilitated by means of psychosocial support including counseling, medical care and education. On top of that, staff members look for sustainable solutions for each individual child, case by case. In addition to providing protective shelter, we also promote the protection of children within the community, providing legal assistance and representation of children in court.

Uganda: Capacity building among child care institutions to improve care in children’s homes In Uganda, Terre des Hommes and four partner organisations have established the ‘Strong beginnings: a family for all’ program. This program is aimed at promoting family care for children who now live in children’s homes. According to estimates, over 50,000 children in Uganda are placed in children’s homes. In collaboration with 16 children’s homes and two government bodies we have drafted a program of operational guidelines to improve care in line with the Approved Homes regulations issued by the government. No less than 50 other institutions have shown interest in acquiring skills to improve their care practices.

Challenge and learned lessons

Some orphanages choose to shelter children ignoring government guidelines. There is insufficient capacity within the government to ensure proper compliance. Taking care of these children in families with parents or relatives is even more effective than improving care practices in children’s homes.

Tanzania: withdrawal from and protection against child marriages Tanzania has one of the highest rates of child marriage in the world; nearly two in five girls are married before their eighteenth year. The Shinyanga region tops the list. Thanks to our intervention, the number of child marriages has been reduced in 40 villages in Shinyanga. A total of 405 child brides were liberated from marriage. In addition, we prevented 315 girls from being married off. Close to a third of them (225 girls) returned to their families. Finally, we have actively involved community members in the protection of children by establishing committees to protect girls against child marriage. Challenge The phenomenon of child marriage is deeply rooted in the traditions of Tanzania. Adults fear their position within the community may be affected and are afraid of possible conflicts with other community members if they report a child marriage to the authorities. This is particularly disappointing since reporting of cases by former victims of child marriages has proven to be effective in the past. Children in turn are encouraged to report cases through, for instance, youth clubs.

good news child in the spotlights

CHILD ABUSE

‘I have much more self-confidence and I am happy with my work and training.’ Carla Tolay is 15 years old. She used to live with her grandmother in Monte Sur along with her older brother and an uncle with his family. Her mother lived elsewhere in Monte Sur with her stepfather and five younger brothers and sisters. Carla’s grandmother made a living by selling corn at the market. If there was something left, she asked Carla to bring it to her mother. They were very poor and did not always have food. Her mother worked a laundress and her stepfather did not work at all being an alcoholic. If there was any money, he spent it on alcohol. ‘I went to school for a couple of years but then I quit school to help my grandmother with cooking the corn. One day I had to go to my mother’s house to bring corn. She wasn’t there but my uncle Tony was. He sexually abused me and insisted not to tell anyone about it. Eventually I did tell the social care lady who visited us frequently. She took me to the Vida Digna shelter on April 10, 2014.

When I first came here, I didn’t want to stay. I cried a lot and had a hard time being here. Now I am used to it and I have friends I go to school with. My uncle has been sentenced to 17 years in prison. At Vida Digna they helped me to overcome difficult matters: now I am much more confident when I talk to people. I can read and I know the importance of taking good care of myself and my body. Also, I am attending a vocational training course and I work in a factory. I am happy now, because I can go to school and have friends.’

b. 100% implementation way of working and program design according to Theory of Change

The Theory of Change is now the foundation of all of our programs drawn up in 2015.

c. A multiannual program by theme for each region

For each individual region, a multiannual program by theme was drawn up and shared.

d. Reduction of local project partners from 200 to 100

The idea behind the reduction in the number of project partners is that Terre des Hommes, through its program approach, increasingly works with large partners who, in turn, support smaller organisations, making things more manageable for Terre des Hommes. The transition to the program approach has been put into full swing in 2015 but has not yet been completed. Our objective to reduce the number of partners by 50% last year has not been achieved. In 2015 we worked with 211 partners. Our failure to meet the target is partly due to the MFS II program, which required looking for new partners for the implementation of the Child and Development program. In South America too, the transition from a project approach to a program approach has not been implemented yet as a result of which the number of project partners remained the same. In 2016, however, the reduction is already visible.

e. Provide emergency assistance to children

In 2014, the emergency relief activities of Terre des Hommes had increased significantly. This trend continued in 2015. The Ebola epidemic in West Africa was still in full swing throughout the first semester. There were floods in India and Myanmar and Nepal was hit by a huge earthquake in. The war in the Middle East continued unabated, with major consequences for millions of people in Syria, Iraq, Lebanon and Jordan. As a consequence, this violence caused the biggest refugee crisis in Europe since World War II. Throughout 2015, Terre des Hommes continued, launched or supported relief projects in 15 countries: Jordan, The Philippines, Greece, Guinea, India, Indonesia, Italy, Iraq, Lebanon, Malta, Myanmar, Nepal, Syria, Tanzania and South Sudan. These projects were partly funded by our own fundraising. The additional funds of the Dutch Collaborating Charitable Organisations (SHO/Giro555) and the Ministry of Foreign Affairs were crucial too. An overview of our efforts in 2015:

Giro555 and Dutch Relief Alliance

When disasters take place anywhere in the world, the Dutch Collaborating Charitable Organisations (SHO), better known as Giro555, campaign jointly to raise money for relief. Being member of SHO, Terre des Hommes received money for projects in the Philippines (hurricane Haiyan), Guinea (the Ebola epidemic) and Nepal (earthquake); all projects that were either launched or continued in 2015. The Dutch Relief Alliance (DRA) is an alliance of twelve Dutch relief organisations and the Ministry of Foreign Affairs, aimed at providing faster and more efficient emergency aid in response to humanitarian crises. For this purpose, the Ministry has pledged 120 million over a three-year period (2015-2017). DRA is made up of CARE Nederland, Cordaid, Dorcas, ICCO and Kerk in Actie (Church in Action), OXFAM NOVIB, Save the Children, Terre des Hommes, Stichting Vluchteling (Refugee Foundation), War Child, World Vision and ZOA. Tear Organisation joined DRA in the course of 2015. Throughout 2015, joint relief programs (joint responses) were implemented or launched. Terre des Hommes was involved in the joint responses in Iraq, Guinea, Syria/Jordan, Nepal and Ukraine (launched in 2016).

Examples of emergency programs Guinea: fight the Ebola epidemic In Guinea, thousands of people died from the highly contagious Ebola disease during the epidemic that disrupted the entire region. When the outbreak of Ebola started in 2014, Terre des Hommes took action to put a halt to the spread of the disease and to support affected children and their families. The continuation of this project in 2015 was financially enabled by the Ministry of Foreign Affairs, Giro555 and Terre des Hommes. In terms of money, this was the largest relief project of Terre des Hommes in 2015. Meanwhile, the Ebola epidemic is under control, not only in Guinea, but also in Sierra Leone and Liberia.

What relief did we provide? • 862 health workers were trained in protecting against infections and preventing and controlling them; • 33 medical centers received protective clothing, cleaning and disinfection packages, handwash stations for visitors and staff along with hygiene education and training, reaching a total of 2,512 health workers; • 22 medical centers are connected to public water supply and provided sanitation; • 2,500 hygiene kits were distributed reaching 20,279 people; • 300 children and their families who were victims of Ebola received financial support; 118 of these families received additional support (psychosocial assistance); • 15 vulnerable children received medical care (consulting and medication); • 100 highly-vulnerable children were given school packs; • In 51 communities, 51 safe areas were created for the purpose of psychosocial workshops, for the duration of six months, twice a week. Over 5,000 children visited these workshops on a regular basis; • 51 group sessions were organised for parents whose children had psychological problems caused by Ebola; • 230 employees were recruited and trained to give psychosocial workshops.

Northern Iraq: sheltering refugees from Syria and Iraq In northern Iraq, Terre des Hommes not only provides support in various refugee camps, but also among the much larger group of refugees living outside refugee camps across villages and towns. The work is primarily aimed at providing shelter to and the support of child refugees and their families. Some families, such as one-parent families with young children, also receive financial support from Terre des Hommes.

To put up teams, Terre des Hommes tries to recruit and train as many people from the refugees themselves. After all, there are social workers, nurses, youth workers and so on within these communities too. They speak the same language and are familiar with the culture. At the same time, they are employed and earn money to support their families. The deployment of mobile teams is an innovative feature of this project. The vast majority of refugees are scattered around towns and villages. In order to reach them too, Terre des Hommes has launched mobile teams who visit them regularly on site to provide assistance.

What relief did we provide? • 1,488 children benefited from child friendly spaces, where they participated in sports and games as well as therapeutic and awareness activities, and where they could turn to for additional psychosocial support; • 19 local child protection committees were established; • 166 legal consultations were carried out by the legal assistant; • Distribution of hygiene kits; • Education about hygiene and safety: this is of vital importance.

Nepal On April 25, 2015 Nepal was hit by an earthquake. Within days, our local teams, along with our Nepalese partners, were able to provide relief in the communities where we were already active before the earthquake. The funds for this project were provided by the Ministry of Foreign Affairs and SHO/Giro555.

Due to the difficult conditions in Nepal, our work takes much longer than anticipated, which is why this project will continue in 2016.

What relief did we provide? • Distribution of food parcels, water, blankets, household kits, clothing and hygiene kits; • Distribution of materials for emergency housing (such as tarpaulins) to 718 families as well as materials for the reconstruction of houses; • Restauration or construction of 17 medical posts, including furniture, medical equipment and water supply; • Restauration or construction of four school buildings; • Establishment of Child Friendly Spaces for 500 children and associated training of staff; • Foundation of local child protection committees; • Education on earthquakes and how to deal with associated risks.

The Philippines: the aftermath of the Haiyan and Hagupit typhoons In 2015, Terre des Hommes, along with Terre des Hommes Lausanne, worked towards the completion of reconstruction work in the Philippines after the devastation caused by hurricane Haiyan in November 2013, and hurricane Hagupit which hit the same area in November 2014. These projects were completed throughout 2015 and were made possible by Giro555 and with our own funding.

What relief did we have provide? • Construction of a nursery school; • Making 634 houses stormproof, including material distribution and vocational training of plumbers and carpenters; • Distribution of water and hygiene kits to 900 families; • Restoration or construction of water supply in three districts (barangays); • Construction of latrines; • Education on child protection, child trafficking and child exploitation to families, as well as training of teachers and child protection workers.

Europe: The refugee crisis in the Mediterranean region Fleeing from ongoing war, for example in the Middle East, or from repressive regimes, such as Eritrea, tens of thousands of people seek refuge in Europe every year. In the course of 2015, these numbers run up to hundreds of thousands. On overcrowded boats refugees risk the dangerous voyage across the Mediterranean. Among them are many children, including children without parents or guardians. In 2015, Terre des Hommes continued the care of these children in southern Italy, a project that has been in operation since 2012 under the name Faro (Italian for lighthouse). Our sister organization, Terre des Hommes Italy, is responsible for the implementation of the project. On top of that, Terre des Hommes increased the support to minor refugees by financially supporting partner organisations in Malta, Cyprus and Greece.

What relief did we have provide? • Psychological and psychosocial support to 2,441 minors in camps for boat people in Southern Italy (Sicily); • Training of refugee workers in Cyprus and Malta; • Psychosocial support of child refugees while on the move through northern Greece using a mobile unit.

good news child in the spotlights

EMERGENCY AID

‘I do not know if I can catch up on the lost years.’ Ayat al-Jomaa is a Syrian girl of fourteen, who fled the city of Idlib in 2011 with her father, mother, sister and four brothers to seek refuge in the town of Beit ed-Dine fled in Lebanon. She visits the child friendly space of Terre des Hommes twice a week. On the run ‘Our village was bombed and many houses were destroyed. First we fled from village to village, near Idlib. Then my dad decided we had to leave for Lebanon, until all would be quiet again. We travelled in an overcrowded van with sixteen family members. The trip took a day and a half and once we arrived at the border, we had to wait for another day and a half.’ Henhouse ‘We have been here for three years now, because things have nog been getting any better in Syria. In Lebanon too, we have been forced to move several times even as recently as last week. I still cry a lot and I don’t like this house; it looks like a henhouse. We live with eight in two rooms. My father wants to move again, but my mom wants to stay here because it’s quiet and safe. I don’t want to leave either, because I have many friends here, both Syrian and Lebanese.’

School ‘I haven’t seen a normal school in four years. I would love to go to school, because that is the most important thing! But it is too expensive. Dad sometimes works on a farm, but not my mom. My sister and brothers do not go to school either. I don’t know if I will ever be able to study, if I can catch up on the lost years.’ Learning ‘I visit the center every Monday and Wednesday. I love to come here because the teachers are very nice, much nicer than in Syria! They check if we remember things they teach us. We learn all kinds of things, for example on hygiene, health and nutrition. We can also join activities such as drawing and making music. Last Friday there was a clown and a play, which was very nice. We all laughed a lot. Seeing how much fun the youngest kids had really was the best.’ The future ‘Nobody knows what will happen. I miss our life in Syria, we were happy over there. We had a nice house, a garden, we did nice things and I went to school, until we had to leave. All of my family members want to return to Syria even though everything has been destroyed. We will build it all up again, because we have a lot of good memories.’

Objective 2 Develop and implement new business systems and knowledge management to measure impact and success

a. Establish key performance indicators for each program

General key performance indicators have been designed to identify the efficiency and effectiveness of the programs. In addition, the Theory of Change has been translated into a qualitative result framework based on the Outcome Mapping methodology. This methodology is used for the annual monitoring of the outcome as well as the progress of the Theory of Change. We have also established a list of output results consisting of a selection of SMART output indicators, by which all programs are monitored quarterly.

Objective 3 Close cooperation with other organisations and strengthen expert role

a. Active participation in the TDHIF campaigns

Asia and Africa participate fully in one of the international programs of TDHIF, Children on the Move and Children Win. The latest campaign mainly focuses on lobbying and is also promoted by the head office. Recently, we were in Rio de Janeiro to assess the impact of the Olympics on children in words and pictures. b. Attending an international conference/presentation per theme, issue a policy paper and present research for new business development In 2015, a policy paper was issued for the four themes. We also conducted research nationally and internationally or in collaboration with sister organisations for the four themes. Also, a large number of programs in the various regions were evaluated. As the Technical Expertise Units were not yet fully staffed in 2015, our visibility at conferences was not carried out in accordance with the objective.

Surveys in 2015 Child trafficking 1. A future in Hungary: a first exploratory report on the (im)possibilities for return and reintegration of Hungarian victims of trafficking. 2. Situation of Children On the Move in five townships in Yangon, Myanmar (as part of the Destination Unknown Campaign) 3. Research study on child trafficking in Nairobi’s informal settlements, Kenya 4. Study on understanding the implementation of government orders and welfare schemes for victims of trafficking in Andhra Pradesh, India

Child labour 1. Migrant Child Labour in the Thai shrimp industry - Child Labour Report 2015 (as part of the TdH International Federation)

Sexual exploitation of children 1. Reducing Harm - A training manual for building skills in service providers working with child victims of sexual abuse, India 2. Compendium resource book for Judicial Officers & Public Prosecutors on Combating trafficking of women and children for commercial sexual exploitation, India 3. Research on Commercial Sexual Exploitation of Children (CSEC) in Kwale County, Kenya

Child abuse 1. Situational analysis of child vulnerability and its linkage to the foreign direct investment in Mtwara region, Tanzania 2. Rapid assessment and mapping of the child protection systems in Turkana for systems strengthening, Kenya In addition to the surveys, the following evaluations have been carried out which have resulted in several lessons learnt: • Learning evaluation Child & Development alliance • Community education evaluation, Cambodia and Philippines • Impact Evaluation/Best Practices of Child Protection in Emergencies in Samar, Cebu, Bohol, and Zamboanga • Evaluate to what extent education (including early learning) is an effective prevention strategy of child exploitation (including child labour and early marriages), India • Learning agenda: investigate to what extent CBR is an effective strategy for rehabilitation of children with disabilities, Kenya • Evaluation legal aid programme, Tanzania • Evaluation Health programme Mara, Tanzania • Learning agenda: Community Based Rehabilitation best practices/lessons learnt, Uganda

c. Participation in new alliances with fellow NGOs and successful completion MFS II

Girls Advocacy Alliance The Girls Advocacy Alliance, a strategic partnership of Terre des Hommes, the Ministry of Foreign Affairs, Plan Netherlands and Defense for Children-Ecpat, was launched on January 1, 2016. In the run up to this partnership, the alliance created the foundation for this cooperation in 2015. The joint program has been established, the decision-making structure has taken shape and the way of working together has taken root. The comprehensive program was adopted by the Ministry of Foreign Affairs in October 2015. The inception phase started in January 2016.

Down to Zero alliance In 2015, a new alliance to combat sexual exploitation of children was established. The alliance is made up of five partners, i.e.: • Terre des Hommes (secretay) • Plan Netherlands • Defence for Children-Ecpat • Free a Girl • ICCO A joint program has been developed and submitted to Foreign Affairs for funding. After approval in December 2015, the alliance was formally launched in January 2016.

Don’t look away To combat sexual exploitation of minors in travel destinations, Terre des Hommes has been working together with the following organisations for several years: travel industry organisation ANVR, Defense for Children-Ecpat, PLAN Netherlands, Free a girl, Royal Military Police, the Ministry of Security and Justice and TUI Benelux. Minister Van der Steur of Security and Justice kicked-off the latest awareness campaign at Schiphol Airport on March 26, 2015.

MFS II Child and Development Alliance Last year, the MFS-II Child and Development Alliance has successfully completed the final year of implementation (2011-2015). The alliance partners Stichting Kinderpostzegels, Stichting Liliane Fonds and Terre des Hommes jointly and amply achieved the planned results at output and outcome level. The alliance looks back on a successful partnership and will continue to contact each other in the future. The completion of the MFS II program and the final presentation took place March 17, 2016.

For a video impression of the MFS II program please visit youtube

fact

659,619

children have received assistance through this program

Lessons learnt programs department in 2015 Large-scale and impactful program development based on our five themes 1. Working with programs and linking partners who operate in the same thematic field together, offers opportunities for valuable exchange of effective strategies and methods. 2. One lesson learnt is that simply counting the numbers of children is insufficient to determine the actual outcome and impact of our programs. In order to effectively assess the effect our support has on the lives of the children, more qualitative information is required. The new monitoring system of Terre des Hommes is equipped to do just that. 3. Reducing the number of partners allows more room for qualitative elaboration and knowledge building.

Develop and implement new business systems and knowledge management to measure impact and success 1. Formulating KPIâ&#x20AC;&#x2122;s as smartly as possible is most useful for management and control.

Close cooperation with other organisations and strengthen expert role 1. Knowledge building requires an investment of manpower and financial resources. 2. It is a lengthy process. 3. Collaboration with other organisations leads to less efficiency but increases effectiveness. Although processes slow down as more parties decide on steps in the process, the combined knowledge and experience is enriching.

Objective 4 Inspiring and innovative fundraising and communication programs

a. Improving results-oriented communications (child stories, publications)

Both in Terre Magazine and online, the number of case stories increased visibly. The individual child has an increasingly important role in our communication. The magazineâ&#x20AC;&#x2122;s new format allows space to show the impact of our work. Moreover, a separate chapter on our new website is devoted to visualising the impact of our work. Finally, the stories are also widely shared and viewed through various social media channels.

b. Improving awareness of Terre des Hommes activities

Aided brand awareness of Terre des Hommes has been high for years. Last year too, we managed to reach our target.

TARGET 2015:

RESULT 2015:

TARGET 2014:

RESULT 2014:

84% → 85% 80% → 86%

It remains challenging to get the content of our work across to the general public. Here, the new program approach can be of help.

Communication campaigns Corporate communication campaigns as well as corporate activities and events have contributed to this result:

Photo expo ‘13-in-a-dozen’ The ‘13 in a dozen’ photo exhibition is part of the WATCH project and addresses sexual exploitation of children. After the kick-off at the Beurs van Berlage, the exhibition moved to the WTC in Amsterdam, the city hall in Eindhoven, the city hall in The Hague, the Apeldoorn Police Academy, the city hall in Leeuwarden and finally the town hall in Hoofddorp, garnering an enormous amount of free publicity in local and regional media. This project was sponsored by the Dutch Postcode Lottery.

Highlights media attention • Photographer Maarten Corbijn was interviewed by the Radio 1 program ‘Met het oog op morgen ‘ and on Amsterdam FM; • Dutch national newspapers Parool, De Telegraaf, Het Noord-Hollands Dagblad, Het Reformatorisch Dagblad, Nederlands Dagblad, as well as Elsevier magazine and over ten regional newspapers such as The Stentor and Tubantia paid attention to the opening of the photo exhibition, either in print with editorial content or online. During this trip, female photographer Alex Koeleman made a portrait series called ‘Shelter’ of girls that are involved in several Terre des Hommes’ projects. With this series she won the second prize of the Silver Camera in the portrait category.

Happinez festival This year Terre des Hommes attended the Happinez Festival to collect jewelry that was then sold in stores. Result • Over 8,000 visitors reached during three days; • Six boxes of jewelry and accessories, the value of which is yet be determined.

c. increasing impact of campaigns and attract new fundraising

Terre des Hommes has been in the news on various occasions by making use of fundraising and awareness campaigns with innovative techniques. The direct impact on fundraising offers room for improvement.

Experience the life of house slave Amami (tdh.nl/vr) The Terre des Hommes Virtual Reality experience allows people to meet Amani, a 12-year-old girl being exploited as domestic slave by a Kenyan middle class family. By using unprecedented virtual reality techniques, Amani’s daily life is made almost tangible as viewers suddenly find themselves in the middle of the living room of the Kenyan family. Thanks to 3D and 360 ° view, the everyday life in isolation and imprisonment as well as the intimidation and abuse are made more palpable than ever before. As this was a world first, it yielded a lot of attention in the national and international press. • The film premiered during the Liberation Festival in The Hague. Ultimately, 39 new structural donors were brought in during this event. Our ambassadors, 3JS, delivered a vibrant performance and supported the campaign. • The VR Experience was also used at other events near shops and at a small film festival. • We received media attention from Nu.nl. De Telegraaf, Algemeen Dagblad, Adformatie, Nieuws.nl, Omroep West, De Volkskrant and Reformatorisch Dagblad, among others.

Gold mines (tdh.nl/musa) Online campagne In November, we conducted an online campaign called ‘Child labour in Tanzanian gold mines.’ The campaign revolves around a young boy, Musa, who has to deal with extreme labour conditions daily.

1,652,633 banner impressions

148

33,991

website visitors

online donations

Result • Creative PR stunt with street art collective Kamp Seedorf, drawing attention to the campaign by means of street posters. Unfortunately, less free publicity was yielded than previously anticipated. • Twelve managers have climbed Mount Kilimanjaro, Africa’s highest mountain, with Terre des Hommes to raise money to save children like Musa from the gold mines.

NEW DONORS: TARGET: 6,100

DONORS

→

RESULT 7,300

DONORS THROUGH DOOR TO DOOR RECRUITMENT: TARGET: 6,000

→

REACTIVATING DONORS: TARGET 500

→

TURNOVER PRIVATE PARTIES TARGET : 8,550,000 → RESULT 9,504,558

RESULT 5,830 RESULT 411 NEW DONORS, 730 UPGRADED DONORS

TURNOVER COMPANIES TARGET : 2,900,000 → RESULT: 1,096,590

d. Segmented approach fundraising and dedicated attention to existing donors by using new CRM system This year, in addition to recruiting new donors, we have focused on existing donors or donors who had recently withdrawn. Could we inspire them to support us again or more intensively? This effort has led to very positive results: • Win back telemarketing campaign: 5,126 former donors were approached, 411 people renewed their contribution. We were aiming for 500. • Upgrade telemarketing campaign: 5,000 regular donors were called and asked if they were willing to increase their regular contributions. 730 people have responded positively with an average of € 37.50 per year. The outcome, € 27,000, exceeded the targeted € 24,000 significantly. To recruit new donors, Terre des Hommes continues to use the so-called ‘door to door’ recruitment approach. Here, our objective was to attract 6,000 new sponsors. With an outcome of 5,830, we almost reached our goal. Terre des Hommes has put much effort into educating and informing its recruiters through several training sessions across the country and in the office.

e. Professionalisation and optimisation Terre des Hommes shops

45 STORES IN THE NETHERLANDS

1,848

EMPLOYEES WORKING IN STORES

â&#x201A;Ź1,298,287 NET INCOME SHOPS

In 2015, we invested in bringing about efficiency improvement in the existing stores. We have activated changes such as restyling, installation of ATMs, implementation of a new corporate identity and an upgrade of our product range. In addition, we have developed several initiatives with professional partners to increase the impact and effect of the shops. On top of that, various partnerships were initiated. Rabo Shelter Box helps to clean up your house Rabobank customers who discuss their mortgage receive a shelter box. These can be filled with beautiful things and returned to the Terre des Hommes stores or the local Rabobank. Throughout 2015, a total of 350 shelter boxes were returned with an average sales value of â&#x201A;Ź 65,-.

Dille and Kamille donates end-of-line goods that are no longer sold in stores Dille and Kamille structurally donate goods to the Terre des Hommes shops. These are objects that, for reasons such as change of collection, out of season or minor damage, are no longer for sale in their own shops.

La Ligna donates clothing for sale in the Terre des Hommes shops The Terre des Hommes structurally receive clothes from La Ligna that are no longer sold in their own stores.

Valk software helps computerise the shops Valk Software has committed itself to providing the Terre des Hommes shops with innovative cash registers free of charge. The first system was installed late 2015, the other shops are to follow in 2016.

Lessons learnt communications department 2015

• Online fundraising remains challenging as standalone channel. • Improved management of various door to door agents is bearing fruit. The results have increased. • We have often and successfully reached the media via off-topic subjects, using the ‘hook’ to get our message across. • High-impact projects, well-founded like Sweetie, and tenacity pay off and portray Terre des Hommes as expert in the field of sexual exploitation of children.

Objective 5 Establish an inspiring, modern organisation with a focus on individual skills of employees; a. The introduction of a matrix structure within the organisation based on core processes; In 2015, we implemented the matrix structure for the purpose of co-operation and information sharing. This structure offers the advantage that employees have a clear role in a core process thanks to automation, regardless of where they are stationed. Based on the experience we have gained in 2015, this structure will be further refined in 2016 and adjustments will be carried out according to the needs of the organisation. b. ICT implementation to support the core processes; In 2015 the implementation our ICT project was further continued. The basic structure was rolled out late 2014, early 2015 in the form of a Google Apps environment for communication and document management. Also, the software for the Marketing & Communication Process (Salesforce) was successfully implemented. To meet the complex needs of Program Management, an application (PMEasy) was developed based on Mendix- technology. This application is tailor-made without the traditional drawbacks of customisation. Qualitative and quantitative data are linked with each other to provide in the complex information needs. Thanks to this application, Terre des Hommes is the first organisation worldwide to report fully automated and directly in IATI format (International Aid Transparency Initiative). IATI is the international set of rules for publishing and sharing information on development aid. In her latest grant decisions, the Ministry of Foreign Affairs explicitly requires applicants to be able to report in IATI format. Meanwhile, fellow organisations have expressed their interest in this application.

Future

In 2016, we will complete the ICT project by automating the financial process using a new application and by achieving the integration between the three core applications. This integration allows us to establish a link between money and results and to monitor developments. The entire organisation will share the same IT environment lifting the entire information provision to a higher level. With the help of Business Intelligence, we can combine control information from the three core processes.

Objective 6 Reliable, accurate management and sound internal control that supports the new business processes and the achievement of our goal

a. Quality Management System: the new ISO 9001: 2015 standard

Terre des Hommes has been certified for ISO 9001 since 2004. In September 2015 the latest version of this standard was released. In 2015, Terre des Hommes started the implementation of this new version taking the quality system to a higher level. The changes in the organisational structure as well as the investment in ICT fit seamlessly with this new standard. In March 2016, Terre des Hommes was one of the first organisations in the Netherlands to meet the new ISO 9001: 2015 standard.

b. Risk management

Managing the risks arising from operations is the central idea of the new standard as of 2015. Terre des Hommes has once more identified these risks and control measures and subsequently quantified these risks. The results help determine the reserve policy of the organisation.

c. Integrity

At the end of 2015, integrity measurement was initiated among all employees of Terre des Hommes. The results are used to further improve the internal processes and controls.

program in the spotlights

SWEETIE Sweetie 1.0 and 2.0 have had a lot of impact. The results of 2015 at a glance: • Sweetie 2.0 is granted an additional donation of € 3,860,750,- by the Dutch Postcode Lottery. With the help of national and international specialists, an innovative and globally applicable software system is developed to combat webcam child sex. With this system millions of potential offenders are detected and deterred. Sweetie 2.0 is tuned to national and international frameworks for investigation and prosecution. At the same time, extensive scientific research is conducted into the impact of this preventive approach. • By January 1,2016 the Netherlands presides the European Union. This presidency is dedicated to the Innovative Union. The Sweetie project is listed as one of the most groundbreaking innovations from the Netherlands. • Winner of the Accenture Innovation Award: With its project Sweetie 2.0, Terre des Hommes wins this award in the ‘safe and secure society’ category, earning € 20,000,-. The Accenture Innovation Award is an annual innovation competition for the most innovative Dutch products, services and concepts. • Arrests: Several men from Australia, Denmark, the Netherlands, Belgium, Poland and United Kingdom have been arrested and convicted. And this trend continues!

• Global awareness of the problem of webcam child sex • On the agenda worldwide: Organisations such as the UN, the EU and various national governments put online abuse of children on the political agenda. • Law enforcement: Terre des Hommes maintains contact with police forces in, among others, the Netherlands, Denmark, the United Kingdom, Canada and the United States on the deployment of Sweetie. • Rescue: In the Philippines, children were rescued from internet dens where they were abused in front of a webcam to make money. • Terre des Hommes is in negotiations with parties such as Western Union, Visa and PayPal because of the international payments involved in this abuse. • At an innovation fair in Beijing, China, a successful presentation was given, organised by Tencent, one of the largest Internet companies in the world. • Media interest remains substantial. In 2015, we participated in news programs and documentaries in The Netherlands, Germany, the United Kingdom, the United States, China, Spain and Italy. • Terre des Hommes receives the Transparency Award for greatest impact for its Sweetie project, collecting an amount of € 25,000,-.

3. PROMOTING CONTACT & INVOLVEMENT

VISIBILITY

In 2015, Terre des Hommes was visibly active on both social and traditional media. Through the use of various instruments, we positioned our organisation in a powerful way. Awareness, education, accountability and news sharing were the driving forces behind our communication activities, all with the ultimate aim of activating people to massively support our mission: a world free of child exploitation!

3.1 COMMUNICATION WITH OUR STAKEHOLDERS We report to our stakeholders on a regular basis regarding the income and spending of our organisation. Moreover, stakeholders are regularly involved in our activities. In this context, we use various means of communication, such as social media, newsletters, our website and e-mailings. By means of satisfaction and readership surveys as well as regular and bilateral consultations we check the needs of our stakeholders.

CHILDREN JUSTICE & POLICE

DONORS

DUTCH POSTCODE LOTTERY COMPANIES

LOCAL PARTNERS GENERAL PUBLIC/ SOCIETY NATIONAL AND INTERNATIONAL GOVERNMENTS

COMMUNITIES

PRESS

INSTITUTIONAL FUNDS

AMBASSADORS

VOLUNTEERS TERRE DES HOMMES STAFF

HIGHLIGHTS DIALOGUE 2015 stakeholders means

theme

outcome

Donors feedback/survey evening Terre Magazine new format more substantive information online research 10,000 satisfaction survey on satisfied donors regular donors media instruments, who want to see more of themes, website TDH in the media good response to (new) annual report and e-newsletter redundant New Yearâ&#x20AC;&#x2122;s appreciation Ambassadors 1-on-1 communication role & visibility with ambassadors ambassadors

active role in media; visible in online commercial, program item SBS

Volunteers

restyling shops professionalisation payment system

Shop management day, upgrade shop workhops, interactive concept presentations

Deployment of communication instruments in 2015 We involve our supporters in our work by deploying various instruments.

Terre Magazine Through Terre Magazine we inform our donors, keeping them informed and involved in our work. The magazine is published three times a year both in print and online. The first edition contains the summary of the annual report and therefore has a higher circulation. As we have decided to further promote the magazine through the Terre des Hommes stores and business partners such as Dille & Kamille and La Ligna from the third issue on, this edition has an increased circulation too.

Circulation Terre Magazine 2015: 1: 70,000 2: 51,000 3: 75,000

The new editorial formula and design concept introduced in 2015 are the result of a readership survey among our donors. The result is a professional, contemporary donor magazine with a clear structure (for instance through columns) that reflects the feedback from the reader survey.

Digital newsletter We send a monthly newsletter to approximately 66,000 readers. Each newsletter addresses one of our themes. Since we are sending the letters ourselves, we can precisely measure the click behavior, interest in subjects and preference for text or image. Based on these results, we improve and optimise the newsletter. We have also sent 30 digital updates on specific projects supported by donors. Our shop volunteers are informed on current events and developments through a weekly newsletter.

www.tdh.nl In 2015 we launched our completely new website with a contemporary design reflecting our adapted house style, and user-friendly for tablet and mobile. The objective was to bring about overview, increase the visibility of current affairs and create more focus on storytelling. The renewed website has resulted in an increased number of unique visitors per day compared to 2014 (858 on average). The simplified and user-friendly CMS system allows us to post news more easily and efficiently and to improve promotion of actions and projects.

26,089

MONTHLY WEBSITE VISITORS

Social media Thanks to the recruitment of our own online specialist in 2015, we have been able to inspire and involve our supporters via social media much better than before. It also allowed us to respond much more quickly to news and questions from our donors and other interested parties. We are visibly active on Facebook, Twitter, YouTube, Instagram and LinkedIn which has led to increased commitment of our supporters. Number of Facebook friends 2013: 10,980 2014: 14,518 2015: 22,013 Twitter followers 2013: 2,498 2014: 3,172 2015: 4,003 Instagram followers Initiated in April 2015 2015: 897

22,013

4,003

897

136,000

FRIENDS

FOLLOWERS

VIEWS

Youtube YouTube too is an important channel to disclose our work to a broader audience. This year we achieved 136,000 views on YouTube. As official numbers of 2014 are not available, a comparison cannot be made.

Annual and other reports Each year, Terre des Hommes pays great attention to its annual report to justify its annual activities to its supporters in a transparent way. • With regard to private donors, Terre des Hommes published a summary of the annual report, sent to them either digitally or in print in accordance with the donors’ wishes. We also released a powerful video report in picture and sound. • In addition, Terre des Hommes provides regular reports and project updates in line with the wishes of its other public audiences. • With regard to projects supported by the Dutch Postcode Lottery, we issue an annual progress report for each project. To account for projects financed by the government, such as the MFS II, we provide interim updates and annual reports.

Shop management day Each year, the management teams of all of our shops meet to exchange knowledge and be briefed on the ins and outs of Terre des Hommes. This year too, several workshops were organised in the context of professionalisation of the shops.

Internal communication • We share results with our employees online and through a presentation quarterly; • In addition, soup lunches are arranged by employees to explain important events that have taken place in the Netherlands or abroad, to other colleagues.

Relationship meetings To strengthen relationships with our donors and to elaborate on various topics, a number of relationship meetings were organised. Especially selected groups were invited for each respective evening session. This year there were a number of successful meetings: • • • • •

Beurs van Berlage Corbino - photo exhibition Relationship meeting with ABN AMRO Rotterdam - art exhibition Mart Visser Relationship meeting with Rabobank Rotterdam in De Doelen dinner and classical concert Relationship meeting featuring the Magical Lantern show by the Christiaan Huygens Theater in Zeist and notary – ceding to Terre des Hommes (inheritance) Relationship meeting at our office - project WATCH

3.2 THE DUTCH POSTCODE LOTTERY Terre des Hommes has been supported by the Dutch Postcode Lottery for 20 years. Thanks to the annual support, Terre des Hommes has achieved large-scale and groundbreaking projects that have given the fight against child exploitation a huge boost. In 2015, we jointly realised:

WATCH project • Detection of child sex tourist in five Asian countries; • Professionalisation of local investigation teams; • Breakthrough with the arrests of child sex tourists from Australia, France, Denmark, America and Saudi Arabia; • Photo expo ’13-in-a-dozen’.

The methodology used for the WATCH project has been so successful that we will be investigating a possible cooperation with the Center for Child and Human Trafficking (CKM) in 2016 to apply this method in the Netherlands.

Sweetie 2.0 project Sweetie 2.0 is granted an additional donation of € 3,860,750,- by the Dutch Postcode Lottery.

Center for Child and Human Trafficking project - shelter for victims of trafficking One year after the opening in 2014, a monument designed by Mart Visser to honour victims of human trafficking was revealed.

Business partners in 2015

Terre des Hommes also cooperates with involved business partners, including: • Dolmans: Children and their families learn about hygiene. A fund was jointly founded, through which Dolmans Facility Services will support Terre des Hommes. This support is not merely financial but is also aimed at engaging Dolmans’ employees to promote awareness and information about Terre des Hommes projects. The collaboration is part of their CSR policy: dolmansfacilitair.com/nl/duurzaam; • The GSRD Foundation: significant support for the development of vocational training in Bangladesh and Vietnam; • Sint Antonius: significant support for Bangladesh; • September 10 Foundation (Jacobs Douwe Egberts): has donated over 1 million euro’s in the last ten years to combat child labour in Peru; • Diorapthe Foundation (formerly Liberty): supports our approach against child trafficking and sexual exploitation in Ethiopia.

3.3 AMBASSADORS Our ambassadors, 3JS, have regularly traveled the country to light up anniversaries or openings with stunning performances. End of April 2015, they visited the Ayat al-Jomaa project in Lebanon, among other things. In February 2015 ambassador Thekla Reuten was handed over a cheque by Dutch Postcode Lottery during the Good Money Gala for the sequel to the hit Sweetie. Thekla Reuten has put much effort in promoting our campaign to free the world form webcam sex. Her calls and words of thanks can be seen on YouTube or on our website: tdh.nl/sweetie2. For 2016 we are looking for more ambassadors to create more visibility for Terre des Hommes.

program in the spotlights

MIGRANT CHILDREN IN ASIA

In Asia, we started a 3.5-year program in ten countries aimed at improving the protection of children who migrate for various reasons. During their journey and at their destination – in popular countries like Thailand - the rights of these children are often severely violated. To their interest, Terre des Hommes seeks to improve existing laws, systems, procedures and services that migrant children and victims of child trafficking are confronted with. We do this by assisting victims, providing education, raising awareness among children and communities, capacity building, advocacy and research. This approach is a good example of the switch from a project to a program approach Terre des Hommes has deployed in 2015. total number of trafficked children: 1.2 million per year which ⅔ girls 40% of trafficking cases take place in Asia

Watchdogs

The so-called ‘watchdog and peer support groups’ set up by Terre des Hommes in Cambodia have proven to be a successful tool in gathering information on child trafficking that can also be used in raising awareness. ‘Watchdog’ groups consist of members of a community who gather information on suspected cases of human trafficking and act on it. Through peer support groups, young people who have been involved in migration and/or child trafficking share their experiences with peers. These groups have allowed Terre des Hommes to rescue thousands of children from the hands of merchants, reunite them with their families and enroll them in schools.

Program objective: rescue 20,000 children and provide shelter to victims Scan the QR code and watch the movie

inform 120,000 children about the risks of migration train 14,000 civil servants in child rights and childfriendly methods duration: 2015 – 2018

4. WHAT DOES IT TAKE

INVOLVEMENT

Terre des Hommes Netherlands Foundation is an independent foundation with the statutory aim: to provide support to the needy child and his family environment, anywhere in the world - without distinction of race, sex, religion or political affiliation. The organisation has its headquarters in The Hague and offices in the regions where Terre des Hommes operates. 45 additional foundations in the Netherlands run a shop in second-hand goods under the Terre des Hommes brand. The proceeds benefit the Terre des Hommes Netherlands Foundation. This annual report is a consolidation of the headquarters, the regional offices and 45 shops in the Netherlands. Headquarters in The Hague is responsible for the strategy, the policy and achieving the objectives as laid down in the multiannual strategic plan and the annual plans. Terre des Hommes Netherlands is a member of the Terre des Hommes International Federation (TDHIF), uniting 10 independent Terre des Hommes country organisations. Together they are working in more than 65 countries worldwide with a total budget of over â&#x201A;Ź 134 million*. *2014 figure

ORGANISATION CHART TERRE DES HOMMES

STRUCTURE OF TDHIF AND ITS MEMBERS

Supervisory Board

Managing Director

Director of Finance and ICT

Italy

Spain

The Netherlands

Finance

Switzerland

GENERAL ASSEMBLY INTERNATIONAL BOARD

Denmark

Asia Region

Canada

INTERNATIONAL SECRETARIAT GENEVA & BRUSSELS

France

South America Region

ICT

Luxemburg

Germany

Switzerland

East-Africa Region

Quality

Programs Manager

Marketing & Communication Manager

4.1 ORGANISATIONAL STRUCTURE AND STAFF The Management Board is the body responsible for the management of the foundation. This is done under the watchful eye of the Supervisory Board. The management of Terre des Hommes consists of a Managing Director, who focuses on the general management and external contacts, and a Director of Finance & ICT, who is responsible for the internal organisation and operational issues. This dual management is partly at the request of the Supervisory Board. Working with a two-member Board offers the following advantages: • Ensuring an adequate internal control - Having an adequate internal control is a key requirement for any organisation. The daily management is responsible for this: it ensures that the internal processes are exercised appropriately and that - if necessary - the policies, procedures and measures are adjusted. Therefore it is important that the daily policymakers can judge each other’s decisions and, if necessary, adjust them. • Ensuring a sound governance structure - This means that corporate governance is adequate and sincere with a strong awareness of the risks and the skills to manage them. With a two-member management and a Supervisory Board, Terre des Hommes believes good governance is ensured. With two daily policymakers decisions are made from various angles, providing sufficient counterweight in the decision. • Safeguarding continuity - The continuity of the daily decision-making at the highest level is safeguarded by the daily management, consisting of at least two individuals. In this way we reduce the risk of (temporary) ‘disorientation’ of the organisation in the event of accidental (prolonged) absence of one of the board members.

Management team The Board, the Marketing & Communication Manager and the Programs Manager together form the management team.

Albert Jaap van Santbrink Managing Director

Irvin Wekking Director Finance & ICT

Liesbeth Zonneveld Programs Manager

Sander Hanenberg Marketing & Communication Manager

Terre des Hommes considers it as a key task of the Management Team to ensure that its employees are involved in the organisation, that talent is recognised and acknowledged and that talent can develop. To be more precise, the management team needs to facilitate in enabling an excellent contribution of staff to the work of Terre des Hommes. In 2016, we will focus on this type of leadership, including through the training of the management team and adjust the rating system.

Employees Terre des Hommes focuses on the further development as expert and knowledge center against child exploitation. In 2014 we started adjusting the organisational structure to a business unit structure with centralised control. In 2015, this matrix structure was implemented throughout the entire organisation. This has influenced the way employees are managed and their responsibilities within a process. This has given rise to the need to review the content of functions and job titles in the light of this new structure.This process was started in 2015 and will be completed in 2016.

STAFF IN 2015 Headquarters Regions Number of FTE ultimo 2015

32.1 (2014: 30.6)

76 (2014: 78)

Number of employees ultimo 2015

37 (2014: 33)

76 (2014: 78)

Sex 13 men, 24 women 41 men 35 women Age structure <30 4 11 30 - 40 7 33 40 - 50 16 25 > 50 10 7

Headquarters The Hague: 37

Asia: 35 South America: 7

Africa: 34

Ratio Terre des Hommes employs slightly more women than men: 48% male and 52% female. Within the organisation, there is a great diversity of nationalities as we work with local staff in the regions. A total of 65% are non-Dutch nationals: distributed across at least 13 different cultural - and religious backgrounds.

Sick leave In 2015, the sick leave rate at headquarters was 3.27% (2014: 7.53%). The higher ratio in 2014 was due to some long-term illness cases. In 2015 this was not the case anymore. The short absence, like previous years, is well below 1%. As before, absenteeism assistance was carried out by Human Capital Care.

Confidential advisor Terre des Hommes disposes of an external confidential advisor, viz. the company doctor, as well as an internal confidential advisor who anonymously reports the number of complaints from staff to the board of directors each year. Problems related to individual employment contracts or re-organisation are not included in this category. They also ensure that the complaints are resolved. The internal confidential advisor was consulted 7 times by staff members throughout 2015.

Whistle-blower scheme Terre des Hommes has an established whistle-blower procedure. This procedure allows for staff and third parties to report any serious abuse related to Terre des Hommes. In 2015, two third-party notifications were received regarding the operation of project partners in one of the countries where Terre des Hommes operates. One case has meanwhile been reported on showing no evidence of irregularities concerning the functioning of these project partners.

Looking ahead In 2016, the organisation will come to full effect, partly by further professionalisation. Examples include securing knowledge and improving (internal) knowledge, which is also enabled by the introduction of the intranet. In addition, we continue to invest in the development of management and employees so that they function optimally within the new organisational structure.

4.2 PLANNING AND CONTROL The current long-term plan is that of 2011 - 2015. The annual plan and associated annual budget is a translation of the strategic objectives into tangible results and activities per year and it will be submitted for approval to the Supervisory Board approval. We report on the status of the organisationâ&#x20AC;&#x2122;s objectives and financial results on a monthly basis. At least four times a year, a report is drawn up and sent to the Supervisory Board. Each year is closed with issuing the annual accounts and the annual report. We also report to other stakeholders.

Looking ahead ICT supports this cycle in ever greater extent. In 2015, two important core processes were automated and the IT project will be completed in 2016 (see also Priorities 2015).

4.3 QUALITY SYSTEMS Terre des Hommes is ISO certified (ISO 9001: 2008) by Lloyd’s Register Quality Assurance since April 29, 2004. This means we work in accordance with the standard which sets out requirements for an organisation’s quality policy. After recertification, this certificate was extended in 2013 until April 30, 2016. In accordance with the ISO requirements, we perform internal audits throughout the year at headquarters and in the regions. The results of the audits are summarised in reports; where necessary, we have taken corrective measures, based on the comments and deficiencies. Both auditors and auditees noted that this instrument functioned properly in all respects in 2015. Each year, the Management Board assesses the effectiveness of the quality system in a Management Review which includes the results of audits, feedback from stakeholders, process performance, follow-up measures from previous management reviews as well as changes, which can affect the quality management system. In 2015, the operation of the quality system was positively evaluated. In anticipation of the recertification in 2016 and the changing organisation, we thoroughly reviewed the quality system in 2015 and adapted it to the new ISO 9001: 2015 standard. This new standard focuses on controlling identified risks. The quality system is designed based on the professional employee and leans on assurance in automated systems. The focus visit by Lloyd’s, late 2015, led to the following conclusions: • The organisation is able to meet the requirements set by customers as well as laws and regulations. • The organisation works towards the achievement of its policy, objectives and relevant performance indicators. • Business risks are hedged in such a way that the organisation is able to ensure uninterrupted supply of goods and services. • The management system generates meaningful and reliable information that enables the organisation to make fact-based decisions. • Positive aspects of business management and examples of customer-focused improvements include: • The ICT project is a major professional development; • The organisation manages to take the lead in the industry in several ways; • The organisation is at the forefront with regard to the preparation for ISO 9001: 2015

Looking ahead In March 2016, recertification will take place based on ISO 9001: 2015. Terre des Hommes will also consider Partos certification in addition to ISO 9001. Employees at headquarters and in the regions will be trained according to the new quality system. In 2016, Terre des Hommes will start with the foundations for ISO 27000 (data security, target 2016), ISO 31000 (Risk Management, target 2017), ISO 14001 (Environmental Management, target 2017) and ISO 26000 (CSR target 2019).

4.4 RISK MANAGEMENT Risk management is an integral part of our planning and control cycle. We identify, analyse and monitor strategic and financial risks, as well as risks that could harm our reputation. We have additional instruments to help us, such as: a quality system, codes of conduct, a whistleblower scheme, a security policy, a complaints procedure and fraud regulations. Ultimately, the way employees fulfill their responsibilities determines the quality and how it is controlled. In this context, the Board of Directors aims at a transparent environment in which the focus is on integrity, exemplary behavior, budget discipline and cost consciousness. The intrinsic restrictions related to every internal risk control and management system do not have to be taken into account. Therefore we can never guarantee absolute certainty about realising our organizational aims or about material errors, loss, fraud or breach of laws and legislation not occurring.

BowTie method As part of the new quality system, which is based on ISO 9001: 2015, employees and management have identified general and organisation specific risks based on the BowTie method. Risks, threats, preventive and remedial measures are united in one model, based on so-called â&#x20AC;&#x2DC;scenario thinkingâ&#x20AC;&#x2122;. The model illustrates the way in which risks are controlled and managed with a direct link to organisational factors such as risk perception, behaviour, culture and available resources and competences.

BEFORE

AFTER

CAUSE

CONSEQUENCE CRITICAL EVENT

CAUSE

CONSEQUENCE

CAUSE

CONSEQUENCE

PREVENTION

REMEDY

As a result of this process, the most important risks were quantified using the Monte Carlo method at the end of 2015, and then qualified as either ‘a minimum’, ‘most likely’ or ‘maximum impact ‘ with regard to the likeliness of occurrence. This leads to a probability distribution of the total loss. Terre des Hommes uses the results to determine the need for structural reserves in view of the ‘risk appetite’ of the organisation. The results will be discussed with the Management Board and Supervisory Board early 2016 to judge the backup policy based on the risk perception. Below is a brief description and explanation of the key risk areas that have been identified: • Communication: poor communication (internal and external) can lead to confusion, frustration, complaints, errors and decreasing motivation. Process measures are: a communication strategy and plan (both internal and external), an effective website, sound reporting systems (one truth), competent staff, training in communication skills...; • Fraud: by employees, volunteers, partner organisations. Process measures include: budgets and budget control, sound reporting systems (one truth), HR procedures, VOG statements, PCATs, internal and external audits of the own organisation, shops and partner organisations; • Legislation: failure to comply with local laws and regulations may give rise to legal claims and fines. Process measures are: internal and external audits, local legal partners who advise on laws and regulations...; • Image/reputational damage: caused by harmful or objectionable behaviour of employees, volunteers, ambassadors, business partners. Process measures: selection procedures, periodic reflection on cooperation...; • Safety and security: concerns dangerous situations for staff and volunteers on site or while traveling (including kidnapping, physical violence, accident, robbery). Process measures are: training of staff and volunteers, safety procedures, following news on unstable (political) situations, following travel advisories by Foreign Affairs, membership Safety & Security Network...; • Child abuse: by staff, volunteers and partner organisations. Process measures: screening of employees and volunteers (VOG), screening of partners, regulations, whistleblower policy, counselor...; • Economic/financial crisis: decreasing revenues affecting budgets. Process measures: duration contracts no longer than one year, flexibilisation of selected organisation costs, adequate reserves...; • Politics: impact on budgets for development cooperation. Process measures: political lobby, promotion of public awareness, reduce dependency by maintaining existing revenue sources and develop alternative sources of revenue, cooperation with other organisations...;

Complaints Terre des Hommes has established a complaints procedure for third parties. Our definition of a complaint:

‘Any verbal or written expression of dissatisfaction by an institution, company or individual, addressed to Terre des Hommes, holding a complaint with regard to the policy or conduct of Terre des Hommes, and is designated by third party as a complaint.’

Throughout 2015, 30 complaints were filed (2014: 10). These complaints concerned; • 11 complaints regarded our shops: customer service (8x), volunteer recruitment process (1x), voluntary work policy (1x), fraud (1x). Six complaints were resolved to the complainants satisfaction, four complainants have not given any feedback while one complaint has not been resolved satisfactorily. • 16 complaints were related to the marketing and communication activities of Terre des Hommes: upgrading (5x), debit (3x), telemarketing (1x), street recruitment (1x), post (5x), answering by telephone (1x). Eleven complaints were satisfactorily resolved, four complainants failed to give feedback. • One complaint concerned the director’s salary. The complainant failed to give feedback. • Two complaints were received from a third party with regard to the functioning of project partners in a country where Terre des Hommes operates. An independent third party has handled these complaints. One complaint has meanwhile been reported on. There was no evidence of any irregularities regarding the functioning of our project partners. Terre des Hommes failed to get in contact with the complainant. The other complaint is still under investigation.

Fraud In 2015, one case of fraud was established at one of our country offices. This case was of limited scope and was discovered at an early stage by both an internal investigation and research by an external auditor. We have established irregularities concerning the justification of costs and the subsequent reporting on it, in the operations of two Tanzanian project partners. In both cases payments were suspended and the refunding of amounts unaccounted for was demanded. The size of this fraud is limited. The cooperation with one of the project partners was ended immediately. During an audit at one of our shops by an auditing committee some doubt surfaced about the accuracy of a balance sheet item. This matter is being investigated by our head office.

5. FINANCIAL RESOURCES

CAPACITY € 25,333,241

euros is the amount we raised in 2015 to support our projects in the regions where we operate. Thanks to the indispensable support of all our volunteers, donors, lotteries, companies and capital funds

5.1. CONCISE SUMMARY OF STATEMENT OF INCOME AND EXPENDITURE AND BALANCE SHEET Policy In holding and using our assets, we apply the following principles: • Terre des Hommes holds current account balances with banks which are supervised by de Nederlandsche Bank N.V.; • Terre des Hommes does not invest in stocks, bonds or other investment products; • Terre des Hommes has a return target based on avoiding risk and adjustment for inflation; • Terre des Hommes spreads its cash among various banking institutions.

Expenditure • In 2015, a total amount of € 25.4 million was paid (2014 € 23.5 million). This almost equals this year’s benefits, but substantially exceeds the amount budgeted (€ 20.1 million). • In 2015, we received an additional € 3.9 million from the Dutch Postcode Lottery for our Sweetie 2.0 project. • In particular, spending on emergency aid was higher than estimated (+ € 2.6 million).

Structural assistance The year 2015 has been a dynamic year. On one hand, the strategic period 2011-2015 was completed and, at the same time, 2015 marked the beginning of developing larger-scale programs for the strategic period 20162020. Therefore this year of transition was marked by the completion of the MFS II grant from the government and the completion of the mostly smaller projects. Many of these projects have become part of the larger programs that have been developed.

Emergency aid Terre des Hommes is part of the Joint Response of the Dutch Relief Alliance (DRA) and the Dutch Collaborating Charitable Organisations (SHO). By working together with these alliances, over € 3.8 million could be spent on various relief projects for victims of natural disasters (earthquake in Nepal), epidemics (Ebola in Guinea) and war (sheltering of Syrian refugees in Jordan) in 2015.

Implementation costs and awareness cost A total amount of € 3.8 million was budgeted for costs of Implementation and raising awareness; expenditures were almost equal to what was budgeted. The implementation costs increased by € 134,000,- , whereas awareness costs remained € 136,000,- under budget. In 2015, two grants were awarded by the government for the period 2016-2020, for two alliances in which Terre des Hommes participates. This required investment in additional capacity in 2015, both at headquarters and in the regions in order to take proper precautions. Drawing attention to child exploitation and violation of children’s rights is an important part of our work. It allows for issues to be placed (high) on the national and international political agendas. The awareness costs remained at the level of 2014.

Fundraising costs The fundraising costs remained € 35,000,- under budget. In 2015, more focus was put on new (online) fundraising channels with varying success. We must come to the conclusion that these new, and cheaper, channels are still no real alternative to the traditional ways of fundraising (including door-to-door). To keep revenues at a satisfactory level, Terre des Hommes had no choice but to invest more in traditional channels than budgeted. By effectively balancing the activities and spending this has not led to higher costs than budgeted.

Management and administration The costs of management and administration rose by € 285,000,- compared to the budget. A significant part of these costs is due to the implementation of IT systems for our core processes. For much of this route external capacity has been hired. The percentage for management and administration costs amounts to 3.5% in 2015 (3.4% in 2014) and remains well below a targeted maximum of 5%.

Income • The budget for 2015 included an estimated income of € 20.4 million. The actual benefits turned out to be € 25.3 million, which is € 4.9 million more than budgeted. This additional income was mainly the result of supplementary contributions for emergency projects, obtaining an EU grant through our country offices in Bangladesh and an additional contribution from the Dutch Postcode Lottery for our Sweetie 2.0. project. • In 2015, the method for validating inheritances was adjusted as it was too conservative compared to market developments. In consultation with our accountant, new valuation principles were established and applied in 2015, namely: • Pure inheritance: 70% of the value based on the preliminary financial accounts; • Bequest expressed as a percentage of the estate: 70% of the value based on the preliminary financial accounts; • Pure estate: 90% of the value based on the final net assets; • Bequest expressed as a percentage of the estate: 90% of the value based on the final net assets; • Bequest expressed as an amount: 100%; • Usufruct: to be determined case by case, with a maximum of 10% of the appraised value at the time of death testator. To be reviewed at the end of each accounting year; • In case the amount received in advance exceeds the amount incorporated based on the above mentioned validations, we take the amount received as a base. In 2015, this has resulted in a one-time benefit of approximately € 760,000,-. At the beginning of 2015, we had 94 pending cases. Throughout 2015, 52 cases were completed. By the end of 2015, 42 cases were still pending with an estimated value of € 4.4 million, of which € 3.2 million has already been assigned to the period 2012-2015.

Private market • Total revenues from the private market amounted to € 9.5 million, which is € 955,000 higher than budgeted. • In addition to the one-time benefit of approximately € 760,000, yields from inheritances exceeded expectations by over € 860,000,-. In 2015, a file worth over € 1.1 million was received and largely executed. • Income from operations and spontaneous gifts remained significantly behind the budget (over € 1.0 million). Although deployment of new online channels has not paid off yet, Terre des Hommes expects that these channels will be successful in the future and will continue to invest in them. • Fixed contributions increased by approximately € 346,000,- compared to the budget and by more than € 670,000,- compared to 2014.

Business market Revenues from companies and foundations (foundations) have decreased in 2015 compared to 2014. This year, we did not succeed in committing a new, large party to our work. Contributions from some existing relations, however generous, did not meet our expectation. Although conditions are not favourable as many foundations are inundated with requests and companies increasingly seek cooperation with charities in line with their own core business, Terre des Hommes has formulated a healthy ambition for 2016: 2.1 million euros income from companies and foundations. Part of the plan to achieve this growth is to approach companies and encourage them to cooperate by pointing them to their (chain) responsibility. Based on research we identify specific problems and present a solution companies can play an important role in. Moreover, we will focus on foundations abroad, such as in the USA and Sweden and through increased cooperation with our sister organisations. Finally a pilot project was started to lock specific SMEs into the work of Terre des Hommes.

Shops From 2015, all Terre des Hommes shops are subject to VAT liability for the first time. Gross income amounted to € 2,293,501,- (2014: € 2,412,401,-). This includes a number of working groups. Adjusted for VAT, turnover would add up to approximately € 2.6 million in 2015. In other words, on balance, sales have grown. This growth is partly due to new shops that were set up in 2014 and that made a full contribution in 2015 (€ 83K) and partly a result of newly established shops in 2015 which made only a minor contribution (€ 19K). At year-end 2015, Terre des Hommes operated 45 shops (four of which opened in 2015). Terre des Hommes closely monitors recent developments in the retail sector and invests in its own store format to keep it healthy. Valk Solutions has committed itself to equip all Terre des Hommes shops with modern computerised POS systems. This new partner installs previously used hardware which, after a thorough inspection, is provided without charge to the shops. Their system’s key feature is contemporary software which provides real-time information on the results of each store. In 2016, the shops are to be equipped with this new system.

Third-party initiatives and joint campaigns • On top of the regular contribution of € 2,250,000,- from the Dutch Postcode Lottery, Terre des Hommes received donations from the Friends Lottery (approximately € 53,000,-). • Terre des Hommes received an additional donation from the Dutch Postcode Lottery of around € 3.8 million for its Sweetie 2.0 project.

• The Ebola campaign by the Dutch Collaborating Charitable Organisations (SHO) yielded over € 10.3 million. In 2014, € 218,211,- of this amount was allocated to Terre des Hommes and another (final) amount of € 33,163 in 2015. This donation will be assigned to support projects in Guinea through our sister organisation in Switzerland. • From the SHO campaign for the earthquake that struck Nepal, Terre des Hommes received an amount of approximately € 604,000,-. This amount is allocated to direct help, largely through our sister organisations in Germany and Switzerland and to a smaller extent directly through a local partner of Terre des Hommes Netherlands.

Grants Co-Financing System (MFS II) Together with Stichting Kinderpostzegels and Liliane Fonds, Terre des Hommes forms the Child and Development Alliance. The total amount allocated for the period 2011-2015 amounts to € 32.8 million. In 2015, € 7.4 million was received from the Ministry of Foreign Affairs. The cost of, or payments to, our alliance partners in 2015 have been accounted for in this annual report under Structural aid East Africa. Other grants • Terre des Hommes is part of the Joint Response of the Dutch Relief Alliance (DRA), a cooperation of several Dutch NGOs, financed by the Ministry of Foreign Affairs. This alliance provides fast and effective relief to victims of international crises. Through this partnership, Terre des Hommes received grants for assistance to children in areas affected by Ebola in Guinea (€ 1,400,000,-) for support to displaced Syrian mothers and children in Jordan (€ 1.0 million), and assistance to victims of the earthquake in Nepal (€ 397,000,-). • Terre des Hommes received an additional grant from Foreign Affairs of € 550,000,- for the fight against sexual exploitation of children in Asia. • Our Bangladesh office was awarded a grant of € 750,000,- from the EU for combating sexual exploitation of children in Bangladesh.

Interest benefits The interest benefits in 2015 amount to € 240,540,- (2014: € 264,799,-). The lower yield is due to further fall in interest rates in 2015 and a lower average balance on the accounts compared to 2014.

Surpluses/deficits General To calculate the required structural reserve, Terre des Hommes applied a Monte Carlo simulation at the end of 2015. This simulation is based on the risk assessment carried out by Terre des Hommes in the context of upgrading the quality system to the new ISO 9001: 2015 standard. The simulation requires three estimates for each risk: the probability of occurrence, the minimum, most likely and maximum impact. Based on this inventory, an impact per risk is simulated 100,000 times as well as a total loss, resulting in a probability distribution of the total loss which, in turn, allows for a calculation to be made of the probability of losing more than a certain amount in the accounting year. To determine foregoing, a dialogue with the Management Board and the Supervisory Board will be launched early 2016. The continuity reserve amounts to € 4.0 million and is intended to cover short-term risks. According to the VFI directive, this reserve shall not exceed 1.5 times the organisation’s annual costs (in the case of Terre des Hommes, this maximum is € 5.3 million). The reserve maintained by Terre des Hommes remains below this ceiling. The reserve which is immediately available for our objectives amounted to € 4,041,751,- by the end of 2014. Due to an increase in the amount of earmarked funds, this reserve decreased by about € 242,000,-, compared to 2014. The total amount of reserves, including destination reserves, added up to € 8.2 million by the end of 2015. At the end of 2014, Terre des Hommes’ liabilities amount to € 11.6 million.

5.2 CASH AND CASH EQUIVALENTS AND RATIOS At year-end 2015, Terre des Hommes has cash and cash equivalents worth € 13.6 million, € 8.0 million of which are in deposits. We explain the course of our liquid resources in 2015 with a cash flow summary in the annual account.

RATIOS 2015 2014 2013 Expenditure on objective /Income 86.8% 86.3% 86% Expenditure in objective/Sum of expenditure

86.7%

86.9%

87%

Management and administration costs / Total expenditure 3.5% 3.4% 4.1% KENGETALLEN plus transaction micro-loans Cost of own fundraising /Income from own fundraising (CBF-norm </= 25%) 17.0% 16.8% 19.7% Total income excluding grants/ Total income (MFS II-norm > 25%) 75.4% 59.0% 7.7% Own organisation execution costs /Income

28.3%

27.0%

25.3%

Own organisation aid execution costs / Ongoing aid and emergency aid/Rehabilitation 14.3% 12.4% 10.4%

Explanation of ratios: 1 and 2: ratios Spent on objective 3: ratio Management and administration costs • Directive 650, applied by Terre des Hommes, introduces the ratio ‘Spent on objective’ and the ratio ‘Management and administration’ among other things. Paragraph 423 of Directive 650 includes an additional requirement regarding a compulsory ratio which shows the ratio of the expenditure on the objective as a percentage of the total expenditure. Terre des Hommes uses a percentage of 80% as a norm for this. These ratios indicate which part of the income/expenditure was spent on the objective. Because the assets and expenditure are quite balanced in 2015, both percentages are roughly the same. • The ratio ‘Management and administration’ increased by only 0.1% compared to 2014, despite increased investments in IT systems.

4: ratio Percentage Fundraising costs (CBF) This ratio indicates the share of the costs of own fundraising with respect to the income from own fundraising. The Central Bureau Fundraising (CBF) uses an average costs percentage of 25% over the previous three fiscal years as a maximum. This ratio went up 0.2% compared to 2014.

5: ratio Ministry of Foreign Affairs – own contribution The grant decision states that the grant recipient is expected to obtain a minimum of 25% of the total income himself. With a percentage of 75.4%, Terre des Hommes easily complies with this standard.

6: ratio Organisation Overhead This ratio reflects the relationship between overhead and income: it provides information for monitoring changes in overhead costs. The implementation costs as well as income went up slightly compared to 2014; as a result the ratio increased by 1.3%. Terre des Hommes uses a norm of 30% for this ratio.

7: ratio Assistance overhead This ratio verifies overhead associated with the provision of aid. This ratio has risen in 2015 compared to 2014. The expenditure on ongoing aid and emergency aid/rehabilitation increased compared to 2014 (+ € 1.1 million). The own organisation aid execution costs (excluding Terre des Hommes shops costs) went up by € 491,000,- . The norm used by Terre des Hommes is 10%.

program in the spotlights

DOWN TO ZERO Terre des Hommes is to lead an alliance that combats child prostitution internationally. The alliance will work closely together with the Ministry of Foreign Affairs, with which a partnership has been established. It seeks to protect young people from sexual exploitation, stand up for the sexual rights of young people and women and make them economically resilient. To this end, the ministry has allocated EUR 15 million for a 5-year period.

Millions of victims of sexual exploitation The so-called Down to Zero alliance unites five organisations: Plan Nederland, ECPAT-Defence for Children, Free a Girl, ICCO Alliance and, of course, Terre des Hommes itself. These five organisations all contribute their own expertise within the alliance, all aimed at reducing child prostitution in each country to zero. They also wish to ensure that young people have more knowledge about sexuality and are able to make healthier choices as a result. Worldwide, millions of children are victims of sexual exploitation. Due to discrimination and lack of education, among other things, many young people are unable to defend their own rights. For instance, children who fled their homeland are likely to fall into the hands of traffickers, who force them into prostitution.

Lack of protection In almost all cases of sexual exploitation, girls and young women are involved. The communities they come from frequently offer no protection: women and girls are often regarded as inferior. Moreover, in many

countries laws to protect them are inadequate. In refugee camps and during major events like the World Cup Football too, girls are extremely vulnerable to sexual exploitation. As more and more people have access to the Internet, the problem is growing there too.

More rights for young people The Netherlands are at the forefront internationally when it comes to the relationship between sexual health and development. By working together with the alliance, the Ministry of Foreign Affairs hopes to reach governments in poorer countries more easily. Aid organisations often have more leeway to denounce discrimination for example, or to address abuses differently. Moreover, they often play a crucial role in reaching disadvantaged groups. Minister Ploumen of Development Affairs speaks of a pragmatic approach that is highly appreciated. ‘Our partners have proven to play an important role in raising taboo issues.’

Down to Zero project Aim: to establish the fight against child prostitution. Protect young people from sexual exploitation, fight for the sexual rights of young people and women and make them economically resilient. budget: € 15 million duration: march 2015 - 2020 parties involved: Terre des Hommes, Plan Nederland, ECPAT-Defence for Children, Free a Girl and ICCO Alliance

6. WHAT WILL FOLLOW IN 2016

EXPECTATION Complex issues Seemingly more than ever, companies have to deal with complex issues. From our own perspective, we see various conflicts that endanger the situation of children and which increase the risk of child exploitation. Examples include: the widening gap between rich and poor, increasing urbanisation, the absence of education, the huge number of refugees worldwide, large-scale unemployment among young people and climate change causing natural disasters. These conflicts threaten children’s rights as laid down in the Convention on the Rights of the Child.

Strategy 2020 The next few years our work will therefore remain very much needed. In tackling child exploitation, the frameworks of the CRC and the Sustainable Development Goals are leading for Terre des Hommes. Three of the 17 Sustainable Development Goals address causes of child exploitation. The coming years, we will actively participate in the achievement of these goals. To do this, we will work closely with other NGOs, governments, companies and individuals. Putting a halt to child exploitation is not only our main concern, but it should also be a major concern for all stakeholders. We will organise expert meetings, carry out research and develop a plan of action to stop child exploitation ultimately by 2030. To achieve this goal we consider new business models to intensify cooperation with other organisations. Along with the knowledge and the clout of universities and companies, we will tackle social and societal problems in an innovative and powerful way. In this context, we strive to be one of the most decisive child rights organisations, which, through collaboration with multiple stakeholders, greatly contribute to eradicating child exploitation.

Results Until 2020, we commit ourselves to achieve the following results: • Vulnerable children claim their rights; • Families and communities protect children and are aware of their rights; • Companies contribute to the wellbeing of children; • Governments protect children by enforcing children’s rights; • The police and justice departments trace perpetrators of child exploitation and bring them to justice; • For our partner organisations, the interest of the child is a top priority.

BUDGET 2016 Income 2016 2015 Income from own fundraising Income from joint fundraising Income from third-party campaigns Government grants Interest income and income from investments Other income and liabilities Total income

11,681,800 - 2,305,000 7,980,000 100,000 30,000 22,096,800

11,970,178 636,632 6,164,155 6,222,077 240,541 99,658 25,333,241

12,383,500 2,200,000 3,061,678 1,174,710 2,035,590 818,214 366,485 22,040,176

14,351,961 3,840,614 2,609,964 1,199,136 2,037,144 893,885 431,498 25,364,202

Expenditure Structural aid Emergency aid Implementation costs of own organisation assistance Awareness raising and education Fundraising costs Management and administration costs Other costs Total expenditure Surplus/deficit

56,624 -30,961

Comments Based on the 2015 financial statements, we see no threats to the continuity of Terre des Hommes. The financial policy is aimed at qualitative objectives such as growth, a healthy financial position, investments and a balanced portfolio of activities that differ in terms of opportunities and risks. The financial objectives are focused on the level of spending on the objective, on controlling the cost of management and administration, organisational costs as a whole and the cost of fundraising.

Furthermore, our attention in the coming years will be on further developing the substantive transition of our organisation: more room for professionals and entrepreneurship with an eye for well-being and job satisfaction. In 2015 we carried out a comprehensive risk assessment, in which all levels and sections of Terre des Hommes participated. The aim was to identify and validate the risks and, where necessary, take mitigating measures. We will need to further embed the way of thinking about risks and the way of acting accordingly within the organisation. The most significant deviations from fiscal year 2015

Income • Revenues for 2016 are budgeted below revenues realised in 2015 (- / - € 3.2 million). • Income from own fundraising remains more or less the same as in 2015. We do, however, expect differences in the way this income is generated. We foresee growth from intensified cooperation with the private sector, while benefits from regular contributions from the public will remain the same. Income from inheritances will be lower in 2016 because we materialised a non-recurring benefit due to adjusted valuation in 2015. The proceeds from our shops will remain more or less the same. • We expect income from grants to increase by € 1.7 million as a result of more focus on institutional fundraising. Interest income will decline further due to low interest rates and the expiration of two deposits mid-2016.

Costs • Total spending on the objectives in 2016 are estimated at 85.2% of revenues. As such, they are 5.2% above the ratio of 80% which Terre des Hommes has set itself as a goal. In 2015, this ratio was 2.0% higher owing to among other things, an additional donation from the Dutch Postcode Lottery and additional grants for emergency projects. • The CBF percentage in 2016 is estimated at 17.4% which is very close to the ratio in 2015. The cost of management & administration and other costs will be reduced due to, for instance, lower IT costs.

ANNEXES Annual account 2015 • Balance sheet at 31 December, 2015 • Statement of income and expenditure for 2015 • Result allocation • Cash flow statement • General explanation and principles of valuation and result determination • Explanation of the balance sheet at 31 December, 2015 • Explanation of the statement of income and expenditure 2015 • Key personnel ratios • Other data • Annex Results Terre des Hommes shops • Annex Audit statement from the independent accountant

Report of the Supervisory Board Country table

ANNUAL ACCOUNT 20151

BALANCE SHEET AT 31 DECEMBER 2015

BALANCE SHEET

31 December 2015 31 December 2014

ACTIVA: 01.Tangible fixed assets 02.Tangible fixed assets objective 03.Receivables 04.Cash and cash equivalents Total assets

1,532,263 133,307 5,310,339 13,643,359 20,619,268

1,362,868 254,569 10,006,237 14,050,668 25,674,342

8,175,057 897,990

8,538,336 565,673

38,543 755,000 10,752,678 20,619,268

1,394,989 262,509 14,912,835 25,674,342

LIABILITIES: 05.Reserves 06.Funds 07.Debts Long-term debts 2 years Long-term debts 3 years Short-term debts Total liabilities

All amounts in the tables in this chapter are in euros.

STATEMENT OF INCOME AND EXPENDITURE

2015

Budget 2015

2014

08.Income from own fundraising 11,970,178 09.Income from joint campaigns 636,632 10.Income from third-party campaigns 6,164,155 11.Government grants 6,222,077 12.Interest income and income from investments 240,540 13.Other income and liabilities 99,659 Total income 25,333,241

12,513,000 - 2,250,000 5,381,000 175,000 45,000 20,364,000

10,854,300 326,913 2,373,674 9,671,819 264,799 116,170 23,607,675

14,351,961 3,840,614

11,932,000 1,250,000

14,055,128 3,027,723

2,609,964 1,199,136 22,001,675

2,476,000 1,335,000 16,993,000

2,119,494 1,166,401 20,368,746

2,037,144 115,117 165,921 119,529 30,931 2,468,642

2,069,000 82,000 149,000 122,000 62,000 2,484,000

1,824,936 132,643 163,821 123,354 49,784 2,294,538

COST OF MANAGEMENT AND ADMINISTRATION 893,885

609,000

787,710

20,086,000 278,000

23,450,994 156,681

BATEN

EXPENDITURE ON OBJECTIVES 14.Structural aid 15.Emergency aid and rehabilitation 16.Implementation costs of own organisation assistance 17.Awareness raising and education Total expenditure on objectives

18.FUNDRAISING COSTS Cost of own fundraising Cost of joint fundraising Cost of third-party fundraising Cost of obtaining government grants Cost of investment Total fundraising costs

MANAGEMENT AND ADMINISTRATION

Total expenditure SURPLUS/DEFICIT

25,364,202 -30,961

RESULT ALLOCATION

2015

2014

SURPLUS/DEFICIT IS ADDED TO/DEDUCTED FROM: Earmarked funds Reserve for funding tangible fixed assets objectives Reserves for funding financial fixed assets objectives Reserve available for objectives SURPLUS/DEFICIT

332,317 319,328 -121,262 -123,575 - -3,530 -242,016 -35,542 -30,961 156,681

CASH FLOW STATEMENT

2015

2014

30,571,248 -20,594,763 -7,913,139 -2,214,089 -150,743 242,813 56,051 298,864 -592,627 6,809 -585,818

21,571,307 -14,684,986 -9,066,056 -2,620,247 -4,799,982 308,482 50,634 359,116 -254,254 4,808 -249,446

-437,697

-4,690,312

29,980

55,022

-407,717

-4,635,290

CASH FLOW FROM OPERATIONAL ACTIVITIES Proceeds from donors and sponsors Payments to local project partners Payments to suppliers Transfers to alliance partners MFS II Total cash flow from business operations Interest received Rent received Total cash flow from investments and other Investments in tangible fixed assets Revenue from sale of assets Total cash flow from investment activities Net cash flow Currency exchange rate and conversion differences INCREASE/DECREASE CASH

Explanation The cash flow statement was prepared using the direct method. The total bank balance decreased compared to 2014 by € 407,717,- (closing balance 2014: € 14,050,766 ,- 2015: € 13,643,049,-).

GENERAL EXPLANATION AND PRINCIPLES OF VALUATION AND RESULT DETERMINATION General The annual account is prepared in accordance with Directive 650, fundraising institutions.

Structure of the reporting unit Terre des Hommes Netherlands foundation The Terre des Hommes Netherlands foundation aims to provide concrete and direct aid to children in need, in their own environment, anywhere in the world without differentiating on the basis of race, belief or political allegiance. For carrying out its activities, the Terre des Hommes Netherlands foundation (after this: Terre des Hommes) has access to several offices and legal entities. The annual figures from the entities mentioned below are included in the consolidated annual account. Mutual receivables and debts are eliminated. Head office The head office and statutory address of Terre des Hommes is established in the Zoutmanstraat in The Hague. Regional offices In the regional offices in South East Asia, South Asia and East Africa, Terre des Hommes has regional representatives who manage a local staff force. Terre des Hommes has two country offices in South America. The offices are registered locally in accordance with local legislation in each country. In 2015, the South East Asia and South Asia regions were merged while transferring the regional office from Indonesia (Jakarta) to Cambodia (Phnom Penh). Early 2015 we decided to phase out our activities in South America. Nelandeco Nelandeco was founded in 2004 to launch micro-loan programs in Sri Lanka with the project partners involved having a repayment obligation. This legal entity falls fully within the responsibility of Terre des Hommes. Nelandeco is registered in Sri Lanka as a Limited Company under the 1982 Companies Act, No.17.

The liquidation of Nelandeco was started in 2013 because the micro-loan program has been transferred to local project partners. The liquidation process has been slow due to Sri Lankaâ&#x20AC;&#x2122;s bureaucracy. A positive balance will remain which will be spent on a project in Sri Lanka after settlement. Volunteer groups Supporting the fundraising and awareness-raising campaigns of Terre des Hommes in 2015 were 52 (2014: 49) volunteer groups, all working in the Netherlands on behalf of and reporting to Terre des Hommes. Of these volunteer groups, 45 take the legal form of a foundation (2014: 41), 6 take the legal entity of an association (2014: 7) and 1 volunteer group is working as a support point (2014: 1); these are volunteer groups without a legal entity. Agreements (protocols) have been signed with all of these groups to ensure that income raised on behalf of Terre des Hommes is in fact spent on the Terre des Hommes objective.

Principles of valuation of assets and liabilities Principles of valuation The principles formulated relate to the annual accounts as a whole. The principles of valuation have not changed compared to last year unless stated otherwise. The annual accounts have been prepared in accordance with the Reporting Directive for Fundraising Institutions.

Foreign currency Receivables, debts and obligations in foreign currency are converted at the exchange rate applicable on the balance sheet date. The costs and assets in foreign currency are converted at average annual exchange rates. The exchange rate differences arising from the conversion are included in the statement of income and expenditure. Transactions in foreign currency during the reporting period are included in the annual accounts at the exchange rate at completion. The annual accounts of the regional offices are in foreign currency and are converted at the valid exchange rates at date of balance in order to include these in the annual

account. The exchange rate differences across the opening and closing capital and across changes in capital during the course of the financial year are included in the statement of income and expenditure.

Tangible fixed assets At every balance date, the Foundation assesses whether there are indications that a fixed asset might be susceptible to an extraordinary depreciation. In cases where such indications are present, the realisable value of the asset is determined. In cases where the realisable value of the individual asset cannot be determined, the realisable value of the cash flow generating unit to which the asset belongs is determined. An extraordinary depreciation is when the balance sheet value of an asset is higher than the realisable value; the realisable value is the highest of the income value and the indirect market value. Real estate and renovations/interior modifications Real estate is valued at the cost of acquisition. As of the financial year 1997, real estate has depreciated based on the purchase price and an economic life of 40 years, without residual value. We did not apply catch-up depreciation. The costs of structural and/or interior modifications are activated and depreciated over 5 years. Office furniture and equipment Tangible fixed assets are estimated at the cost of acquisition minus linear calculated depreciations based on the economic life. The residual value of the fixed assets is set at nil. The following depreciation periods apply: computer equipment etc.: 3 years vehicles: 4 years office fittings and fixtures: 5 years Tangible fixed assets to achieve objective The tangible fixed assets used in the context of the objective are depreciated as follows: hospital ships: 10 years

Financial instruments Financial instruments comprise trade and other receivables, cash, loans and other financial obligations, trade debts and other items to be paid. Financial instruments are initially processed at fair value. Following initial inclusions, financial instruments are valued at the amortised cost price using the effective interest method. Cash and cash equivalents Cash and cash equivalents include cash, bank balances and demand deposits with a term shorter than twelve months. Cash and cash equivalents are valued against face value. The cash and cash equivalents are free to use by the legal body. Financial fixed assets Financial fixed assets (loans) are valued at amortised cost price minus exceptional impairment losses. Assets in foreign currency are converted at the exchange rate applicable on the balance sheet date.

Current assets Stocks Trade stocks held on the balance sheet date (for example by volunteer groups) and other stocks such as welcome gifts for new donors are not included on the balance sheet. Instead they are charged against the profit in the year of acquisition. Receivables Receivables are valued at the amortised cost price.

Liabilities Earmarked reserves of tangible/financial assets to achieve the objective Equity recorded under assets which is used directly and in full to achieve the objective is included in the earmarked reserve of tangible fixed assets to achieve the objective and in the earmarked reserve of financial fixed assets to achieve the objective.

Earmarked funds Earmarked funds are reserves that consist of funds collected or obtained for that purpose, which serve to finance long-range or future project activities. Withdrawals from the earmarked funds are based on commitments made in the financial year concerned, related to the fund. Allocation to earmarked funds take place when funds are received for a certain project or aid program, which will be used after the current financial year. Debts Long-term debts are valued at first incorporation at real value. Transaction costs that can be attributed directly to acquiring the debts are included in the value at first incorporation. After first incorporation, debts are valued at amortised cost price: the received amount, taking in to account premium or discount, minus transaction cost.

Principles of result determination Income and expenditure are in principle allocated to the period to which they relate.

Income Fixed contributions, donations from campaigns, corporate donations, donations from volunteer groups and other income from volunteer groups. This income is accounted for in the year in which it was received. Corporate donations for specific projects Based on the matching principle, corporate donations for specific projects are accounted for in the year in which the expenditure on the project in question is accounted for. Legacies Income from legacies is accounted for in the financial year in which the size of the legacy can reliably be established. Up to 2014, cash flow was primarily used in reliably determining the size of legacies. As of the financial year 2015, however, valuation is done based on the (preliminary or established) statement of assets known to date (this is elaborated further in chapter 5 of this annual report). Provisional payments in the form of advance payments are accounted for as income from legacies in the financial year in which they are received unless already accounted for as income.

Sales of goods (Terre des Hommes shops) Income from the sale of goods is accounted for in the year in which the actual sale was completed. Cooperating Aid Organisations Income from Cooperating Aid Organisations (SHO) is accounted for in the year in which it is received. Lotteries Receipts and recoverable net income from lotteries are accounted for as revenue in the relevant fiscal year. Amounts still due at the date of the balance sheet are included as receivables on the balance sheet. Grants Income from grants is allocated in proportion to the progress of the activities to which the grant is credited. Results from investments Both realised and unrealised exchange rate results are included in the statement of income and expenditure in the relevant financial year. The costs associated with the investments are separately accounted for in the statement of income and expenditure under â&#x20AC;&#x2DC;cost of investmentsâ&#x20AC;&#x2122;. Interest benefits and interest liabilities Interest benefits and interest liabilities are incorporated proportional to time, taking into account the effective interest rate of the assets and liabilities concerned. When incorporating the interest liabilities, the transaction costs on the received loans that are part of the calculation of the effective interest are taken into account.

Expenditure Costs of own fundraising The costs of own fundraising include all costs incurred in generating the total income from own fundraising, i.e. the direct acquisition costs and the own organisation implementation costs associated with fundraising.

Own organisation implementation costs The own organisation implementation costs are subdivided into costs associated with generating income and costs associated with expenditure in the context of the objective. In accordance with Directive 650, the total implementation costs are allocated using a key that is calculated based on the actual staffing and the time that is spent by employees on various activities.

The percentages were modified in 2015 compared to 2014, because the comparative effort of employees has changed due to organisational changes and alterations in the number of staff. Most of the overhead of Terre des Hommes is allocated to the debit entries in accordance with these percentages. The allocation percentages for 2015 are shown in the table below:

COST GROUP

2015

2014

Aid costs (part of the objective) Cost of awareness-raising (part of the objective) Cost of own fundraising Cost of joint fundraising Cost of third-party fundraising Cost of obtaining government grants Cost of investments Management and administration

19.2% 16.3% 25.9% 3.2% 5.2% 4.4% 1.1% 24.7%

14.3% 19.5% 28.1% 4.1% 5.4% 5.2% 2.0% 21.4%

Explanation â&#x20AC;˘ The marketing and communication costs have their own allocation keys, depending on the type of costs, and are allocated under the headings awareness-raising and fundraising.

• For the allocation of costs generated by shops, Directive 650 (650.415) is followed, which states that ‘cost price means the purchase worth, plus the direct acquisition costs (paid to third parties) on purchase and sale’. Terre des Hommes has carried out an analysis to determine which costs should be counted as cost price. In this analysis, the costs that are necessary to gather and sell the second hand goods were taken into account. These are the costs of the shop premises and fittings, the costs of volunteers and the conveniences necessary to register the stream of goods, finalising the sales and receiving the payments.

Expenditure on the objective Structural aid Commitments to projects are considered to have been undertaken when a decision to do so is taken by either the Board of Directors or the Supervisory Board and are allocated in full to the year in which the decision was taken. This decision is communicated to the beneficiary. As a rule of thumb, Terre des Hommes enters into two or three-year commitments with existing project partners. The organisation enters into one-year commitments with new project partners.

end of December 2015 (representing the average current funding level during the past 12 months). The basic principle is that the pension cost to be processed in the reporting period is the same as the amount of pension premiums owed over the period. Where the premiums owed have not been paid in full on the balance sheet date, an obligation is included for this amount. If on the balance sheet date premiums already paid exceed the premiums owed, a deferred assets item is included where it is the case that the fund will make a repayment or that the amount will be offset against future premiums owed. Furthermore, on the balance sheet date a provision is included for existing additional obligations with respect to the fund and the employees if it is likely that fulfilment of the obligations will require an outflow of resources and the scope of the obligations can reliably be estimated. The existence or otherwise of additional obligations is assessed on the basis of the implementation agreement with the fund, the pension agreement with the employees and other (explicit or implicit) commitments to employees. The provision is rated against the best estimate of the cash value of the sums needed to fulfil the obligations on the balance sheet date.

Emergency aid and Rehabilitation Aid commitments that are the direct result of a disaster situation and in which the period of aid does not exceed three years, are accounted for under the heading ‘Emergency aid and Rehabilitation’. The provision of aid facilitated by one or more campaigns by the Cooperating Aid Organisations is also accounted for under ‘Emergency aid and Rehabilitation’. All other aid provision is accounted for under ‘Ongoing Aid’.

Salaries/pensions • Based on the terms of employment, wages, salaries and national insurance contributions are incorporated into the profitand-loss account, insofar as these are due to employees. • The pension scheme at Terre des Hommes is an average pay scheme. The pensionable salary is 12x the monthly wages + holiday allowance. Terre des Hommes had PGGM as pension executor under the scheme of PFZW (Pension fund for Care and Well-being). The degree of cover of PFZW was 97% at the

EXPLANATION OF THE BALANCE SHEET AT 31 DECEMBER 2015

Real estate/ Office furniture Regional renovations and equipment at offices head office and head office and TdH shops TdH shops

TANGIBLE FIXED ASSETS

Total

Purchase price Balance at 1 January 2015 1,827,110 Investments 47,639 Disinvestments -121,296 Exchange results purchase price - Balance at 31 december 2015 1,753,453 Depreciation Balance at 1 January 2015 -975,402 Depreciations -209,785 Disinvestments 121,296 Exchange results depreciation - Balance at 31 december 2015 -1,063,891 Book value at 31 December 2015

689,562

1,562,744 404,744 -42,702 - 1,924,786

329,387 3,719,241 57,485 509,868 -83,811 -247,809 1,722 1,722 304,783 3,983,022

-1,182,504 -69,798 42,702 - -1,209,600

-198,467 -2,356,373 -46,874 -326,457 70,413 234,411 -2,340 -2,340 -177,268 -2,450,759

715,186

127,515 1,532,263

01. TANGIBLE FIXED ASSETS Explanation The main investments were: • The new ICT platform including purchase and implementation of key applications for program management and marketing and communication; • Styling of new shops and restyling existing shops. The amounts of disinvestments mainly concerns clearing the stock of assets. This concerned the depreciated assets that did not generate proceeds. The Indonesian office sold depreciated assets resulting in proceeds of € 6,809,-.

Amazon Amazon Total Ambulance boat Hospital boat TANGIBLE FIXED ASSETS TO ACHIEVE OBJECTIVE

Purchase price Balance at 1 January 2015 Investments Disinvestments Balance at 31 december 2015

68,461 - -68,461 -

1,167,290 - - 1,167,290

1,235,751 -68,461 1,167,290

Depreciation Balance at 1 January 2015 Depreciation Disinvestments Balance at 31 december 2015

-63,928 -4,533 68,461 -

-917,254 -116,729 - -1,033,983

-981,182 -121,262 68,461 -1,033,983

133,307

Book value at 31 December 2015

02. TANGIBLE FIXED ASSETS TO ACHIEVE OBJECTIVE Explanation Ambulance boat The ambulance boat, which had been almost entirely depreciated, was handed over to our project partner in Brasil. Hospital Ship Abaré We undertake a major health care program in the Amazon region in Brasil with the purpose-designed and built ship, the Abaré, as of 2005. With the Public Prosecutor’s Office as negotiator on behalf of the Federal Government, discussions are taking place aimed at handing over the ownership of the boat to the University in Santarèm (UFOPA) in the state of Parà. In December, the Federal Ministry of Public Health in Brasil awarded a grant to UFOPA to enable them to execute the program independently and with various parties involved in 2016. Terre des Hommes provides an extensive training program in order to facilitate this process. Earmarked reserves tangible fixed assets to achieve objective The balance of the tangible fixed assets to achieve objective (€ 133,307) equals the reserve tangible fixed assets to achieve objective.

03. RECEIVABLES

31-12-’15 31-12-’14

RECEIVABLES Explanation • The item Legacies concerns the balance of the amounts that have been incorporated in the results and the according payments actually received. • The receivable of Dutch Postcode Lottery concerns the annual contribution from regular draws. • The item ‘Other donations and grants’ mainly concerns amounts granted by the Ministry of Foreign Affairs for several emergency relief projects totaling approximately € 1.3 million. On top of that, several written commitments were received from sponsors for the amount of € 0.9 million

Interest on cash and cash equivalents 52,334 Projects, Regional offices and dispatching abroad 8,703 Legacies 657,329 Volunteer groups/shops pre-paid costs 22,054 Dutch Postcode Lottery 2,250,000 Ministry of Foreign Affairs MFS II - Other donations and grants to be received 2,266,313 Wage tax and pensions - Other amounts pre-paid and recoverable 53,606 TOTAL RECEIVABLES

04. CASH AND CASH EQUIVALENTS Explanation The amount of cash and cash equivalents is sufficient for covering short-term obligations worth € 10.8 million (2014: € 14.8 million). At the end of 2015, Terre des Hommes had obligations worth € 10.1 million (2014: 15.9 million) to local project partners.

62,879 124,957 119,053 46,487 2,250,000 4,975,458 2,318,683 8,802 99,918

5,310,339 10,006,237

31-12-’15 31-12-’14

CASH AND CASH EQUIVALENTS Cash and bank balances Head Office Savings accounts Deposits The De Saint Exupéry Fund Cash and bank balances TdH shops Cash and bank balances Regions TOTAL CASH

265,665 3,725,735 8,075,000 87,925 718,193 770,841

340,786 3,934,126 8,075,000 86,865 646,346 967,545

13,643,359 14,050,668

Immediately available to achieve Continuity Reserve MVA the objective reserve objective Total

RESERVES

Balance at 1 January 2015 Addition via allocation of profits and/or losses Deduction via allocation of profits and/or losses

4,283,768

4,000,000

254,568

8,538,336

-242,018

-121,261

-363,279

Balance at 31 December 2015

4,041,750

4,000,000

133,307

8,175,057

05. RESERVES General To calculate the required structural reserve, Terre des Hommes applied a Monte Carlo simulation at the end of 2015. This simulation is based on the risk assessment carried out by Terre des Hommes in the context of upgrading the quality system to the new ISO 9001: 2015 standard. The simulation requires three estimates for each risk: the probability of occurrence, the minimum, most likely and maximum impact. Based on this inventory, an impact per risk is simulated 100,000 times as well as a total loss, resulting in a probability distribution of the total loss which, in turn, allows for a calculation to be made of the probability of losing more than a certain amount in the accounting year. The amount of the reserve required also depends on the ‘risk appetite’ of the organisation and other common considerations in the trade. To determine foregoing, a dialogue with the Management Board and the Supervisory Board will be launched early 2016. A first impression based on the outcome of the Monte Carlo simulation indicates that the existing reserve of Terre des Hommes is sufficient.

Continuity reserve Terre des Hommes has a continuity reserve for covering shortterm risks and for ensuring that obligations can be met in the future as well. The amount of the continuity reserve complies with the VFI directive on financial management for charitable institutions and must not exceed 1.5 times the annual costs of the operating organisation. Special purpose reserves Terre des Hommes heeft een deel van de reserves afgezonderd voor de financiering van een speciaal doel. Dit betreft activa ter realisering van de doelstelling. Terre des Hommes has set apart a part of its reserves for financing a special objective. This concerns assets for achieving the objective. The reserve of tangible fixed assets to achieve the objective comprises: • A hospital boat in Brasil with a residual book value of € 133,307,-.

Available to achieve the objective The freely disposable assets which are immediately available for expenditure to achieve the objective amount to € 4.0 million (2014: € 4.3 million) at the end of 2015.

De Saint Van Breen-New Mr. P.J.F. EC Exupery Fonds Future Fund Scheefhals Fonds SHO Bangladesh FUNDS

Totaal

Balance at 1 January 2015 Plus: Income Minus: Expenditure Plus: Earmarked from results

87,925 591 -

454 20,299 -20,000

259,083 2,266 -

218,211 603,469 -821,680

- 547,372 -

565,673 1,173,997 -841,680

Balance at 31 December 2015

88,516

753

261,349

547,372

897,990

06. FUNDS Explanation 1. De Saint Exupéry Fund (named earmarked fund) Until 31 December 2034 an amount of € 56,723 will not be freely available because of a historical notarial deed of donation which determines that the amount gifted must remain as an original asset base for a period of 30 years and that Terre des Hommes is only permitted to make immediate use of the fruits of this sum. 2. Van Breen – New Future Fund (named earmarked fund) In 2013, the Van Breen family entered into a cooperation with Terre des Hommes for a period of 5 years. In 5 yearly instalments of € 20,000 the family wants to contribute to helping vulnerable children in developing countries, especially girls, in order to prevent and fight sexual exploitation, and child prostitution in particular. Both the deposited base asset and the yield are available for spending on the objective. 3. Mr. P.J.F. Scheefhals Fund (named earmarked fund) This fund originated from the legacy of Mr. P.J.F Scheefhals, LLM, and is earmarked for among other things financial projects for children who are victims of violence, assault, abuse,

exploitation, disownment or abandonment. Payment for the objective will be done from the annual capital gain and will commence after a lead time of one year. 4. SHO (Cooperating Aid Organisations) Ebola: From the SHO fundraising campaign for the victims of the Ebola-struck region in Africa, an amount of € 218,211,- was awarded in 2014 and an amount of € 33,163,- in 2015. The total amount was spent in 2015. Nepal: From the SHO fundraising campaign for the victims of the earthquake in Nepal, an amount of € 603,469,- was awarded in 2015. 5. European Commission - Bangladesh Our Bangladesh office was awarded a grant of € 750,000 from the EU for the battle against sexual exploitation of children in Bangladesh. At the end of 2015, an amount of € 547,372 was received.

31-12-’15 31-12-’14

07. DEBTS

DEBTS

Explanation: • The share of project obligations with a duration of over 1 year is accounted for under long-term debts; • The short-term debts mainly concern project obligations which must be met within one year.

Long-term debts 2 years Long-term debts 3 years Total long-term debts Short-term project obligations 1 year Other short-term debts regional offices Other short-term debts Total short-term debts

38,543 755,000 793,543 9,950,746 191,911 610,021 10,752,678

1,394,989 262,509 1,657,498 14,304,901 125,387 482,547 14,912,835

TOTAL DEBTS

11,546,221

16,570,333

RIGHTS AND OBLIGATIONS NOT INCLUDED ON THE BALANCE SHEET Rights Via a notarial deed of donation 1,424 (2014: 1,130) Terre des Hommes benefactors have pledged contributions over the coming years. The annuity instalments arising from these deeds of donation were not taken into account in the balance sheet at the end of 2015. These amounts will be accounted for as income in the year in which they are received. The expected income from legacies of which the size could not be reliably estimated at 31 December 2015 was not taken into account. The estimated amount of income is approximately € 1.1 million (2014: € 2.2 million); these legacies will largely be settled in 2016. In 2015, Terre des Hommes received a total of 41 files with an estimated worth of € 2.0 million.

Obligations Terre des Hommes stands as guarantor, through a bank guarantee, for the lease for three months on 18 shops (2014: 18 shops), amounting to a total of € 65,848,- (2014: € 71,620). In addition, group guarantees have been given to 11 shops to a total amount of € 49,610,- (2014: 6 / € 23,950). Terre des Hommes leases two photocopiers/printers from NIC Rental Services. There is a lease agreement in place for this equipment which ends on 1 October 2016. At the end of 2015, 3 company cars were leased for a period of ultimately 48 months. All three contracts concern operational lease. The cars are used by employees that devote themselves to the 45 shops and 1,848 volunteers in the country.

< 1 year

> 1 year

Total

Lease of shops Company cars Photocopiers

479,991 18,803 23,346

592,583 48,854 -

1,072,574 67,657 23,346

TOTAL OBLIGATIONS

522,140

641,437

1,163,577

SUMMARY OF OBLIGATIONS

EXPLANATION TO THE STATEMENT OF INCOME AND EXPENDITURE 2015

Head office

Regions

TdH Shops

Total

Income from own fundraising Income from joint fundraising Income from third-party fundraising Government grants Income from investments Other income and expenditure

10,601,148 636,632

34,757 -

1,334,273 -

11,970,178 636,632

6,164,155 6,222,077 220,566 62,797

- - 16,827 36,862

- - 3,147 -

6,164,155 6,222,077 240,540 99,659

TOTAL INCOME

23,907,375

88,446

1,337,420

25,333,241

STATEMENT OF INCOME 2015

08. INCOME FROM OWN FUNDRAISING *The results of the shops are further elaborated on in the annexes

2015 Budget 2015 2014 INCOME FROM OWN FUNDRAISING

Fixed contributions Contributions from campaigns Legacies Spontaneous donations/other Total private market Corporate market and institutional and capital funds Total corporate market Sales revenue TdH shops Donations received in TdH shops Other income TdH shops Total TdH shops* Regional offices TOTAL INCOME FROM FUNDRAISING

5,595,923 195,889 3,622,072 90,674 9,504,558

5,250,000 900,000 2,000,000 400,000 8,550,000

4,923,336 525,032 1,839,271 210,482 7,498,121

1,096,590 1,096,590 1,162,267 107,784 64,222 1,334,273 34,757

2,900,000 2,900,000 888,000 25,000 50,000 963,000 100,000

1,644,370 1,644,370 1,367,302 119,106 34,601 1,521,009 190,800

11,970,178

12,513,000

10,854,300

09. INCOME FROM JOINT FUNDRAISING SHO campaign Philippines

Financial year 2015

Up to and including financial year 2015

Total Total

Income Income from joint fundraising - 831,193 Interest - Total income - 831,193 Preparation and coordination costs (AKV) AKV - 58,183 Total available for aid activity - 773,010 Emergency Reconstruction Emergency Reconstruction aid aid aid aid Expenditure Commitment by participant (P) • Aid provided through UO - - - - - • Aid provided through IK - - - - - • Aid provided through P - - - - - 773,010 Total available commitment headroom - - - - - -

Financial year 2015 Up to and including financial year 2015 Emergency Reconstruction Total Emergency Reconstruction Total aid aid aid aid

Insight in cash flow of participant Remittance by P with regard to; • Aid provided through UO - - - - - • Aid provided through IK - - - - - • Aid provided through P 96,504 - 96,504 773,010 -

773,010

Insight into expenditure on the scene • Expenditure on the scene by UO - - - - - • Expenditure on the scene by IK - - - - - • Expenditure on the scene by P 165,279 - 165,279 773,010 -

773,010

09. INCOME FROM JOINT FUNDRAISING campaign Ebola SHO

Financial year 2015

Up to and including financial year 2015

Total Totaal

Income Income from joint fundraising 33,163 251,374 Interest - Total income 33,163 251,374 Preparation and coordination costs (AKV) AKV - 15,275 Total available for aid activity 33,163 236,099 Emergency Reconstruction Emergency Reconstruction Expenditure aid aid aid aid Commitments by participant (P) • Aid provided through UO - - - - - • Aid provided through IK - - - - - • Aid provided through P 236,099 - 236,099 236,099 - 236,099 Total available commitment headroom - - - - - -

Financial year 2015 Up to and including financial year 2015 Emergency Reconstruction Total Emergency Reconstruction Total aid aid aid aid

Insight into cash flow of participant Remittance by P with regard to; • Aid provided through UO - - - - - • Aid provided through IK - - - - - • Aid provided through P 236,099 - 236,099 236,099 - Insight into expenditure on the scene • Aid provided through UO - - - - - • Aid provided through IK - - - - - • Aid provided through P 236,099 - 236,099 236,099 -

236,099

09. INCOME FROM JOINT FUNDRAISING SHO campaign Nepal

Financial year 2015

Up to and including financial year 2015

Total Total

Income Income from joint fundraising 603,469 603,469 Interest - Total income 603,469 603,469 Preparation and coordination costs (AKV) AKV 42,243 42,293 Total available for aid activity 561,226 561,226 Emergency Reconstruction Emergency Reconstruction Expenditure aid aid aid aid Commitments by participant (P) • Aid provided through UO - - - - - - • Aid provided through IK - - - - - • Aid provided through P 561,226 - 561,226 561,226 - 561,226 Total available commitment headroom - - - - - -

Financial year 2015 Up to and including financial year 2015 Emergency Reconstruction Total Emergency Reconstruction Total aid aid aid aid

Insight into cash flow of participant Remittance by P with regard to; • Aid provided through UO - - - - - • Aid provided through IK - - - - - • Aid provided through P 276,435 - 276,435 276,435 - 276,435 Insight into expenditure on the scene • Expenditure on the scene by UO - - - - - • Expenditure on the scene by IK - - - - • Expenditure on the scene by P 298,262 - 298,262 298,262 - 298,262

100

10. INCOME FROM THIRDPARTY FUNDRAISING Explanation In addition to the regular contribution, Terre des Hommes received an amount of € 3,860,750,- in 2015 within the scope of our Sweetie 2.0 project, the sequel to the successful Sweetie campaign in 2014.

Budget 2015

2014

2,300,000 73,674

INCOME FROM THIRD-PARTY FUNDRAISING Dutch Postcode Lottery Other Lotteries

6,110,750 53,405

2,250,000 -

TOTAL INCOME FROM THIRDPARTY CAMPAIGNS

6,164,155

2,250,000 2,373,674

11. GOVERNMENT GRANTS

2015

Budget 2015

2014

11. GOVERNMENT GRANTS

Explanation Ministry of Foreign Affairs • The income and expenditure from Joint Financing Scheme (MFS) 2,073,416 1,881,000 7,834,194 MFS are accounted for in gross. That Other grants 4,148,661 3,500,000 1,837,625 is to say: the transfers to alliance partners are part of the spending TTOTAL GOVERNMENT GRANTS 6,222,077 5,381,000 9,671,819 (expenditure) and the income resulting from this is part of the income from grants. These are not presented balanced because Terre des Hommes does not merely play the role of cashier for these means. As secretary we are responsible for correct and legitimate spending of the complete MFS II grant by the complete alliance, and therefore we also function as risk bearer for this. • The item ‘other grants’ concerns a grant from the Dutch Ministry of Foreign Affairs (MFS) worth € 1,449,000,- for emergency aid to Ebola-struck Guinea, a grant worth € 1,001,749,- for emergency relief to Syrian refugees in Jordan, a grant worth € 397,912,- for emergency relief to Nepal as a result of the earthquake and a grant worth € 550,000,- for the battle against sexual exploitation in Asia. The European Commission awarded a grant of € 750,000,- for a project in Bangladesh.

12. INCOME FROM INTEREST AND INVESTMENTS Explanation Deposits have a duration until September 2016 against a fixed remuneration. The interest rates on other savings balances further decreased in 2015. Combined with on average a lower balance in the bank accounts, this means a lower interest income compared to financial year 2014.

2015

Budget 2015

2014

175,000 - -

238,172 4,910 21,717

INCOME FROM INTEREST AND INVESTMENTS Income from interest of current account /savings accounts / deposits Interest received by volunteer groups Interest received by regional offices TOTAL RESULT INTEREST AND INVESTMENTS

220,566 3,147 16,827

240,540 175,000 264,799 Hieronder volgt deel van Peter v.a, pag, 27

101

13. OTHER INCOME AND EXPENDITURE

2015

OTHER INCOME AND EXPENDITURE Explanation In 2015, a part of the office premiRental income 62,797 ses was sublet to the firm Virenze, a Exchange rate result 30,053 service provider in psychosocial care, Other income and expenditure 6,809 and another part to International Justice Mission, a foundation that TOTAL OTHER INCOME AND EXPENDITURE 99,659 provides justice to victims of slavery, sexual exploitation and other forms of violent repression. The item ‘other income and expenditure’ consists of the revenue from sales of assets from our Indonesian office (€ 6,809,-).

Budget 2015

2014

45,000 - -

49,105 62,245 4,820

45,000

116,170

EXPENDITURE Head office Regions TdH shops Total STATEMENT OF EXPENDITURE 2015 Structural aid 14,351,961 Emergency aid and rehabilitation 3,840,614 Implementation costs of providing aid 644,892 Awareness-raising/education 554,203 Cost of own fundraising 824,208 Cost of joint fundraising 102,083 Cost of third-party fundraising 152,887 Cost of acquisition grants 113,012 Cost of investments 30,931 Cost of management and administration 893,885

- - 1,965,072 - - - - - - -

- - - 644,933 1,212,936 13,034 13,034 6,517 - -

14,351,961 3,840,614 2,609,964 1,199,136 2,037,144 115,117 165,921 119,529 30,931 893,885

Total expenditure

1,965,072

1,890,454

25,364,202

21,508,676

102

14. STRUCTURAL AID

Budget 2015

2014

STRUCTURAL AID Asia East Africa South America The Netherlands/Other Total structural aid (own organisation) East Africa (transfers to alliance partners MFS II) TOTAL STRUCTURAL AID

15. EMERGENCY AID AND REHABILITATION

2015

8,246,813 -136,649 338,921 4,056,175

6,000,000 4,370,677 3,300,000 5,534,694 200,000 1,294,231 850,000 235,279

12,505,260

10,350,000

11,434,881

1,846,701

1,582,000

2,620,247

14,351,961

2015

11,932,000 14,055,128

Budget 2015

2014

EMERGENCY AID AND REHABILITATION

Explanation • The expenditure of SHO resources Own emergency aid 296,767 1,000,000 2,407,582 comprises an amount of € 236,099 ,Using SHO resources 776,383 250,000 220,141 for aid to victims of the Ebola virus in Using grant Ministry of Foreign Affairs 2,767,464 - 400,000 Guinea and an amount of € 586,555,TOTAL EMERGENCY AID for aid to victims of the earthquake in AND REHABILITATION 3,840,614 1,250,000 3,027,723 Nepal. • Grants from the Ministry of Foreign Affairs were spent on humanitarian support to victims of the Ebola outbreak in Guinea (€ 1,408,374), health care to mothers and children who have fled from Syria to Jordan (€ 972,232,-) and emergency relief to victims of the earthquake in Nepal (€ 386,858,-).

16. ADMINISTRATIVE COSTS OWN ORGANISATION AID Explanation: The increase of costs in the Netherlands is mainly due to recruiting extra expertise in the field of children’s rights and emergency aid.

103

2015 Budget 2015 2014

ADMINISTRATIVE COSTS OWN ORGANISATION AID In the Netherlands On the scene

644,892 1,965,072

513,000 1,963,000

384,735 1,734,759

TOTAL ADMINISTRATIVE COSTS OWN ORGANISATION AID

2,609,964

2,476,000 2,119,494

17. AWARENESS-RAISING AND EDUCATION

2015

Budget 2015

2014

1,166,401

17. AWARENESS-RAISING AND EDUCATION Awareness-raising and education

1,199,136

1,335,000

TOTAL AWARENESS-RAISING AND EDUCATION

1,199,136

1,335,000 1,166,401

18. COST ALLOCATION Aid Advocacy/ Fundraising Joint Third-party information fundraising fundraising

Aquisition of grants

Invest- Management & 2015 ments administration

Budget 2015

2014

AID

Structural aid 14,351,961 - Emergency aid / rehabilitation 3,840,614 - Total aid 18,192,575 -

- 14,351,961 13,621,726

- - - - - - - - - -

14,055,128

- 3,840,614 1,000,000 3,027,723 - 18,192,575 14,621,726 17,082,851

Personnel costs Accommodation costs ICT costs Other overhead costs

433,732 13,364 71,368 126,428

369,668 11,390 60,827 112,318

586,760 18,079 96,548 122,821

72,892 2,246 11,994 14,951

117,488 3,620 19,332 12,447

35,758 3,062 16,352 57,840

23,769 732 3,911 2,518

560,048 17,256 92,153 224,428

2,200,115 69,749 372,485 673,751

1,893,934 131,400 155,500 541,900

1,798,680 112,358 268,472 571,481

Total head office

644,892

554,203

824,208

102,083

152,887

113,012

30,930

893,885

3,316,100

2,722,734

2,750,991

Regional offices

1,965,072

1,942,719

1,734,759

Total overhead

2,609,964 554,203

824,208 102,083 152,887 113,012 30,930

893,885 5,281,172 4,664,453 4,485,759

MARKETING & COMMUNICATION General Shops Total Marketing & Communication

- -

602,829 42,103

- 644,932

TOTAL EXPENDITURE 20,802,539 1,199,135

1,055,705 157,231

13,034 -

6,517 -

- -

1,212,936

13,034

6,517

- 1,890,453 2,811,740 1,882,392

2,037,144

ASIA 2015

115,117

165,921

119,529

EAST AFRICA 2014

2015

30,930

2015

1,834,240 977,500

1,737,136 145,256

893,885 25,364,200 22,098,919 23,450,994

SOUTH AMERICA 2014

1,691,119 199,334

2014

Total 2015 Begroting

2014

REGIONAL OFFICES SPECIFICATION Personnel costs Office costs Total Number of FTEâ&#x20AC;&#x2122;s per regional office Average personnel costs per FTE/year

572,188 578,512 500,288 343,581 233,358 152,125 1,305,834 1,281,543 1,074,218 263,184 241,390 296,324 332,646 99,728 86,506 659,237 661,176 660,542 835,372 819,902 796,612 676,227 333,086 238,631 1,965,071 1,942,719 1,734,760 35 40 34 31 7 7 76 78 78 16,348 14,463 14,714 11,083 33,337 21,732 17,182 16,430 13,772

104

KEY PERSONNEL RATIOS NUMBER OF EMPLOYEES At the end of 2015 the number of employees at head office was 37 (2014: 33); 32.1 FTE’s (2014: 30.6). In the regions the number of employees at the end of 2015 was 76 (2014: 78). The total number of employees was 113 at the end of 2015 (2014: 111).

BOARD OF DIRECTORS REMUNERATION In accordance with Directive 650, the personnel costs for the Board of Directors are reported separately in this annual report. As of 1 April 2014, there is a fraternal Board of Directors in place of which one acts as chairman. The Supervisory Board has established the remuneration policy, the management’s remuneration level and the remuneration components. The policy is updated periodically. In determining the remuneration policy and establishing the actual remuneration, Terre des Hommes follows the guidelines of the ‘Regulation remuneration managers of good causes for use by managements and supervisory boards’. This regulation determines a maximum standard for the annual income based on certain weight criteria. The assessment of the situation at Terre des

A.J. van Santbrink Managing Director

Hommes was carried out by the remuneration commission. This resulted in a so-called BSD-score of 470 with a maximum annual income of € 124,233,- (1FTE/12 months). The actual annual income of the directors, relevant for reviewing in the light of maximums applicable, is € 116,180,- for Mr A.J. van Santbrink (1FTE/12 months) and € 85,468,- for Mr I.P. Wekking (1FTE/12 months). These remunerations stayed within the maximums applicable for a fraternal Board of Directors with one chairman. The yearly income, taxable allowances/additions, the employer’s pension contribution, pension compensation and other compensations in the long term for Mr Van Santbrink and Mr Wekking stayed within the maximum amount of € 178,000,- per year as included in the regulation. Moreover, the taxable allowances/additions, the employer’s pension contribution and other compensations in the long term were proportionate to the annual income. The remunerations and composition of the remunerations are explained in the table below.

I.P. Wekking Director of Finance

A.J. van Santbrink I.P. Wekking Managing Director Director of Finance

EMPLOYMENT Type (term) fixed fixed fixed fixed Hours 40 40 40 40 Part-time percentage 100 100 100 100 Period 1/1/15-31/12/15 1/1/15-31/12/15 1/1/14-31/12/14 1/4/14-31/12/14

REMUNERATION (EUR) Annual income - Gross salary 104,796 76,359 103,752 54,648 - Holiday pay 8,384 6,109 8,300 4,372 - Bonus 3,000 3,000 3,000 Total 116,180 85,468 115,052 59,020 Social security payments (employer’s contribution) 5,546 5,546 5,178 3,883 Pension payments (employer’s contribution) 14,185 9,600 14,793 7,539

105

TOTAL REMUNERATION

135,911 100,614 135,023 70,442

The pension cost refers to the employer’s share of the premium owed to the sectoral pension fund. No loans, advances or guarantees were granted to the Board of Directors. Unpaid ancillary functions of the Management Board: A.J van Santbrink - Vice-president TDHIF

OTHER DATA Assessment and approval annual account The Board of Directors of Terre des Hommes Netherlands has assessed the annual account 2015 in its meeting of van 28 April 2016.

In 2015, a partnership was started with Valk Solutions, a company that provides software solutions to retail. They will equip our shops with used POS systems with modern software free of charge, so that all information is available in real time. Developments in retail follow each other in rapid succession which calls for the necessity to respond quickly to the rapidly changing environment. The availability of reliable data is important in supporting decisions.

In the chapter ‘Rights and obligations not included on the balance sheet’ we stated the amounts for guarantees given by head office as well as the obligations regarding the lease of shop premises.

The Supervisory Board of Terre des Hommes Netherlands has given its approval to the annual account 2015 in its meeting of 28 April 2016. Result allocation The result is divided according to the result division as described on page 85 Result allocation. Developments after balance sheet date There have been no developments after balance sheet date that have an effect on the annual account 2015.

ANNEXES TO THE ANNUAL ACCOUNT Result from volunteer groups The result of the shops has declined by € 242,661,- compared to 2014. This can be explained by the fact that all shops are subject to VAT liability as of 2015. Adjusted for this tax effect, a growth of over € 200,000 was realised, approximately half of which is the result of new openings throughout 2014 that fully contributed to the results of 2015 as well as new openings in 2015, contributing partly to the results of 2015.

106

STATEMENT OF INCOME AND EXPENDITURE 2015 STATEMENT OF INCOME AND EXPENDITURE 2015 Gross Acquisition Net Cost price Gross Donations Other turnover costs turnover of articles profit proceeds sold

107

Alkmaar 18,047 Alphen a/d Rijn 31,428 Amersfoort 55,445 Amsterdam 59,620 Apeldoorn 44,110 Arnhem 54,368 Assen 37,606 Barneveld 22,348 Bergen op Zoom 44,743 Breda 92,557 Delft 45,303 Den Bosch 60,694 Den Haag 39,121 Deventer 32,856 Drachten 12,850 Eindhoven 70,693 Emmen 25,593 Enschede 34,445 Goes 31,667 Gouda - Groningen 37,001 Haarlem 52,818 Haarlemmermeer 37,151 Heerenveen 32,075 Heerlen - Helmond 59,093 Hengelo 114,192 Hilversum 58,975 Kampen 15,101 Leeuwarden 51,384 Leiden 42,112 Maastricht 58,901 Middelburg 35,485 Nijmegen 42,217 Oosterhout 77,663 Pijnacker 152,205 Roosendaal - Rotterdam 29,365 Tilburg 44,272 Utrecht 48,712 Venlo 46,230 Wageningen 50,098 Zoetermeer 58,812 Zundert 34,484 Zwolle 49,346 TOTAL SHOPS 2,041,186 Working groups 9,913

30,044 29,040 36,143 35,494 25,399 25,632 35,594 9,626 22,130 32,341 30,458 39,796 32,579 18,244 12,367 40,663 21,068 28,074 24,441 1,443 22,810 30,004 25,650 17,052 248 30,750 7,841 23,945 27,831 27,621 16,565 26,836 31,857 28,990 48,968 15,911 600 38,620 45,062 20,039 21,264 20,296 33,447 9,526 32,353 1,134,662 5,806

-11,997 2,388 19,302 24,126 18,711 28,736 2,012 12,722 22,613 60,216 14,845 20,898 6,542 14,612 483 30,030 4,525 6,371 7,226 -1,443 14,191 22,814 11,501 15,023 -248 28,343 106,351 35,030 -12,730 23,763 25,547 32,065 3,628 13,227 28,695 136,294 -600 -9,255 -790 28,673 24,966 29,802 25,365 24,958 16,993 906,524 4,107

608 48 169 - - - - - 4,106 - - - - - - - 90 5 - - 878 - 60 83 - 28,343 2,689 - - 25 - - 2,528 66 129 - - - 1,220 763 - 340 290 - - 14,097 1,449

-12,605 2,340 19,133 24,126 18,711 28,736 2,012 12,722 18,507 60,216 14,845 20,898 6,542 14,612 483 30,030 4,435 6,366 7,226 -1,443 13,313 22,814 11,441 14,940 -248 1,280 103,662 35,030 -12,730 23,738 25,547 32,065 1,100 13,161 28,566 136,294 600 -9,255 -2,010 27,910 24,966 29,462 25,075 24,958 16,993 892,427 2,658

65 1,131 247 611 736 1,298 - 5,588 1,265 2,466 1,377 1,107 475 663 118 1,336 300 273 187 - 850 352 3,223 1,082 - 2,077 2,458 106 2,487 25 1,116 412 698 137 1,594 687 - 2,475 3,548 463 14,352 673 362 808 6,408 64,839 42,345

TOTAL

1,140,468

910,631

15,546

895,085

107,184

2,051,099

INCOME AND EXPENDITURE 2014 Total profit

Gross turnover

Gross profit

1,170 -11,370 NEW IN 2015 1,385 4,856 2,966 -7,260 2,053 21,433 59,719 22,070 1,884 26,621 64,297 32,135 2,858 22,305 49,005 19,947 4,626 34,660 56,515 32,386 - 2,012 38,833 -547 971 19,281 33,267 25,118 810 20,582 56,302 30,989 4,932 67,614 90,096 60,163 1,412 17,634 60,366 30,216 6,765 28,770 53,088 21,270 1,859 8,876 46,725 13,658 1,824 17,099 36,264 13,742 716 1,317 19,101 1,309 2,776 34,142 73,716 47,387 2,796 7,531 37,453 17,306 1,078 7,717 38,326 11,111 2,849 10,262 41,031 12,623 - 1,443 NEW IN 2015 2,382 16,545 50,713 26,379 1,579 24,745 62,524 34,483 1,812 16,476 29,489 1,245 1,659 17,681 40,397 21,852 -248 - NEW IN 2015 31,700 68, 762 37,486 5,643 111,763 110,532 71,530 2,028 37,164 67,858 40,789 594 -9,649 22,403 5,838 1,879 25,642 60,056 34,326 - 26,663 48,550 33,342 1,729 34,206 66,791 38,901 11,242 13,040 63,086 19,759 2,091 15,389 57,827 26,364 5,471 35,631 69,986 32,050 4,306 141,287 152,674 144,179 - -600 NEW IN 2015 1,704 -5,076 47,905 12,002 1,565 3,103 40 -1,481 2,500 30,873 58,245 31,707 660 39,978 59,918 60,378 1,461 31,596 63,416 44,400 2,033 27,470 61,365 29,939 1,952 27,718 57,501 50,522 - 23,401 61,062 29,622 99,131 1,056,397 2,238,169 1,209,238 36,087 81,090 16,130 12,809 135,218 1,137,487

2,254,299 1,222,047

Total profit

-7,157 22,437 33,051 21,187 35,991 2,044 27,133 34,544 60,922 30,964 21,498 13,967 13,887 1,443 47,863 18,822 11,575 15,119 27,315 35,094 1,462 22,076 37,784 74,505 40,916 9,604 34,339 35,795 39,667 20,825 26,588 33,067 171,902 12,255 -1,481 32,565 60,980 49,889 30,813 53,259 35,546 1,290,055 90,093 1,380,148

BALANCE 2015 BALANCE SHEET 2015 Assets Accrued Cash Total Capital Creditors assets assets Alkmaar 10,142 20 4,918 15,080 68 Alphen a/d Rijn 18,161 1,906 3,612 23,678 -526 Amersfoort 1,460 120 24,525 26,105 23,113 Amsterdam - 100 5,426 5,526 4,645 Apeldoorn - - 30,767 30,767 31,170 Arnhem - 486 19,714 20,200 17,507 Assen - - 15,479 15,479 14,994 Barneveld - - 29,779 29,779 26,073 Bergen op Zoom - - 1,500 1,500 -1,041 Breda - - 18,304 18,304 14,680 Delft - 2,100 9,390 11,490 9,273 Den Bosch 12,038 3,676 23,270 38,985 37,546 Den Haag - - 13,140 13,140 12,230 Deventer 2,982 33 21,605 24,620 19,337 Drachten - 3,479 7,799 11,278 10,610 Eindhoven - - 19,101 19,101 16,419 Emmen - 1,936 8,820 10,756 6,373 Enschede - 29 14,578 14,607 12,702 Goes - - 8,155 8,155 7,045 Gouda FOUNDATION FOUNDED, NOT YET OPERATIONAL IN 2015 Groningen - - 41,456 41,456 38,074 Haarlem - 70 5,183 5,253 3,671 Haarlemmermeer - - 20,946 20,946 19,725 Heerenveen - 848 15,283 16,131 14,933 Heerlen FOUNDATION FOUNDED, NOT YET OPERATIONAL IN 2015 Helmond - 372 14,940 15,313 12,062 Hengelo - - 23,532 23,532 18,053 Hilversum - 98 16,994 17,091 14,420 Kampen - 1,475 8,498 9,973 10,764 Leeuwarden - 5,251 9,226 14,477 12,408 Leiden 3,800 - 8,610 12,410 10,378 Maastricht - 0 31,721 31,721 20,712 Middelburg - - 19,894 19,894 20,435 Nijmegen - - 13,657 13,657 11,589 Oosterhout - - 24,622 24,622 20,288 Pijnacker 186,921 - 7,047 193,968 186,757 Roosendaal - - 1,500 1,500 - Rotterdam - 301 10,847 11,147 6,362 Tilburg 18,518 118 700 19,336 -3,134 Utrecht - - 6,422 6,422 4,080 Venlo - - 49,578 49,578 48,127 Wageningen - - 16,625 16,625 9,807 Zoetermeer 504 816 13,647 14,966 10,632 Zundert - -299 50,258 49,960 49,888 Zwolle - -881 8,641 7,760 5,396 TOTAL SHOPS 254,526 22,054 699,709 976,289 807,644 Working groups - - 18,483 18,483 18,483 TOTAL

254,526

22,054

718,193

994,773

826,127

Taxes (VAT)

Accrued Total liabilities liabilities

- - - - - 329 - - - - - - - - - - - - -

-1,988 644 2,823 880 -404 2,134 486 3,706 2,542 3,624 2,217 1,223 910 5,283 668 2,683 4,383 1,905 900

17,000 23,560 169 - - 230 - - - - - 216 - - - - - - 210

15,080 23,678 26,105 5,526 30,767 20,200 15,479 29,779 1,500 18,304 11,490 38,985 13,140 24,620 11,278 19,101 10,756 14,607 8,155

- - - -

3,326 1,583 376 1,198

56 - 845 -

41,456 5,253 20,946 16,131

- - - - - - - - - - - - - - - - - 2,467 - - 2,795 -

3,251 5,479 2,671 -791 2,069 2,032 11,009 -541 2,068 3,334 7,211 - 3,126 -2,161 2,342 1,451 6,818 1,867 -311 2,364 94,391 -

- - - - - - - - - 1,000 - 1,500 1,660 24,631 - - - - 383 - 71,460 -

15,313 23,532 17,091 9,973 14,477 12,410 31,721 19,894 13,657 24,622 193,968 1,500 11,147 19,336 6,422 49,578 16,625 14,966 49,960 7,760 976,289 18,483

2,795

94,391

71,460

994,773

108

BALANCE 2014 BALANCE SHEET 2014 Assets Accrued Cash Total Capital Creditors assets assets Alkmaar Alphen a/d Rijn 22,154 2,357 1,570 26,081 Amersfoort 1,969 108 12,420 14,498 Amsterdam - 100 2,108 2,208 Apeldoorn - - 16,934 16,934 Arnhem - 1,851 13,237 15,087 Assen - - 24,813 24,813 Barneveld - - 32,694 32,694 Bergen op Zoom - - 2,472 2,472 Breda - - 12,524 12,524 Delft - 2,100 4,658 6,758 Den Bosch - 5,240 8,516 13,756 Den Haag - - 7,848 7,848 Deventer - - 9,253 9,253 Drachten - 3,530 9,263 12,793 Eindhoven - 20,000 25,063 45,063 Emmen - 174 3,749 3,923 Enschede - - 8,495 8,495 Goes - - 7,568 7,568 Gouda Groningen - 464 35,739 36,203 Haarlem - - 9,954 9,954 Haarlemmermeer - 1,192 9,925 11,117 Heerenveen - 280 14,523 14,803 Heerlen Helmond - 280 22,367 22,647 Hengelo - - 24,976 24,976 Hilversum - - 31,570 31,570 Kampen - - 15,070 15,070 Leeuwarden - 5,066 14,562 19,628 Leiden 5,000 - 6,000 11,000 Maastricht - - 20,339 20,339 Middelburg - - 6,717 6,717 Nijmegen - - 11,990 11,990 Oosterhout - - 22,754 22,754 Pijnacker 186,921 - 14,931 201,852 Roosendaal Rotterdam - 2,704 20,234 22,938 Tilburg 29,000 - 4,000 33,000 Utrecht - - 10,617 10,617 Venlo - - 18,180 18,180 Wageningen - 9,903 9,903 Zoetermeer 779 1,012 7,319 9,109 Zundert - 759 70,026 70,785 Zwolle - -730 11,412 10,682 TOTAL SHOPS 245,823 46,487 616,292 908,602 Work groups - - 30,054 30,054 TOTAL

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245,823

46,487

646,346

938,656

Taxes (VAT)

Accrued Total liabilities liabilities

NEW IN 2015 -5,188 - -4,785 36,054 14,428 - - 70 2,208 - - - 15,710 - - 1,224 15,004 - - 83 24,813 - - - 32,694 - - - 2,472 - - - 9,161 - 3,363 - 6,758 - - - 13,333 422 - - 7,848 9,253 - - - 9,793 - - 3,000 31,965 - 13,099 - 3,923 - - - 8,495 - - - 7,568 - - - NEW IN 2015 35,953 250 - - 9,954 - - - 4,947 - 6,170 - 14,803 - - - NEW IN 2015 22,647 - - - -6,016 - 30,992 - 31,570 - - - 15,070 - - - 19,628 - - - 11,000 - - - 20,339 - - - 6,717 - - - 11,990 - - - 22,754 - - - 194,754 - 7,098 - NEW IN 2015 22,938 - - - - - - 33,000 10,617 - - - 5,941 - 12,239 - 9,903 - - - 4,917 4,192 - - 70,785 - - - 10,682 - - - 762,131 4,864 62,005 79,601 30,054 - - - 792,186

4,864

62,005

79,601

26,081 14,498 2,208 16,934 15,087 24,813 32,694 2,472 12,524 6,758 13,756 7,848 9,253 12,793 45,063 3,923 8,495 7,568 36,203 9,954 11,117 14,803 22,647 24,976 31,570 15,070 19,628 11,000 20,339 6,717 11,990 22,754 201,852 22,938 33,000 10,617 18,180 9,903 9,109 70,785 10,682 908,602 30,054 938,656

AUDIT STATEMENT FROM THE INDEPENDENT ACCOUNTANT

Controleverklaring van de onafhankelijke accountant Aan: de directie en de raad van toezicht van Stichting Terre des Hommes Nederland

Verklaring over de jaarrekening 2015 Ons oordeel Naar ons oordeel geeft de in dit jaarverslag opgenomen jaarrekening een getrouw beeld van de grootte en de samenstelling van het vermogen van Stichting Terre des Hommes Nederland op 31 december 2015 en van het resultaat over 2015 in overeenstemming met Richtlijn 650 ‘Fondsenwervende instellingen’ van de Nederlandse Raad voor de Jaarverslaggeving (RJ 650). Wat we hebben gecontroleerd Wij hebben de in dit jaarverslag opgenomen jaarrekening 2015 van Stichting Terre des Hommes Nederland te Den Haag (‘de stichting’) gecontroleerd. De jaarrekening bestaat uit: • • •

de balans per 31 december 2015; de staat van baten en lasten over 2015; en de toelichting met een overzicht van de gehanteerde grondslagen voor financiële verslaggeving en overige toelichtingen.

Het stelsel voor financiële verslaggeving dat is gebruikt voor het opmaken van de jaarrekening is RJ 650.

De basis voor ons oordeel Wij hebben onze controle uitgevoerd volgens het Nederlands recht, waaronder ook de Nederlandse controlestandaarden vallen. Onze verantwoordelijkheden op grond hiervan zijn beschreven in de sectie ‘Onze verantwoordelijkheden voor de controle van de jaarrekening’. Wij zijn onafhankelijk van Stichting Terre des Hommes Nederland zoals vereist in de Verordening inzake de onafhankelijkheid van accountants bij assuranceopdrachten (ViO) en andere voor de opdracht relevante onafhankelijkheidsregels in Nederland. Verder hebben wij voldaan aan de Verordening gedrags- en beroepsregels accountants (VGBA). Wij vinden dat de door ons verkregen controle-informatie voldoende en geschikt is als basis voor ons oordeel.

Ref.: e0380735 PricewaterhouseCoopers Accountants N.V., Fascinatio Boulevard 350, 3065 WB Rotterdam, Postbus 8800, 3009 AV Rotterdam T: 088 792 00 10, F: 088 792 95 33, www.pwc.nl ‘PwC’ is het merk waaronder PricewaterhouseCoopers Accountants N.V. (KvK 34180285), PricewaterhouseCoopers Belastingadviseurs N.V. (KvK 34180284), PricewaterhouseCoopers Advisory N.V. (KvK 34180287), PricewaterhouseCoopers Compliance Services B.V. (KvK 51414406), PricewaterhouseCoopers Pensions, Actuarial & Insurance Services B.V. (KvK 54226368), PricewaterhouseCoopers B.V. (KvK 34180289) en andere vennootschappen handelen en diensten verlenen. Op deze diensten zijn algemene voorwaarden van toepassing, waarin onder meer aansprakelijkheidsvoorwaarden zijn opgenomen. Op leveringen aan deze vennootschappen zijn algemene inkoopvoorwaarden van toepassing. Op www.pwc.nl treft u meer informatie over deze vennootschappen, waaronder deze algemene (inkoop)voorwaarden die ook zijn gedeponeerd bij de Kamer van Koophandel te Amsterdam.

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Verantwoordelijkheden van de directie en de raad van toezicht De directie is verantwoordelijk voor: • •

het opmaken en het getrouw weergeven van de jaarrekening in overeenstemming met RJ 650; en voor een zodanige interne beheersing die de directie noodzakelijk acht om het opmaken van de jaarrekening mogelijk te maken zonder afwijkingen van materieel belang als gevolg van fouten of fraude.

Bij het opmaken van de jaarrekening moet de directie afwegen of de stichting in staat is om haar werkzaamheden in continuïteit voort te zetten. Op grond van genoemde verslaggevingsstelsel moet de directie de jaarrekening opmaken op basis van de continuïteitsveronderstelling, tenzij de directie het voornemen heeft om de stichting te liquideren of de bedrijfsactiviteiten te beëindigen of als beëindiging het enige realistische alternatief is. De directie moet gebeurtenissen en omstandigheden waardoor gerede twijfel zou kunnen bestaan of de stichting haar bedrijfsactiviteiten kan voortzetten, toelichten in de jaarrekening. De raad van toezicht is verantwoordelijk voor het uitoefenen van toezicht op het proces van financiële verslaggeving van de stichting.

Onze verantwoordelijkheid voor de controle van de jaarrekening Onze verantwoordelijkheid is het zodanig plannen en uitvoeren van een controleopdracht dat wij daarmee voldoende en geschikte controle-informatie verkrijgen voor het door ons af te geven oordeel. Ons controleoordeel beoogt een redelijke mate van zekerheid te geven dat de jaarrekening geen afwijkingen van materieel belang bevat. Een redelijke mate van zekerheid is een hoge mate maar geen absolute mate van zekerheid waardoor het mogelijk is dat wij tijdens onze controle niet alle afwijkingen ontdekken. Afwijkingen kunnen ontstaan als gevolg van fraude of fouten en zijn materieel indien redelijkerwijs kan worden verwacht dat deze, afzonderlijk of gezamenlijk, van invloed kunnen zijn op de economische beslissingen die gebruikers op basis van deze jaarrekening nemen. Een meer gedetailleerde beschrijving van onze verantwoordelijkheden is opgenomen in de bijlage bij onze controleverklaring.

Mededeling betreffende het bestuursverslag Wij hebben het bestuursverslag gelezen teneinde van materieel belang zijnde inconsistenties, indien aanwezig, met de gecontroleerde jaarrekening te onderkennen. Op basis van het doorlezen van het bestuursverslag vermelden wij dat het bestuursverslag, voor zover wij dat kunnen beoordelen, verenigbaar is met de informatie in de jaarrekening en dat het bestuursverslag alle informatie bevat die vereist is volgens RJ 650. Wij hebben geen controle- of beoordelingswerkzaamheden uitgevoerd op de informatie in het bestuursverslag. Rotterdam, 27 mei 2016 PricewaterhouseCoopers Accountants N.V. Origineel getekend door M. van Ginkel RA Stichting Terre des Hommes Nederland – Ref.: e0380735

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Bijlage bij onze controleverklaring over de jaarrekening 2015 van Stichting Terre des Hommes Nederland In aanvulling op wat is vermeld in onze controleverklaring hebben wij in deze bijlage onze verantwoordelijkheden voor de controle van de jaarrekening nader uiteengezet en toegelicht wat een controle inhoudt.

De verantwoordelijkheden van de accountant voor de controle van de jaarrekening Wij hebben deze accountantscontrole professioneel kritisch uitgevoerd en hebben waar relevant professionele oordeelsvorming toegepast in overeenstemming met de Nederlandse controlestandaarden, ethische voorschriften en de onafhankelijkheidseisen. Onze doelstelling is om een redelijke mate van zekerheid te verkrijgen dat de jaarrekening vrij van materiële afwijkingen als gevolg van fouten of fraude is. Onze controle bestond onder andere uit: •

•

Het identificeren en inschatten van de risico’s dat de jaarrekening afwijkingen van materieel belang bevat als gevolg van fouten of fraude, het in reactie op deze risico’s bepalen en uitvoeren van controlewerkzaamheden en het verkrijgen van controleinformatie die voldoende en geschikt is als basis voor ons oordeel. Bij fraude is het risico dat een afwijking van materieel belang niet ontdekt wordt groter dan bij fouten. Bij fraude kan sprake zijn van samenspanning, valsheid in geschrifte, het opzettelijk nalaten transacties vast te leggen, het opzettelijk verkeerd voorstellen van zaken of het doorbreken van de interne beheersing. Het verkrijgen van inzicht in de interne beheersing die relevant is voor de controle met als doel controlewerkzaamheden te selecteren die passend zijn in de omstandigheden. Deze werkzaamheden hebben niet als doel om een oordeel uit te spreken over de effectiviteit van de interne beheersing van de stichting. Het evalueren van de geschiktheid van de gebruikte grondslagen voor financiële verslaggeving en het evalueren van de redelijkheid van schattingen door de directie en de toelichtingen die daarover in de jaarrekening staan. Het vaststellen dat de door de directie gehanteerde continuïteitsveronderstelling aanvaardbaar is. Tevens op basis van de verkregen controle-informatie vaststellen of er gebeurtenissen en omstandigheden zijn waardoor gerede twijfel zou kunnen bestaan of de stichting haar bedrijfsactiviteiten in continuïteit kan voortzetten. Als wij concluderen dat er een onzekerheid van materieel belang bestaat, zijn wij verplicht om aandacht in onze controleverklaring te vestigen op de relevante gerelateerde toelichtingen in de jaarrekening. Als de toelichtingen inadequaat zijn, moeten wij onze verklaring aanpassen. Onze conclusies zijn gebaseerd op de controle-informatie die verkregen is tot de datum van onze controleverklaring. Toekomstige gebeurtenissen of omstandigheden kunnen er echter toe leiden dat een organisatie haar continuïteit niet langer kan handhaven. Het evalueren van de presentatie, structuur en inhoud van de jaarrekening en de daarin opgenomen toelichtingen en het evalueren of de jaarrekening een getrouw beeld geeft van de onderliggende transacties en gebeurtenissen.

Wij communiceren met de raad van toezicht onder andere over de geplande reikwijdte en timing van de controle en over de significante bevindingen die uit onze controle naar voren zijn gekomen, waaronder eventuele significante tekortkomingen in de interne beheersing.

Stichting Terre des Hommes Nederland – Ref.: e0380735

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REPORT OF THE SUPERVISORY BOARD … Supervisory Board members carried out their supervisory role with engagement in 2015. They kept a close eye on the implementation of the strategy and the realisation of the objectives, among other things.

Composition of the Board The Supervisory Board of Terre des Hommes consists of seven people. A member of the Supervisory Board is appointed for a period of four years by the current members, and he or she can be reappointed twice (with some exceptions).

Function and role 1

Rob Ruijter - Chairman

Commissioner at Wavin, Ziggo Delta Lloyd, Interxion and Inmarsat (as from February 2015) appointed in: 2004 current term ends in 2016

CFO and member Board of Directors Stork Technical Services Holding BV appointed in: 2012 current term ends in 2024 6

Paul Nobelen - Vice-chairman

Daniëlle Smits van Waesberghe - Member Marketing and communication Consultant appointed in: 2005 current term ends in 2017

Mieke van Laarhoven - member Attorney van Laarhoven Legal Service appointed in: 2013 current term ends in 2025

Management consultant appointed in: 2004 current term ends in 2016 3

Pim Oomens Audit Commission (Chairman)

Renée van KesselHagesteijn - Lid Director MaGW, NWO, Business Director (NIHC) appointed in: 2013 current term ends in 2025

Arent van Wassenaer van Catwijck Audit Commission (member) Attorney Allen & Overy appointed in: 2009 current term ends in 2021

1 5 2 4

3 7

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Our supervisory responsibilities in 2015 Assess policy The Supervisory Board (SB) is the highest supervisory organ of Terre des Hommes Netherlands Foundation. The SB approves policies pursued by management after extensive dialogue. The SB then continuously assesses the policy implementation. The SB also acts as sparring partner for the statutory management if required. Management is responsible for the day-today running of the Terre des Hommes Netherlands Foundation and is accountable to the SB. In 2015, management reported at least every quarter to the SB during the SB meetings. Compensation The members of the SB of Terre des Hommes did not receive an allowance in 2015 – not even for any travelling expenses - and they do not have business relations with Terre des Hommes.

Duties of the Supervisory Board: • approving the annual plan and the long-term strategy of Terre des Hommes – including the accompanying estimate and the necessary investments; • supervising the implementation of the annual plan, the strategy and the realisation of the objectives; • approval of the annual account and the annual report of Terre des Hommes; • approval and modification of the management regulations; • approval of modifications in the policy concerning the conditions of employment; • appointment of Directors.

Changes members Supervisory Board

What did the Supervisory Board do, discuss and approve in 2015? • Four meetings: 30 March, 22 June, 24 September (including dinner) and 2 November. • Financial audit meetings: 10 February, 30 March, 20 April and 24 September; • Approved the annual report and the annual account 2014 (on 22 June 2015). • Approved the annual plan 2016; • Approved Strategy 2016-2020; • Advised in the policy fields of fundraising and positioning. • Reviewed the auditor’s report • Governance activities in the fields of: • yearly 360-degree assessment of the Directors; • self-evaluation performance of the SB; • evaluation of several management team members; • approved application of 0.5% price indexation as of 1 January 2015; • pre meetings without attendance of Board of Directors. In addition, individual dialogues have taken place between the Managing Director and the Chairman on a regular basis.

Performance Supervisory Board On 11 January 2016, a closed meeting was held during which the performance of the members was evaluated. Conclusion: the SB is satisfied with the performance, the communication (between themselves and with the Directors) and the procedure in 2015.

There were no changes in the composition of the SB in 2015. In view of the expiration of the maximum SB-term of the chairman, in March 2015, the recruitment of his successor was started in 2015. Mr Maarten Koopman, Managing Partner at DIF, has meanwhile been appointed as new chairman of the SB.

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Remuneration Committee The Remuneration Committee of the SB is represented by Mr R.A. Ruijter, Mr P.W.M. Nobelen and Mrs M. van Laarhoven. This Committee advises the SB about the payment policy with regard to the Directors, Mr A.J. van Santbrink and Mr I.P. Wekking. Early 2016, the favourable assessment interviews with Mr van Santbrink and Mr Wekking took place. The committee takes the view that the Directors have performed well and were able to achieve their goals. The Remuneration Committee of the SB considers the salary of the Directors under the ‘Remuneration of Directors of Charity Organisations’ regulation of the VFI. Using the determinants of job weight (size, complexity and context), the total job weight - expressed in BSD points - was determined. The standard amount for the board salary at Terre des Hommes falls into category I (standard amount = € 124,233). Terre des Hommes has a two-member collegial management, presided by one Director. Both management salaries fall within this standard and the Supervisory Board considers the salary of the Directors in line with the rules and the magnitude of their job. Van Santbrink and Wekking manage 115 employees home and abroad as well as 1,828 volunteers in addition to which they are responsible for the generation and judicious expenditure of 25.4 million euros in 2015.

Audit Committee Mr A.G.J. van Wassenaer and Mr W.H.J.C.M. Oomens (chairman) are members of the audit committee within the SB. In 2015, this committee supervised the following aspects and gave advice to the SB about: • Functioning of the internal risk control and management systems. Here, the external ISO and CBF certifiers play an important role. • The annual report and the annual account 2014; the strategic annual plan and the estimate for 2016. • Providing financial information: Terre des Hommes has given a clear view of its expenditure of its financial means. This was done

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through newsletters, sponsor reports, leaflets, website, the magazine, social media and meetings. • The relation with the external accountant: In 2015, PriceWaterhouseCoopers Accountants NV. conducted the audit for the financial year 2014 and reported on its findings to the Audit Committee. In the autumn of 2015, the interim audit for the financial year 2015 took place.

Statement of accountability Terre des Hommes Netherlands Foundation carries the hallmark of the Dutch Central Bureau of Fundraising (CBF). One of the conditions of this is to produce a statement of accountability in which we show how we interpret the three principles of the regulations of the CBF hallmark. The Supervisory Board of Terre des Hommes Netherlands Foundation endorses the following principles of good management: 1. Within the foundation, supervision is clearly divided between management and implementation; 2. The foundation constantly seeks to optimise allocation of resources in order to realise objectives effectively and efficiently; 3. The foundation works towards optimal relations with stakeholders.

1. Separation of supervision, management and implementation • The Supervisory Board is the highest organ of the foundation. It supervises the policy of the statutory directors and the general course of events within the foundation. The Supervisory Board of Terre des Hommes consists of at least seven people. A member of the Supervisory Board is appointed for a period of four years by the current members, and he or she can be reappointed twice. • The division of authority between the Supervisory Board and management is formally established in the bylaws. This is further developed in the regulation where operations management is concerned.

• Among other things, in this regulation we have established which management decisions must always be presented to the Supervisory Board in advance. • The decisions of the Supervisory Board and that of management are recorded separately. The Supervisory Board annually assesses the performance of both management and itself. The Supervisory Board meets with management at least four times a year. • The Supervisory Board gets advice from the Audit Committee about which financial and investment policy to pursue. • The foundation’s management rests with the statutory management. The management is in charge of the day-to-day management and is ultimately responsible for the implementation of the policy plan and the activities. The management regulation establishes a basis. • The Supervisory Board appoints the management, supervises its performance and is allowed to suspend and dismiss it.

Accountability Terre des Hommes gives annual accountability by means of an annual report in accordance with the Guidelines for Fundraising Establishments (Guideline 650) of the Dutch Board for Annual Reporting.

Word of thanks The Supervisory Board would like to thank the management, employees, volunteers, donors, sponsors, institutional donors, the Dutch Postcode Lottery, Terre des Hommes ambassadors 3JS and Thekla Reuten for their efforts and results during the past year. Kind regards, on behalf of the Supervisory Board of Terre des Hommes Nederland Foundation, Rob Ruijter - Chairman 28 april 2016, ‘s Gravenhage

2. Optimum effectiveness and efficiency of spending Generally speaking, we use our planning & control cycle – our five-year policy plan, the annual plans with concrete and measurable objectives – and our assessment cycle in our stride to spend means optimally and to achieve higher efficiency. We keep careful tabs by having management reports throughout the year.

3. Optimum relations with interested parties Terre des Hommes has several target groups. We continually work at communicating optimally with them. Each target group has its own communications and information policy. In this way, we assume a customer-oriented attitude, provide adequate and timely information and present a transparent and open attitude combined with professionalism. We are always open to wishes, ideas and complaints from all target groups. A handbook with – among other things – the code of conduct was written for our volunteers. We deal with complaints with a fixed procedure.

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COUNTRY TABLE

2015 2014 Approvals

Transfers

Approvals Transfers

Number of Amounts Number of Amounts Number of Amounts partners partners partners STRUCTURAL AID Asia Cambodia Indonesia The Philippines Laos Myanmar Thailand Bangladesh India Nepal Sri Lanka Malaysia Vietnam Total

Number of Amounts partners

6 8 2 2 2 8 4 9 4 2 1 1 49

1,753,033 655,061 853,689 518,572 336,963 1,484,686 933,699 1,025,214 229,723 124,175 70,000 106,257 8,091,072

10 17 10 2 2 9 7 22 4 - 1 1 85

935,622 953,059 813,660 280,373 133,374 638,221 1,174,834 636,786 264,191 - 23,332 29,257 5,882,709

5 313,366 7 555,184 2 437,951 1 108,885 1 26,681 3 220,784 4 2,500,982 11 455,946 1 109,091 - - - - 35 4,511, 100

12 21 7 2 2 6 6 25 4 - - - 85

734,683 715,230 762,616 253,731 38,151 277,560 875,324 1,231,515 123,993 5,012,803

East Africa Kenya Tanzania Uganda Ethiopia MFS II Total

1 - - - - 1

-323,619 -236,326 -114,545 -88,487 2,574,217 1,811,240

21 25 22 9 - 77

1,453,524 1,224,091 1,306,455 558,013 2,570,273 7,112,356

8 4 3 3 - 18

1,915,745 723,784 1,557,687 958,318 2,867,562 8,023,096

22 27 21 8 - 78

1,789,535 2,107,339 1,878,623 759,345 2,867,562 9,402,404

South America Bolivia Brasil Peru Nicaragua Total The Netherlands/other Various project costs

1 2 - - 3 2 1

1,288 343,729 -1,520 -4,576 338,921 3,889,174 77,352

9 1 8 1 19 2 1

256,506 343,729 343,691 80,991 1,024,917 3,929,617 98,055

9 1 11 - 21 - -

324,793 491,053 499,844 - 1,315,690 - 205,242

13 2 13 1 29 2 -

510,360 190,596 580,141 50,892 1,331,989 571,664 205,242

14,207,759

184

18,047,654

14,055, 128

194

16,524,102

TOTAL STRUCTURAL AID Total

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2015 2014 Approvals

Transfers

Approvals Transfers

Number of Amounts Number of Amounts Number of Amounts Number of Amounts partners partners partners partners STRUCTURAL AID Emergency aid Own resources Bangladesh Burkina Faso Cambodia Cyprus The Philippines Greece Guinea India Indonesia Italy Nepal Lebanon Malta South Sudan Thailand Tanzania Subtotal

- - - 1 2 1 1 1 1 1 1 - 1 - - 1 11

- - - 35,105 75,046 70,400 58,294 34,000 6,458 20,000 30,000 - 30,269 - - 35,126 394,698

- - - 1 1 1 1 3 1 1 1 1 1 2 4 1 19

- - - 31,595 76,794 63,360 303,901 62,029 6,458 20,000 20,000 368,750 27,242 912,050 93,376 35,126 2,020,681

1 - 1 - 1 - 1 3 1 1 - 2 - 2 4 - 17

13,933 - 21,200 - 72,823 - 300,000 135,162 18,422 20,000 - 520,891 - 1,000,000 305,151 - 2,407,582

1 2 1 - 2 - - 4 1 1 - 1 - - 4 - 17

10,450 77,290 18,257 37,111 52,943 18,422 20,000 100,000 482,316 816,789

Subsidised Guinea Jordan Iraq Nepal Syria Subtotal

1 1 - 1 1 4

1,408,374 576,851 - 386,858 395,381 2,767,464

1 1 1 1 1 5

1,263,474 516,851 400,000 350,000 364,000 2,894,325

- - 1 - - 1

- - 400,000 - - 400,000

- - - - - -

- - -

SHO resources The Philippines Guinea Nepal Total

- 1 1 2

- 236,099 586,555 822,654

1 1 1 3

96,504 236,099 276,435 609,038

1 - - 1

220,141 - - 220,141

1 - - 1

111,110 - 111,110

3,984,816

5,524,044

3,027,723

927,899

211

23,571,698

17,082, 851

212

17,452,001

Total emergency aid Total

TOTAL STRUCTURAL AID AND EMERGENCY AID Total

18,192,575

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COLOPHON Final editing: Terre des Hommes Chief editor: Jolanda van Witzenburg Text: Yvette Brook Paul Wolters Irvin Wekking Monique Janssens Images: Wahid Adnan, Oscar Timmers, Benno Neeleman, Corbino, Sven Torfinn, Rogier Jaarsma, Daimon Xanthopoulos Design and production: Newton21

Stichting Terre des Hommes Nederland Zoutmanstraat 42-44 2518 GS Den Haag 070 - 3105000 www.tdhnetherlands.org info@tdh.nl

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