PlanBørnefondens Annual Report FY2022

2021/22

PlanBørnefonden Annual Report 2021/22

Published by: PlanBørnefonden PlanBørnefonden Mimersgade 47, 4th DK-2200 København N Telephone +45 70 22 12 11 mail@planbornefonden.dk www.planbornefonden.dk Company reg. no.: 20356731 Established: 24 April 1997 Registered office: Copenhagen Financial year: 1 July 2021-30 June 2022

Auditor: PriceWaterhouseCoopers (PwC)

Strandvejen 44 DK-2900 Hellerup

Editors in chief: Dorthe Petersen Anne Smith Petersen Mikkel Hauschildt

Layout and photo: PlanBørnefonden

Cover photo and back cover quote: Asha lives in the Kibera slums of Kenya’s capi tal, Nairobi. She goes to university, works as a freelance writer and is committed to giving the many young people growing up in the city’s poor slums a voice.fattige slumområder.

After approval of the annual report, updated program data caused a slight reduction of the overall reach data (less than 1 percent). @planbornefonden @planbornefonden PlanBørnefonden PlanBørnefonden PlanBørnefonden

Contents

04 07 11 14 28 44 52 60 65 71 81 89 99

Foreword

PlanBørnefonden – part of Plan International

Our work Giving children a better future

Fighting for young people’s rights

Responding to humanitarian crises

Our focus on climate and the green transition

Humanitarian aid to Ukraine

THANK YOU to our sponsors

Engaging the Danes in development work

Business partners

People and culture Financial Statement

PlanBørnefonden is one of Denmark’s largest privately funded children’s rights organisations. We work long-term in the world’s poorest and most vul nerable areas to ensure the rights of children and young people and to crea te equal opportunities for everyone, irrespective of their gender. We work in close collaboration with our colleagues at Plan International in 77 countries across the world.

A changing world

By Stine Bosse, Chairman, PlanBørnefonden

In a rapidly changing world, the importance of our work grows. That is why I am proud that this year, PlanBørnefonden has set a fundraising record of DKK 438.1 million, which is the highest number in the foundation’s history. We have allocated DKK 394.5 million to the world’s most vulnerable children and young people. That is the highest number ever. And it makes a huge difference for children and young people – not least the girls – in some of the world’s most vulnerable areas.

The world is changing. Although progress has been made for many years to lift more people out of poverty, things are currently going the wrong way across the world.

Right now, 1 per cent of the world’s population has been displaced by climate change, food insecurity, war, conflicts and the aftermath of CO VID-19. The hunger crisis in the Horn of Africa and the West African Sahel region is particularly alarming, and the need for food, water and schooling is enormous.

I am pleased that PlanBørnefonden this year raised 39 per cent more funds than the year before – and more than ever. Every penny is needed. I would therefore like to say thank you to our loyal sponsors and donors.

bility and goodwill of Danish donors, PlanBørnefonden quickly raised more than DKK 32 million for humanitarian aid to Ukraine.

New strategy focusing on girls and the climate

We are there

when crisis

strikes When the conflict in Ukraine erupted in the spring, eight million people were forced to flee. We acted immediately.

And that would not have been possible without help from the Danish populati on. Thanks to the commitment, flexi

When crisis strikes, girls suffer the most. We are currently seeing a nega tive global trend in girls’ and women’s rights – not least when it comes to access to education and jobs. We know that for every year a girl goes to school, her lifetime income goes up almost 12 per cent. This is key to crea ting sustainable communities.

Therefore, our focus on girls’ rights and gender equality will continue to be cen tral to our work. We have just launched our new strategy, Girls driving impact for a new tomorrow, with a global ambition to help 200 million girls have

a healthy and safe childhood, go to school, access the labour market and become resilient when crisis strikes.

The global climate agenda also affects the world we live in. Therefore, this year we have adopted a new climate strategy that will make us greener as an organisation while prioritising clima te action and the green transition in our global work.

We have secured long-term finan cing

In 2022, we have entered a new strategic partnership with Danida as both development and humanitarian partner, and we have received large grants from the Ministry of Foreign Af fairs and the Novo Nordisk Foundation, including The Danish-Arab Partnership Programme.

This means that our portfolio of grants from institutional donors and donations from private foundations has grown by 78 per cent in the last year. This gives us a strong, long-term financial foundation for the next 4-5 years and it positions us as one of the largest primarily privately funded development and humanitarian organisations in Den mark. Once again, the merger between Plan Danmark and BØRNEfonden has proved its worth.

It makes a huge difference in our daily work to know that our financial foun dation is in place for many years to come. This means that we can make long-term commitments where they are most needed – and at the same time it allows us to explore new, sustainable ways of financing our work in the future.

Giving young people a voice Being one of the major Danish devel opment organisations, it is important for us to create popular engagement through knowledge and debate. Young people must help drive change, as they will be inheriting the world of tomorrow.

That is why PlanBørnefonden’s Board of Directors has established a Youth Advisory Board consisting of ten young people who will help shape our work and strategic direction by advising the Board of Directors and the organisa tion. A big thank you to the ten young people who have taken on the task of helping us. It has already been extre mely inspiring to work with you.

We must be able to operate in an uncertain world

At the time of writing, the world expe riences global inflation and an energy crisis. No one knows how deep the re sulting economic crisis will be, but the re is no doubt that we are facing a time when our fundraising and programme work may also be affected financially. Not to mention the significance of cli mate change and growing unrest and crises in vulnerable countries.

But PlanBørnefonden’s foundation is stronger than ever. And we cannot thank our sponsors, donors and busi ness partners enough for their unrelen ting support.

I would also like to thank our dedica ted and skilled employees, who are committed to making a huge difference where help is needed the most.

Stine Bosse Chairman PlanBørnefonden

”We cannot thank our sponsors, donors and business partners enough for their unrelenting support”

PlanBørnefonden – part of Plan International

sponsored children

PlanBørnefonden is part of Plan International, one of the world’s largest and oldest children’s rights organisations.

In 2021, we and Plan International have helped 1.2 million sponsored children, and through our programme work, we have reached 50 million children and young people.

Plan International is present in 78 countries and collaborates with 39,607 local partners and civil society organisations. Last year, Plan International realised a revenue of one billion euros.

In 2022, Plan International will maintain its focus on supporting girls. We have a global ambition to create positive change for 200 million girls over the next five years.

Active in

We work with more than children and young people

PlanBørnefonden’s results

As part of Plan International, PlanBørnefonden has programme work and sponsored children in more than 50 countries.

With the help of the Danish people, we have supported more than 49,000 sponsored children, and with support from donors, more than 500,000 chil dren, young people and adults have benefited from our activities in 20212022.

With the help of the Danish people, our programme and project work has reached

Our finances

PlanBørnefonden’s financial foundation is strong.

In the past year, we have allocated more funds than ever before with a total of DKK 394.5 million, which has gone towards creating positive change for the world’s poorest children and young people. It represents 90 per cent of our revenue.

This is mainly due to an increase in our grants from institutional donors and donations from private foundations.

68.3 per cent of our revenue come from private donors and sponsors, while 31.7 per cent come from public donors.

of our revenue come from private donors and sponsors

500, 000

400, 000

300, 000

200, 000

100, 000

PlanBørnefondenʼs allocation of funds FY18-FY22

of our revenue come from public donors

FY 18 FY 19 FY 20 FY 21 FY 22

Income from income-generating activities Spent on defined-objective activitie

DKK 438.1 million raised DKK 394.5 million allocated

Our work

All children and young people have the right to grow up under healthy and safe conditions. That is why we support the safe progression of children from birth to adulthood in more than 50 countries

PlanBørnefonden works long-term in some of the world’s poorest and most vulnerable areas to create a better future for children and young

people.

We help develop strong civil societies where chil dren and young people have healthier and safer lives with access to clean water, education, jobs, rights and the opportunity to decide over their own bodies and futures.

Children

Vision

We want to be an organisation that unites Den mark in the fight for equal rights for vulnerable girls and young women

people Resilient communities

Mission

Young

Where we work

We work in more than 50 countries across the world

The financial foundation of our work is support from our sponsors, grants from institutional do nors and donations from private foundations.

West Africa

Number of sponsored children: approx. 33,000 Grants and donations: approx. DKK 102.5 million

South and Central America

Number of sponsored children: approx. 5,000 Grants and donations: approx. DKK 0.6 million

Sponsored children

Sponsored children as well as grants and donations

Grants and donations

Europe

Number of sponsored children: 0 Grants and donations: approx. DKK 32.8 million

The Middle East and North Africa

Number of sponsored children: approx. 90* Grants and donations: approx. DKK 37 million

Asia

Number of sponsored children: approx. 5,000 Grants and donations: approx. DKK 5.9 million

East and Southern Africa

Number of sponsored children: approx. 6,000 Grants and donations: approx. DKK 89.7 million

*Many Middle Eastern and North African countries do not allow support through sponsorship models. Therefore, our activities in those regions are primarily funded by grants from institutional donors and donations from private foundations.

Giving children a better future

In 2021/2022, PlanBørnefonden has again worked long-term in some of the world’s poorest and most vulne rable areas to create a better future for children. We work to ensure children’s rights, health and wellbeing from before they are born until they become young adults, ready to stand on their own two feet.

With the support of our sponsors, we have built a permanent, local presence that enables us to make a difference where the need is greatest. We also col laborate closely with private foundations and institutional donors to expand our local presence and create even more positive change.

In this way, we can make a difference for as many children as possible.

The plan effect: Synergies between sponsored children and programme work

How does the support of a Danish sponsor contribute to building a better future – not just for the individual child, but also for the community she grows up in? And how does this relate to the programme work we do with support from, for example, private foundations? Plan International’s Country Director in Togo, Awa Faly Ba, explains.

“Every child is part of a larger ecosy stem: a family, a community. If we only focus on the immediate needs of each sponsored child, we will not create an environment in which she can thrive,” says Awa Faly Ba, Country Director of Plan Togo.

In Togo, more than 8,200 children have a Danish sponsor, and we also have

extensive donor-sponsored program mes in the communities where the children live, focusing on areas such as sexual and reproductive health, job creation for young people and access to clean water. In this way, we create a link between the sponsored children and our programme work.

“For example, when we work to create

We provide clean drinking water where the sponsored children live. It helps both the individu al child and the community in which the child lives.

Awa Faly Ba Country Director of Plan International Togo

Expertise from Danish foundations provides access to clean water in Togo

With support from the Poul Due Jensen Foundation, villagers in central Togo can benefit from solar-powered water pumps. It provides thousands of children with a safer and healthier childhood.

According to the UN, approximately half of the world’s population experien ce severe water shortages for long or short periods of the year. One of these places is Togo, where PlanBørnefon den works with the Poul Due Jensen Foundation to make clean water avai lable in some of the villages where the need is greatest.

Wane, ten, is the prime minister of the children’s government at her school in the village Kolocopéi in Togo. Wane and her ‘government’ ensure that the school is kept clean and tidy, that

water is provided in class and that students wash their hands thoroughly. She does this as part of PlanBørnefon den’s sponsorship programmes. But it is only possible because the villagers can get clean water from the village’s automatic water pump which uses solar energy to get water from the un derground. The pump and solar panel system are made with technology from the Poul Due Jensen Foundation, the owner of Grundfos. They are main tained and managed by the locals ensuring that water is always available to villagers and schools.

Water is scarce in Togo, where we are collaborating with the Poul Due Jensen Foundation on deploying Danish technology to make clean water available.

Anne Smith Petersen COO at PlanBørnefonden

86 % of inhabitants in the areas of Togo where we work to provide water now have access to clean drinking water.

We never have to start over

When Danes become PlanBørne fonden sponsors, they not only help ensure education, security and oppor tunities for children in the local commu nity. They also ensure that PlanBørne fonden can attract Danish companies and foundations such as the Poul Due Jensen Foundation to supplement our work with sustainable access to clean drinking water and employment. In this way, we can ensure the development, safety and health of children like Wane. Our long-term presence in countries such as Togo also gives the foundati ons additional security when allocating funds, explains COO at PlanBørnefon den Anne Smith Petersen: “When our loyal donors – the sponsors – support us every month, they help ensure that we can always and longterm be present where needed. This makes us interesting for philanthropic foundations because they know that we create development in close colla boration with the local population and local authorities. We never have to start over,” says Anne Smith Petersen.

• One in five children in the world lives in areas where clean drinking water is scarce

• The UN estimates that every day, 1,300 children under the age of five lose their lives due to diarrhoea caused by dirty water and poor sanitation and hygiene

• Therefore, creating better access to clean water is central to PlanBørnefonden’s work to ensure a healthy and safe childhood

• We cooperate with Grundfos, the Poul Due Jensen Foun dation and researchers from Aarhus University to provide access to clean water in Togo

From sponsored child to PhD student

Being a former sponsored child, Pibouwé Takougnadi from Togo gained hope and motivation from communicating with his sponsor. Today, he is studying for a PhD, works part-time as a translator for Plan International Togo and dreams of a society in which both girls and boys can follow their dreams.

Pibouwé Takougnadi was very young when he got a Danish sponsor through PlanBørnefonden. He remembers motorcycles – many of them – arriving in the village. The motorcycles car ried volunteers from Plan International who delivered letters from the spon sors to the sponsored children. Soon, employees helped build schools in the village. It meant that rain would no longer stop the children from attending school. And he recalls how everyone started looking forward to going to school.

Pibouwé Takougnadi did not yet know how to read when he received the first letters from his Danish sponsor. He had his father read them to him. His sponsor wrote about snow, and Pibouwé asked his father to tell the sponsor that he had never seen snow before. There was no such thing in northern Togo.

Hope and motivation

35-year-old Pibouwé knows that this regular contact with his Danish spon sor has changed his life.

“He gave me hope, motivated me and encouraged me to go to school. It was very important for me to know, and studying became a necessity for me. I’ve only come so far in my education because I received the gift of a spon sor in my early childhood,” Pibouwé says.

His dream is to make a difference for children in his community, just as he

himself received support as a child. He has started studying for a PhD in English at the university in Kara, and he works part-time as a translator at Plan International Togo.

The cause closest to his heart is the rights of children and young people, not least in the field of gender equality.

“In our communities, there is a big dif ference between the genders. Therefo re, it’s crucial that an organisation such as Plan International works in areas like the one I grew up in. Our community showcases the need for more know ledge. Many would say that girls do not have what it takes to go to school. But it’s quite the opposite. Many girls are top of their class. Our communities need to know that. It’s not a question of being male or female, it’s a question of goodwill and skills, then both men and women can succeed.”

When Pibouwé received the first letters from his sponsor as a child, he could not read. Today he is studying for a PhD in English.

Pibouwé Takougnadi PhD student and former sponsored child Togo

Learning through play with the LEGO Foundation

Access to education is essential for a child’s future. The World Bank estimates that for every year a girl goes to school, her lifetime income goes up almost 12 per cent. This also applies to children living in areas affected by crises and con flicts.

In 2021/2022, we have therefore had an even greater focus on getting children to attend school – particularly the many children who have missed school due to COVID-19.

Children playing their way back to normalcy after COVID-19

Children living in poverty, on the run and in crises rarely have the chance to be children: to play, to learn and to develop through fun activities.

After living under the shadow of CO VID-19 and massive school closures for more than two years, an entire generation of children, especially in the world’s poorest and most vulnerable areas, has been affected by lack of access to school, day care centres, play and learning.

PlanBørnefonden, with the support of the LEGO Foundation, is working on three different projects focusing on gi ving children better access to learning through their favourite activity: play.

With our Learning Through Play programmes, we have:

• Reached more than 46,000 children

• Provided 46,500 materi als for and about Lear ning Through Play – e.g. teaching materials and books

• Taught Learning Through Play practices to 1,780 teachers, trainers and volunteers across Myan mar, Rwanda, Uganda and Ethiopia

Improved learning in Uganda

Playful Futures aims to improve the wellbeing and learning of 60,000 children aged 3-6 in Uganda. Alt hough many children in Uganda attend school, the learning quality is low –both in kindergarten and at school. It is necessary to put learning and

the needs of the children first in the classrooms. Therefore, Playful Futures focuses on developing pedagogical methods based on play and other fun ways for children to learn. We are working closely with teachers, parents, headmasters and local authorities to develop and test how best to create engagement, motivation, attention and new knowledge through play.

Returning to school after COVID-19 Even though many schools around the world are open again after COVID-19, many children are still affected by lock downs and a life without regular school attendance. In Myanmar, Rwanda and Uganda, the Let’s Keep Playing proje ct, supported by the LEGO Foundati on, focuses on ensuring that children do not fall too far behind despite years without regular schooling. The project has a special focus on children who are about to start school but have not had the opportunity to prepare for it. We are working with parents, teachers

Playful Futures is built on pedagogical methods merging play and learning.

and other caregivers to develop good methods of learning, play and develop ment for children at home and in their communities, ensuring that the next generation of schoolchildren get off to a good start.

Let’s Keep Playing supports children, teachers and pa rents in Myanmar, Rwanda and Uganda in getting back to school post-COVID-19.

Across these three countries, the project has reached:

• 36,524 children

• 11,337 parents

• 632 teachers

Children flock to school opening in Uganda

After two years of COVID-19 lockdown, children in Kyegegywa in Uganda can now return to school. Many of the pupils are refugees from DR Congo, and during the pandemic, teachers feared that the children would never re turn. But an effective campaign targeting the parents has resulted in school enrolment increasing by more than 120 per cent. The initiative is part of the PlayMatters project, which is supported by the LEGO Foundation in collabo ration with PlanBørnefonden in refugee communities in Uganda, Tanzania and Ethiopia.

The school playground at the Bukere School in Kyegegywa is swarming with children. More than 2,000 new pupils have arrived at school after two years of COVID-19 lockdown. In March 2020, before the COVID-19 pandemic, 1,818

pupils were enrolled at the Bukere school. Today, this number has increa sed to a whopping 4,047.

This came as a surprise to headmaster Justus Bahati, who had expected a

After two years of COVID-19 lockdown, the Burkere school in Uganda has gained more than 2,000 new pupils.

high dropout rate.

“I’m happy to see the children and staff back at school. I was afraid that some children would get married off and that some would start working and not want

PlayMatters: Better schooling for refugee children

• PlayMatters works to improve the learning and wellbeing of more than 800,000 refugee children aged 3-12 in Ethiopia, Uganda and Tanzania.

• The project is a collaboration between PlanBørnefonden, the International Rescue Committee (IRC), Behavioral Insights Team, Innovations for Poverty Action and War Child Holland partnering with the LEGO Foundation.partnerskab med LEGO Fonden

to go back to school,” he says.

Many families in Kyegegywa are refugees from DR Congo, while others are Ugandan residents. The COVID-19 lockdown had major economic conse quences for the families, and experts feared an increase in child labour and child marriage due to families needing an income here and now.

Together with the refugee organisation International Rescue Committee (IRC), PlanBørnefonden and local partners have made a targeted campaign to get children back to school. Here, a team of 280 representatives from the School and Refugee Committee was tasked with reaching out to parents.

Some went from house to house talking to parents and their children. Others participated in radio talk shows spe aking about the importance of schoo ling and education, and others rode motorcycles around the community using megaphones to spread mes sages about returning to school. The children were also given books, pens

and pencils, so parents did not have to face another expense after a difficult lockdown.

Teachers were also leaving Before schools reopened, schooltea cher Brian Ahura feared that teachers would not return either. “Some tea chers were no longer interested in teaching because they had found other forms of employment,” he says. To prepare them to return to teaching, the PlayMatters project set up support training for 420 teachers from schools in the area.

Headmaster Justus Bahati is pleased with the increased enrolment, but it has required some adjustments, he says.

“Today, we have very high enrolment rates, which require us to have two shifts of teachers and students. One in the morning and another in the after noon,” says Justus Bahati, as the many schoolchildren file into the classrooms, ready for a new day filled with play and learning.

Learning Through Play

“Learning through play is both a good and effective way for children to develop academically and personally. Compared to conventional teaching, learning through play gives children several tools and skills that are very useful both inside and outside the classroom: From pro blem-solving, communicating and negotiating with friends to understanding your own and others’ emotions, literacy and numeracy, creative expressi on and much more.”

- Lisa Ewertson, Education in Emergencies Expert at PlanBørnefonden

Lisa Ewertson Education in Emergencies Expert at PlanBørnefonden

Børnenes U-landskalender provides schooling in Bangladesh

The proceeds from the sale of Børnenes U-landskalender 2019 (Danish advent calendar raising funds for developing countries) has given a record number of children in Bangladesh’s capital Dhaka access to schooling.

In 2019, PlanBørnefonden toured Den mark with ambassador and television presenter Bubber. The purpose was to give Danish children insight into the li ves of their peers in Dhaka’s slums and how Børnenes U-landskalender could help. This resulted in record sales of the cardboard advent calendar and in widespread use of PlanBørnefonden’s

associated teaching materials in Da nish schools.

The project entitled ‘Fra barne brud til bogorm’ (from child bride to bookworm) is now completed, and the results speak for themselves. The project coincided with the COVID-19 pandemic, which meant that children

Jummon was 12 when he was taken out of school to work at a small canning factory. Jummon would have preferred to go to school and play cricket with his friends, but his family could not afford it.

in Bangladesh had to stay at home for two years. After reopening, 35 per cent of pupils across the country never returned to school, but this was not the case in the areas of Dhaka where the project was implemented. Here, only 6 per cent of pupils did not return to school.

Feared more child marriages Project Manager at Plan International Bangladesh Manik Kumar has been working on the project for the past three years. He explains that traditio

Minu, aged 12, went to school before the pandemic but risked being taken out of school to be married off. The project ‘Fra barnebrud til bogorm’ focused on preventing child marriage by talking to families in due time so that Minu and other girls could stay in school.

nally, Dhaka’s slums have had one of the highest number of children drop ping out of school before they gradu ate.

“Before and during the pandemic, many boys started working to contri bute to the family’s strained finances. Before the pandemic, child marriage was a major problem in these areas where young girls are often married off. The most vulnerable families may feel compelled to marry off their daughter to have one less mouth to feed. We feared that child marriages would increase significantly during school closures,” says Manik Kumar.

The world’s best temp

A targeted effort to encourage parents to prioritise their children’s schoo ling while ensuring that schooling was available during the pandemic was a determining factor in so many

children returning to school after the lockdown. The government launched classes on national television, but in Dhaka’s slums television sets and internet connections are hard to come by and most teachers were forced to find employment elsewhere. Therefore, Plan International Bangladesh set up a big sister/big brother corps of young local volunteers who were tasked with teaching the youngest students accor ding to the curriculum used in schools. And it turned out to be a great solution.

“The young volunteers taught the children and helped them through their final exams, and the average exam result exceeds that of the year before. You couldn’t have asked for better temps. And they were of course paid for their work,” says Manik Kumar.

The young volunteers’ efforts allow ed the children to continue in school

outside the public school system, and it made it easier for them to return when schools reopened. However, the most vulnerable families need more help. Some families could barely afford to send their children to school even before the pandemic.

“The most vulnerable families recei ved cash donations to get by on the condition that the children would go to school and not be sent to work or married off,” says Kumar.

At the same time, young volunteers, teachers and officials went door-to-do or in the local area to emphasise to the parents the importance of schooling and the negative consequences of child labour and child marriage.

Kumar Project Manager at Plan Inter national Bangladesh

• The ‘Fra barnebrud til bogorm’ programme, funded by the proceeds from the sale of Børnenes U-landskalen der, worked with 5,934 pupils in Bangladesh’s capital Dhaka

• 94 per cent of pupils in areas where the programme took place have returned to school after COVID-19. The national average is only 65 per cent

• The teaching material produced for Danish pupils in connection with the ‘Fra barnebrud til bogorm’ pro gramme was used in almost 1,000 schools across the country – which is the highest number in the history of Børnenes U-landskalender.

5,934 children in Bangladesh’s capital Dhaka benefited from PlanBørnefonden’s project via the Børnenens U-landskalender. 94% of children in the area have returned to school after COVID-19.

Manik

Børnenes U-landskalender

Fighting for young people’s rights

The world’s population is younger than ever. Massive poverty, lack of rights and poor education and job opportunities mean uncertain prospects for millions of young people in the

world’s most vulnerable areas. They dream of a better life with education and jobs where their rights are respected and where everyone has equal opportunities, regardless of gender.

We work with young people to give them the tools to create change for themselves and in their local communities within three focus areas:

Young people are creating change

Our strategic work in cooperation with the Ministry of Foreign Affairs is particularly focused on young people. We work to secure their rights and education in East and West Africa.

Access to education and jobs

Young people driving change

Securing sexual and reproductive health and rights

Active citizenship, rights and activism training

Strategic partnership for young people with Danida

From 2018-2021, PlanBørnefonden has had a strategic part nership agreement with the Ministry of Foreign Affairs with a special focus on young people’s education, job opportuni ties, security, rights, health and democratic involvement in East and West Africa.

The Strategic Partnership Agreement has provided DKK 39 million annually in support of particularly two of our pro grammes:

Safe and Inclusive Cities, which focuses on youth safety, rights and democratic inclusion in Ethiopia, Kenya, Uganda and Zimbabwe, and Youth Empowerment in West Africa, which focuses on better opportunities for education, jobs, entrepreneurship as well as young people’s health and right to decide over their own bodies in Benin, Burkina Faso, Mali and Togo.

The partnership agreement also includes close strategic and political collaboration to bring about long-term change for communities and young people in both development and humanitarian situations.

Extended agreement for the next four years

In 2021, we entered a new and extended strategic partners hip agreement with the Ministry of Foreign Affairs, which runs until 2025. The agreement adds DKK 43 million annu ally to PlanBørnefonden’s long-term development work and humanitarian aid in the eight countries in East and West Africa and includes top-up funds for humanitarian aid. The agreement is based on a strong foundation of results created with support from Danida and the almost 50,000 Danish sponsors and companies that support PlanBørnefon den’s work every month. In the new partnership agreement, there is an increased focus on humanitarian crises – espe cially girls’ rights and development when crisis strikes.

Najahna: Education and jobs for young Syrian refugees in Jordan

PlanBørnefonden is heading a collaboration to create better education and job opportunities for 48,000 young Syrian refugees in Jordan.

For young Syrian refugees in Jordan – especially young female refugees –the prospects of having an education or a job are often very poor. The combination of life as a refugee, poor access to quality education, severe lack of jobs, conservative gender roles and strict local legislation offers bleak prospects for a financially independent future.

That is why PlanBørnefonden is heading the Najahna programme, which aims to give 48,000 young people in Jordan better access to education, jobs and financial independence. The Novo Nordisk Foundation has contributed DKK 200 million to the project. The programme is a collaboration between PlanBørnefonden, the Confederation

When you are a young Syrian refugee in Jordan, the prospects of finding a job are slim – especially if you are a young woman. That is why we are working with, among others, the Novo Nordisk Foundation and the Confederation of Danish Industry to create better access to education and jobs for equal numbers of young men and women in Jordan.

Rosanna Rosengren-Klitgaard Senior Programme Manager at Plan Børnefonden

The Najahna project is a collaboration between PlanBørnefonden, the Novo Nordisk Foundation, the Confederation of Danish Industry, the Norwe gian Refugee Council, the Overseas Development Institute and the Royal Health Awareness Society.

Najahna, which is funded by the Novo Nordisk Foundation with DKK 200 million, will run for five years and will improve opportunities for 48,000 young people in Jordan in three areas:

• Access to quality education

• Access to jobs and entrepreneurship

• A more positive environment for young women, supporting their health, wellbeing and financial independence

of Danish Industry and local and international partners. The programme will run for the next five years.

A brighter future

In the past 11 years, the war in Syria has displaced 5,6 million people to Syria’s neighbouring countries: Turkey, Lebanon and Jordan. 1,36 million of them are living in Jordan. This corresponds to 10 per cent of Jordan’s population.

“Jordan is a young country with limited resources – a third of the population is under the age of 30. Youth unemployment is at 50 per cent, and there is a large gap between the qualifications needed in the private sector and the qualifications

young people have,” says Rosanna Rosengren-Klitgaard, PlanBørnefonden Project Manager of the Najahna project.

Our success

Najahna means our success in Arabic. And this is exactly what Najahna will create over the next five years through better access to education, jobs, work experience, counselling and private-sector networks for young Syrian refugees and Jordanians – with a special focus on young women. For girls and young women, the road to education and job opportunities is even more barrier filled.

“The Najahna programme seeks to tackle the various barriers that stand in

the way of young Syrian refugees and Jordanians – especially young women – gaining economic influence and becoming financially independent in Jordanian society. It’s about education, skills and job opportunities, but also about self-confidence, changes in gender norms and a general feeling of being valued and competent to take an active part in society,” says Rosanna Rosengren-Klitgaard.

In addition to providing education and professional skills, the project will create stronger links to the private sector, trade unions and educational institutions, and gain insight and do research to find the solutions that best integrate refugees and young women in the labour market.

Azraq camp

Zaatari camp

Amman

Young people create jobs in troubled Mali

With support from PlanBørnefonden, Niamoye and 1,258 other young people in Mali have succeeded in making a business plan and starting a business. Businesses creating jobs that can help lift other young people out of poverty.

Mali is plagued by poverty, drought and armed conflict, which have de vastated the country and the entire West African Sahel region since 2012. Despite the challenges, Mali’s young people are fighting for a better life. Over half of Malian girls and young wo men aged 15-24 are unemployed. But with support from PlanBørnefonden, the Danish Embassy in Mali and the organisation Swisscontact, hundreds of young people have now been given the opportunity to develop and present a business plan and obtain financing for their business through the FACEJ project.

Niamoye Yattara from the capital Ba mako is one of the young women who received financing for her business. She started her own cosmetics busi ness selling organic creams, oils and other skincare products. It is not a new dream, but not many banks in Mali are willing to provide financing for young women.

“It was difficult to obtain the financing necessary to get started. But this loan allowed me to get the business up and running,” says Niamoye, who dreams of creating jobs for other young wo men.

Niamoye received help to start her business, whe re she now sells organic creams and skincare pro ducts.

Niamoye self-employed in Mali

•

The FACEJ project supports entrepreneurship among young people in West African Mali and is a collaboration between PlanBørnefonden, the Danish Embassy in Mali and the organisation Swisscontact as well as local orga nisations, start-up centres and banks

• So far, 1,259 young people have obtained loans to start their businesses – 40 per cent of them are women

•

The project has also created 3,075 jobs in the cities of Bamako, Sikasso and the areas of Kati, Koulikoro, Segou, Timbuktu, Goundam and Diré in Mali

The project has also created FACEJ in

Mali

of those who have received loans are women

So far,

have obtained loans to start their business

Nene and other young women fight for the right to decide over their own bodies

Violent fighting, poverty and climate change in the West African Sahel region are severely affecting girls and young women. Nene Goita, 22, from Mali, has witnessed this firsthand – and is determined to fight it.

In West African Benin, Burkina Faso, Mali and Togo, sexua lity is surrounded by taboo. This makes it difficult for young people to get the information and advice they need on topics such as puberty, menstruation, sexuality, pregnancy and contraception, sexual harassment and sexually trans

mitted diseases.

Traditional gender norms and views of sexuality inhibit young people regardless of gender – but in very different ways. While boys are under pressure from having to live up to old-fashioned views on male roles, girls face enormous

Nene works with other young women in an action group aiming to make politicians and deci sion-makers understand and include women’s rights.

Nene Goita Activist in Mali

• With support from Danida, PlanBørnefonden in Benin, Bur kina Faso, Mali and Togo works to improve young people’s access to help and support on matters such as sexual and reproductive health and rights

• Thanks to our work in 2018-2021, 321,542 young peop le (193,056 girls/women and 128,486 boys/men) gained access to youth-friendly health services in their local areas across the four countries

• The number has almost doubled since 2018, when the programme started offering counselling – by young people and for young people – on their health and rights

• Since the programme started there has been a decline in the number of early pregnancies in schools and educatio nal centres in West Africa. In Benin, early pregnancy has been reduced by as much as 40 per cent.

challenges such as gender-based vio lence and abuse, early pregnancy and marriage, and the fear of circumcision. And when conflict, hunger and poverty rage in the region as they do now, it only becomes more dangerous to be a girl and a young woman.

A growing problem

Nene Goita, 22, grew up in an area of Mali where many girls get married and pregnant far too early and are subjec ted to circumcision. Too often she has witnessed harassment and violence against girls and women.

“Personally, I have been circumcised. I can’t remember when it happened, but it must have been at an early age, because I knew nothing about it until at age 15, I was made aware of violence

against women by Plan International Mali. When I got home, I realised that I too had been circumcised. It makes me angry and sad that so many wo men experience violence, harassment and abuse. That problem has just exa cerbated over the years,” Nene says.

Nene decided to become an activist and fight for the rights of girls to deci de over their own bodies and future. And the need is great.

“I’ve heard a lot of stories from girls who’ve been exposed to violence because of their gender. For example, I’ve seen boys mocking girls in the classroom because they were men struating. It made me very angry and sad, and I realised that it wasn’t normal for girls to speak up, become angry

and fight back against discrimination as I did.”

Fighting for girls’ rights

Together with other young women, Nene is part of a youth group that carries out operations both online and in their communities to influence poli ticians and influence decision-making processes.

“We’ll never stop fighting for our rights. We’re trying to have an impact at all levels: national, regional and global, so that we can create change and ad dress the problems. We also conduct operations online and communicate in our local communities. We’re doing what we can to make the young voices of the Sahel heard at all levels.”

Fighting for the right to decide over your own body

Young people tell their own stories

This year, PlanBørnefonden has trained young people in 46 countries to use their mobile phones to report on their everyday lives.

Stories about children and young pe ople should be told and produced by them. That is why PlanBørnefonden in 2021 trained sponsored children and other young people in 46 countries in journalism and video production, to increase their influence on how we tell stories about them and their communi ties. They tell the stories through their mobile phones – which is why we call them mobile journalists or mojos.

The young mojos in 46 countries have been trained by PlanBørnefonden in collaboration with the international media and storytelling company Seen.

In collaboration with Seen, PlanBørne fonden and our local colleagues, the young people have produced introduc tory videos from their lives and local area, which are sent out to, among others, Danish sponsors who have sponsored children in these areas.

“We think it’s incredibly important that the young people we work with have the opportunity to tell their own stories. We don’t need to speak on their behalf. It’s our hope that the young mojos will help Danes more easily understand and identify with children and young people in peripheral Bangladesh or slum areas in Lima or Nairobi,” says Senior Communications Manager at PlanBørnefonden Andreas Malmos.

Senior Communications Ma nager at PlanBørnefonden

Young mobile journalists use their phones to record and report on things happening in their commu nities. In this way, they can create awareness of the things they want to change.

Andreas Malmos

Young mobile journalists are creating change in Zimbabwe

Praise, 25, from Zimbabwe, uses his mobile phone to create positive change for young people in his community. He is one of the mojos that PlanBørnefonden has trained in mobile journalism.

“It’s important that young people tell their own stories,” Praise L. Nkala, 25, says from his office in Zimbabwe’s second-largest city, Bulawayo. Here he works to create change in his commu nity through video journalism – directly from the mobile phone.

“Young people mostly use their mobile phones for WhatsApp messages and games, but if they point the camera at their communities and document things they want to change, they can really make a big difference,” Praise says.

Young activists Praise knows better than most that mo bile journalism can make a difference. In 2019, he became part of PlanBørne fonden’s Safe and Inclusive Cities pro gramme, where young people create campaigns and activities to make their local areas both safer and cleaner. “I heard about the course and just knew I wanted to join. We made campaigns and learned about great tools for using our communication skills to start projects and businesses to make an income,” says Praise.

After Praise attended a workshop on mobile journalism – that is, using the camera on his mobile phone to create documentaries, campaigns and other journalistic products – things moved fast.

“There was an area in my neighbour hood that had been plagued by seri ous sewer problems for years. In one of the houses, an elderly woman lived

with her large family and they couldn’t go outside or open doors and windows because it was so dirty and smelled so much. We made a video with our mo bile phone where we interviewed the woman and showed the problem. Then we posted it on Facebook and shared it in a lot of places. When we took it to the local councillor, he had already

seen the film and sent a team out to fix it the next day. The problem had been left unaddressed for nine years, but our film demanded action because it had been viewed by so many,” Praise says.

“We use our mobile phones all the time. And that’s when I realised that

we could use them as a tool to crea te change and hold those in power accountable.”

Anyone can do mobile journalismIn its Safe and Inclusive Cities program me, PlanBørnefonden works with young people in, among other places, Zimbabwe to create more security and involvement for young people in some of Africa’s large cities. One of the most important tools for achieving change is that the initiatives come directly from the young people.

“It’s important that young people tell their own stories. Anyone can do mo bile journalism – we already have our phones. The more of us do it, the more

Praise L. Nkala

Mobile journalist in Zimbabwe

”

It’s important that young people tell their own stories”

PlanBørnefonden’s Safe and Inclusive Cities programme works with young people in Ethiopia, Kenya, Uganda and Zimbabwe to create more security and better opportuniti es for young people in large cities.

The programme focuses, among other things, on creating more security on public trans port and on the streets – especially for young women – improving access to jobs and employment for young people and giving young people an active voice towards local authorities and decision-makers.

From 2018-2021, Safe and Inclusive Cities has contributed to:

• 9,490 young people participating in initiatives to improve security in the local com munity and on public transport

• 9,786 young people acquiring new skills in areas such as entrepreneurship, financial management, career guidance and technical skills training

• The share of young people who have found a job or other employment after partici pating in the programme has doubled – from 30 to 61 per cent

influence we can have,” says Praise, who now has his own production com pany with eight employees. And even though they also use large cameras for their productions today, Praise main tains that the mobile phone is a great tool. Because in situations where a large camera crew may be too much, the camera on your mobile phone can take you a long way so you still get the message across.

That is why Praise teaches other young people how to use their mobile phones to tell their stories.

“When young people get to tell their own stories, they tell it like it is. They

can give a true account and therefo re also bring about change. Through our mobile phones, we can become leaders in our local areas.”

For Praise and his team, the plan does not stop here. They will use their skills and commitment to reach beyond the borders of Bulawayo – indeed even

beyond Zimbabwe’s borders.

“We want to be among the best visual storytellers in Africa. We want to tell young people’s stories as they are and help shape the future. We live in a digital world – we need to use that to create the changes we want to see.”

”We want to be among the best visual storytellers in Africa.”

Tomorrow’s young people live in cities

Today, more than half of the world’s population lives in urban areas, the vast majority in Africa and Asia. This number is expected to rise steadily, with 6.7 billion people living in cities by 2050. More than half of them will be under the age of 18.

When cities in the world’s poorest are as grow as fast as they do, it creates major challenges, especially for the children and young people who grow up in slums and informal settlements: Poverty, violence, climate change, corruption and the absence of rights significantly impact the cities. Cities

hide large differences between rich and poor, but in many countries, chil dren and young people living in urban poverty face at least as many challen ges as those living in rural poverty.

PlanBørnefonden has worked for children and young people’s rights,

More and more young people live in urban slums. They face other challenges than young people living in rural poverty.

health and safety in urban areas for many years – with a special focus on girls and young women. That is why, together with our colleagues at Plan Australia, we are heading the Plan International Urban Hub, which coor dinates our global work in cities and urban areas.

The Urban Hub operates out of our offices in Copenhagen and covers the entire organisation’s urban work.

“The world’s population will be both significantly younger and more urban in the future. Young people in urban areas may face different challenges than young people in rural areas, but

the challenges are equally serious –not least for girls and young women. They must be consulted, involved and supported so that the future also be longs to them,” says Louise Meincke, who heads the Urban Hub work from PlanBørnefonden’s offices in Copen hagen.

”The world’s population will be both significantly younger and more urban in the furture”

Louise Meincke Global Lead Urban Hub

Focusing on young peop le, we do both program me work and data colle ction to help make cities safer for young people in Ethiopia, Zimbabwe, Kenya and Uganda.

This year, the Urban Hub has, among other things:

• Collaborated with RMIT University in Melbourne, Australia, to explore the opportunities for future ur ban sponsorship programmes. Currently, all PlanBørnefonden’s sponsored children live in rural areas, but in the future, we also want to support children in urban areas

• Launched an Urban Research Series that explores the potential of young people to actively contribu te to making cities safer, more financially dynamic and more inclusive for young people in Ethiopia, Zimbabwe, Kenya and Uganda

• Participated in both the UN climate conference, COP26, and UN-Habitat’s World Urban Forum 2022 with youth activists from various African cities to focus on the lives, rights and challenges of young people in urban areas

• Secured funding from Danida as part of PlanBørnefonden’s new strategic partnership with the Mini stry of Foreign Affairs to develop and implement a new programme working with young people in El Salvador, the Philippines and Uganda

• Worked with our partners in Slum Dwellers International to ensure better involvement of young people in decision-making processes in urban areas in Zimbabwe, Kenya and Uganda. In future, we must work together to listen to young people’s opinions and proposed solutions during crises such as pan demics or climate-induced crises

Responding

Hunger and drought are the world’s major humanitarian crises

The world is suffering the most extensive hunger crisis in modern times. The latest figures from the UN show that 828 million people across the world are suffering from hunger. This corresponds to one-in-nine people across the world going to bed hungry.

The Horn of Africa and the West African Sahel region are most severely affected because conflict, inflation, natural disasters and climate change have created an alarming hunger and food crisis.

Access to food and protection in Ethiopia

The worst drought in 40 years is currently affecting Somalia, Kenya and Ethiopia, which make up the Horn of Africa. The drought has resulted in alarming food insecurity in the countries, created conflict, and displaced many people.

We are, for example, working in Ethio pia’s northern province, Tigray, which is one of the areas suffering most due to conflict and drought. More than 5.2 million people need emergency relief, and since November 2020, the conflict in Tigray has spread to the neighbouring regions of Amhara and Afar, which are now also experiencing severe food insecurity.

With support from the Ministry of Foreign Affairs, we work to ensure access to food and protection for children – not least girls and young women – and their families in Ethiopia’s

Tigray province:

“We know that girls are most at risk in crises like this. They are more often exposed to abuse and insecurity because authorities and institutions do not function as normal. Therefore, we provide a secure, physical environ ment where children can be safe. We also offer psychological crisis counsel ling to internally displaced people and collaborate with and strengthen local health groups,” says Iben Rasmine Østergaard, Programme Manager at PlanBørnefonden.

In the Tigray, Amhara and Afar regions of Ethiopia, internal conflict and extreme drought have created severe water scarcity and food insecurity.

Iben Rasmine Østergaard Programme Manager at PlanBørnefonden

Going to school in a time of crisis in Burkina Faso

The crisis in the West African Sahel region has been described as the perfect storm of conflict, poverty and climate change, which has displaced millions of people from their homes. In Burkina Faso, we work to secure food, protection and education for children and young people on the run.

Attacks on civilians and armed conflict have plagued Burkina Faso, Mali and Niger for years, leading to over 2.5 million internally displaced people in the region.

In Burkina Faso alone, nearly two million people have fled violence and terror. Schools have been attacked, villages burned down and hundreds

have been killed. Almost 3,000 schools have been closed and more than 400,000 children have lost access to education.

Education creates security

With an additional grant from the Ministry of Foreign Affairs under our strategic partnership agreement,

To create a sense of security and normalcy in refugee camps, PlanBørnefonden establishes drop-in centres for children and young people to play and receive training.

PlanBørnefonden provides protection and education for children and young people in four of the most vulnerable regions in Burkina Faso. Here we work, among other things, to create safe drop-in centres for children and young people, where they can play and learn in child-friendly settings, catch up on lost learning and return to school. This is important to give children a sense of

• The PURE programme works with both acute humanitarian aid and long-term development in conflict-ridden Burkina Faso

• PURE focuses on three areas: 1) livelihoods and food securi ty, 2) protection of children and against gender-based violen ce and 3) learning and education

• Since PURE started in 2021, we have supported 52,243 chil dren and young people in Burkina Faso with emergency relief, protection, access to loan and savings groups, education and better sanitation

normalcy amid a crisis:

“It’s important to ensure that children on the run still have access to educa tion. It’s important for both the child’s future and can also help create a kind of everyday life and structure in the middle of a chaotic and uncertain situation,” says James Rogene, Pro gramme Manager at Plan International Burkina Faso.

18, and many of them have no access to schooling or education. And their prospects of being able to return home any time soon are poor. Therefore, PlanBørnefonden and our local part ners make a long-term commitment in close collaboration with local leaders and public authorities to create sta bility, new income opportunities and education for the many young people who have fled.

It’s important to ensure that children on the run still have access to education”

In addition to protection here and now, we also have a long-term development commitment in Burkina Faso – not least for the sake of the children. 60 per cent of the internally displaced people in Burkina Faso are under the age of

“It’s extremely important to create opportunities for young people. They need a stable income and opportuni ties to create a future without hunger,” says James Rogene.

James Rogene Programme Manager at Plan International Burkina Faso

PURE in Burkina Faso

Our way of working in the world’s humanitarian crises

PlanBørnefonden has many years of experience providing humanitarian aid in crises – acute as well as long-term.

In Denmark, we are leading in the ap plication of the so-called nexus appro ach, which is the interaction between emergency relief, peace-building work and long-term development work. In other words, we focus on urgent needs in crises in the form of protection, food, healthcare and shelter as well as on long-term initiatives involving educati on, psychological support, investment opportunities and entrepreneurship.

“With nexus, we combine urgent hu manitarian aid, long-term development work and peace-building activities. This approach helps us ensure that our efforts in the world’s most vulnerable areas reduce acute needs, vulnerabi lities and risks while strengthening the

resilience of local communities, promo ting gender equality and addressing the underlying causes of conflict in the long term,” says Helene Egebjerg, Senior Programme Manager at Plan Børnefonden.

Helene

Egebjerg Senior Programme Manager at PlanBørnefonden

”With nexus, we combine urgent humanitarian aid, longterm development work and peace-building activities”

• The UN estimates that 1 per cent of the world’s population has fled war, hunger, drought, conflict or natural disasters

• One-in-nine people in the world is affected by hunger – 70 per cent of them are girls and women

• PlanBørnefonden works in humanitarian crises in the Sahel, the Horn of Africa, the Middle East and Ukraine with support from, among others, the Ministry of Foreign Affairs Humanitarian

Humanitarian aid to Ukraine

The conflict in Ukraine has sent at least eight million people on the run – both to Ukraine’s neighbouring countries, to other European countries and within Ukraine.

PlanBørnefonden provides humanitarian aid in Ukraine and in neighbouring Poland, Romania and Moldova.

We collaborate with international and local partners in and around Ukraine to ensure, among other things, food, protection and psy chosocial support for the Ukrainian refugees – with a special focus on the children.

• So far, the conflict in Ukraine has sent more than eight million people on the run within Ukraine as well as to its neigh bouring countries

• 89 per cent of them are women and chil dren

• PlanBørnefonden is present in both Ukraine and its neighbouring countries Moldova, Romania and Poland, where we work with partners to help especially children and their parents

• We distribute food, cash, hygiene and school kits, among other things, and offer protection and psychosocial support

We are present where crisis strikes

The conflict in Ukraine has displaced millions of people, creating political, financial and human insecurity that has affected the whole world. Not least the children. And when children are caught in a crisis or are on the run, we step in – no matter where in the world they are.

On 24 February 2022 the world was turned upside down by the Russian invasion of Ukraine. On 25 February, we started work to provide help to pe ople affected by the conflict, internally displaced and people who have fled to neighbouring countries.

We saw tremendous support from day one. With the help of the Danish peop le, our donors and business partners, we have raised more than DKK 32 million for Ukraine.

DKK 18 million was raised among the Danish people and through the Ukra ine support concert, which aired on the two major Danish television channels DR and TV2 on 12 March. The remai ning DKK 14 million came from addi tional grants from donors, donations from Danish companies and private individuals.

We use these funds, in collaboration with our partner DIGNITY, to provide acute humanitarian emergency relief in Ukraine and its neighbouring countries Moldova, Poland and Romania. Spe cifically, we provide food, clean water, accommodation, medicine distribution, protection of children and psychosoci al assistance and trauma treatment for the Ukrainian refugees.

A place for children to find peace

In Moldova, our mobile units are pre sent at reception centres – counselling on wheels, so to speak, for refugees in both the north and the south of the country. Here we work together with the National Center for Preventing Child Abuse (CNPAC) to provide child protection and psychological support

to newly arrived Ukrainian families in collaboration with psychologists, educators and social workers.

In the days and weeks following Russia’s invasion, tens of thousands of refugees poured across the border into Moldova, one of Europe’s smallest and poorest countries and the country that has received the most refugees per capita. Almost 500,000 people fled to Moldova – almost 100,000 of them are still in the country. The rest have

either gone further into Europe or back to Ukraine. 89 per cent of the refugees are women and children.

Marina is one of the psychologists who take care of the children. She is herself a refugee from Kharkiv in Ukraine. She volunteers at a reception centre housing around 100 refugees. The centre is located about 40 minutes from Moldova’s capital Chișinău. The situation is quite unpredictable, so the number of children at the centre chan ges every day.

When the children arrive, Marina and her colleagues sing with them, draw with them and read them fairy tales.

“Singing is especially helpful because it helps children forget where they are and what they’ve been through. The same goes for the parents. This kind of support is exactly what they need in

Marina Child psychologist at crisis centre in Moldova

the moment,” Marina says. The psychologists in the mobile unit have already witnessed the great emo tional trauma of the children. Psycho logist Viorica finds it difficult to let go of the memory of a three-year-old boy who had fled Ukraine.

“He heard the simple sound of a power drill and became completely hysterical because he had experienced a bomb exploding in front of him as he was re turning from kindergarten in Ukraine,” she recalls, adding:

“He started screaming and looking for his mother, who was not in the room at that moment. He always wanted to be with his mother because he didn’t feel safe anywhere else.”

”He heard the simple sound of a power drill and became completely hysterical”

Emergency relief is deeply rooted in PlanBørnefonden

Plan International was established during the Spanish Civil War in response to all the war orphans. Plan was a scheme in which British people could send one shilling a day to provide orphans with food, shelter and education. Back then, 300 children were given access to food and educa tion – today, more than 50 million children around the world benefit from our work.

Therefore, it is only natural that we step in when chil dren are forced to flee in Europe as is now the case in Ukraine.

Together with partners, we distribute food and medicines to families who have been displaced. Bags with emergency supplies ready to be shipped from our warehouse in Moldova in March 2022.

The mobile units are just a place for the children to find some peace, Mari na explains.

This is a long-term crisis The psychological support offered by the reception centre in Moldova is in great demand as more than eight mil lion people have fled Ukraine or been internally displaced. This creates enor

mous pressure on the neighbouring countries, where PlanBørnefonden is present together with our colleagues in Plan International and our partners from, among others, DIGNITY.

Unfortunately, the crisis in Ukraine is a long-lasting one – and it is creating a ripple effect all over the world with increased instability, inflation and food

insecurity, especially in Africa, whe re large parts of the grain reserves usually come from Ukraine. Therefore, our work in and around Ukraine is also long-term – both to help refugees here and now and to contribute to the rebuilding of the country.

Emergency relief for children and families in Ukraine

When the conflict in Ukraine erupted, more than eight million people were sent on the run – both internally in Ukraine and to its neighbouring countries. Together with DIGNITY and local partners in Ukraine and with support from the Ministry of Foreign Affairs, PlanBørnefonden has since the beginning of the conflict provided emergency relief and support to children and their families.

Several times in 2022, PlanBørnefon den’s Humanitarian Manager, Aracely J. Andersen, has headed the work to help Ukrainian refugees in Ukraine, Romania and Moldova.

The everyday lives of families in Ukra ine are characterised by enormous uncertainty, says Aracely:

“Their lives have come to a complete standstill. Many families are in deep

crisis and have lost their homes and livelihoods, and the refugees have had to leave family members behind.”

Those on the run are mainly women and children, and they are extra vulnerable to exploitation, abuse and neglect – especially unaccompanied children. Together with Plan colleagu es in our newly established offices in the Ukrainian capital, PlanBørnefon

Many refugee families have lost everything, so they need emergency relief such as food, protection and a place to sleep.

Aracely Jimenez Andersen Humanitarian Manager at PlanBørnefonden

Ukraine

den works to meet urgent needs and ensure good, long-term aid, especially for the women and children who need help the most.

“We provide child protection, educati on, psychological support and financi al aid in cooperation with local Ukra inian partners. And even though many of our local colleagues and partners are themselves deeply affected by the conflict, we are still working hard to provide protection and emergency reli ef in Ukraine. They’ve worked non-stop since the conflict began, and they are an inspiration to us all.”

Now we need to prepare for winter when many families will be extra vulne rable.

“The coming winter will increase the

need for access to food, shelter and income and access to crisis centres and medical care. In addition, there is also a need for winter clothes and heating to get through the winter,” says Aracely.

The relief activities in Ukraine are a collaboration with Danish DIGNITY and are financed through an additio nal grant from the Ministry of Foreign Affairs and Danmarks Indsamling’s support concert for Ukraine.

”The coming winter will increase the need for longterm access to food, shelter and income and access to crisis centres and medical care”

have fled their homes

Playrooms on wheels in Moldova

Since the conflict erupted in Ukraine, PlanBørnefonden has been present with emergency relief in both Ukraine and its neighbouring countries. Our COO Anne Smith Petersen has visited our operations for Ukraine’s children in Moldova.

In the days and weeks following Rus sia’s invasion, tens of thousands of refugees poured across the border into Moldova, one of Europe’s smallest and poorest countries and the country that has received the most refugees per capita. 89% of the refugees are women and children.

In the days following the conflict’s eruption, PlanBørnefonden and our partners immediately started establis

hing help for children and their parents who had been displaced from their homes.

“We’ve never worked in Moldova before, so it was essential to be able to collaborate with strong local children’s rights organisations. Within only a few days, we sent an employee to Moldova tasked with identifying the right part ners to accelerate the process and start helping children and families in

Three-year-old twins

Liliana and Diana live with their mother in a refugee centre in central Moldova after fleeing fighting in southern Ukraine.

Anne Smith Petersen COO at PlanBørnefonden

About the crisis in Ukraine

• On 24 February 2022, Russia invaded Ukraine, displacing more than eight million people

• PlanBørnefonden is pre sent with our partners in Ukraine, Moldova, Roma nia and Poland

• It is estimated that almost 500,000 people fled to Moldova – almost 100,000 of them are still in the country. The rest have either gone further into Europe or back to Ukraine

Filled with toys, books and puzzles, the manned ludoteks reach children and their families in villages and refugee centres across Moldova.

need,” says COO of PlanBørnefonden Anne Smith Petersen, who visited our offices and several of our local part ners in Moldova.

Thanks to donations and grants from the Ministry of Foreign Affairs, com panies and private donors as well as funds raised during the Together for Ukraine concert, PlanBørnefonden has raised DKK 32 million for our work in and around Ukraine. And the money has really made a difference, says Anne Smith Petersen. For example, for

the playrooms for children and parents we operate with our partner Amici dei Bambini, and which Anne Smith Peter sen visited in Moldova:

“We help distribute cash and food to families in need. And together with partners, we have established some safe playrooms for children and their parents. In Moldova, they call them ludoteks – a combination of playrooms and libraries that children can use with their parents to restore a sense of nor malcy. It makes a huge difference to

the children’s sense of security,” says Anne Smith Petersen.

Ludoteks can be found in schools and in former orphanages, and an inven tion: ludoteks on wheels, which are mobile units that can drive around dif ferent areas and thus help even more children and families. The mobile units are staffed by educators and teachers, and they provide psychological and legal support for families.

Our focus on climate and the green transition

PlanBørnefonden has set ambitious targets for climate and the green transition – both in relation to how we run our organisation and how we organise our work around the world.

Our contribution to the green transition and climate adaptation has become one of the 10 strategic goals in PlanBørnefonden’s new strategy for 2023-2027.

In 2021/2022, we have worked purposefully to integrate climate and the green transition in our workflows, orga nisational policies and in our programmes around the world. We have, among other things, included climate considerations in our procurement and investment poli cy and made a seven per cent annual reduction of our carbon emissions an organisational goal in our climate

policy.

Climate change and climate-induced crises such as drought, hunger and floods are more detrimental to the poorest part of the population – and not least the girls. When water is scarce, it is the girls who have to walk further to get water, which means that they will miss school. When hunger strikes due to drought and failed harvests, it is the girls who eat last and least. And when people are forced to flee climate-induced disasters, girls are at risk of being abused on the run or being married off so that the family can afford life on the run.

Several of PlanBørnefonden’s projects are thus desig ned with a focus on climate and the green transition. Here are some examples.

of Foreign Affairs will contribute to the green transition

PlanBørnefonden’s climate strategy includes a goal of reducing our carbon emissions by 7 per cent per year

In Ethiopia, we collaborate with Grundfos and Danida to train 400 young people in installing, repairing and maintaining solar-powered water pumps. We have de veloped training material and technical training installati ons. We have trained 280 young people and 10 teachers, and we have supported 20 young people in starting their own businesses.

In Benin, we collaborate with Kemp & Lauritsen, Mica Fonden and Danske Commodities to train young electri cians so that they can install and repair solar systems and start their own businesses. We have trained 200 young people in solar energy systems, including 100 women, and we have given them tools for working with solar pa nels.

Together with Danida, we have supported young people in the Sahel region in collaboration with the local authorities on making action plans within climate adaptation and conflict resolution due to the lack of water and crops.

In Burkina Faso and Mali, we have collaborated with Danida on training young people in agricultural technologies that can help them increase their resilien ce to climate change.

In the slums of Dhaka, Bangladesh, we have suppor ted young people in establishing 10 climate clubs, where they develop initiatives to strengthen the resili ence of their communities to climate change.

In Ethiopia we are working with the Poul Due Jensen Foundation through the SunWash project to create access to clean water and better sanitary facilities with solar-powered water pumps for 120,000 South Sudanese refugees in the Gambella refugee camps.

In Togo, we are working with the Poul Due Jensen Foundati on and researchers from Aarhus University to find clean water in the subsoil. This is done using a technology called tTEM developed by the university. The technology makes a 3D scan 30-70 metres into the ground to determine where it is most optimal to establish drinking water wells.

Over the next five years, we will, in collaboration with the Ministry of Foreign Affairs under the Danish-Arab Partnership Programme, ensure that more than 20,000 young people in North Africa and the Middle East get an education and jobs. And at least 30 per cent of these jobs will contribute to the green transition.

THANK YOU to our sponsors

The past year, our sponsors have once again de monstrated their support and loyalty. We are very grateful for that. It means that we can help create

a better future for more than 49,000 sponsored children and their families and communities.

There are many ways to be a sponsor

Over the past year, we have focused on personalising our communication to sponsors. We have many different ty pes of sponsors – young people, older people, families and companies. This requires us to differentiate our commu nication, says Marianne Søndergaard, who is responsible for Sponsorship Product Development at PlanBørnefon den.

“A family and a company may have quite different needs: Companies often want something from us which they can communicate to their employees or to their customers. Whereas a family usually prefers something that can en gage the children in the family, such as

a drawing package or a picture book,” she says and adds:

“Our goal is that being a sponsor should be a personal and engaging experience where we create the opportunity to get closer to the spon sored child and closer to the purpose and the results you help create as a sponsor. We are also aiming to be come more digital for the sake of the climate and the environment, and we have succeeded with our digital spon sorship platform Mit PlanBørnefonden, which many sponsors use,” explains Marianne Søndergaard.

Not just a child – an entire community

Being a PlanBørnefonden sponsor, you of course support your sponsored child, but you also support the child’s local community.

Through our colleagues and local partners, we have been present in the local communities for many years. We have built a trust that enables us to work with families, children and young people to create positive change.

In the communities where the children live, we also have extensive donor-supported programmes for, among other things, access to schooling, health, job creation for young people and access to clean water. In this way, we create co herence between the sponsored children and our program me work in improving the living conditions of the individual children, their families and the local community.

This is what we call the Plan effect.

Marianne Søndegaard Head of Product Development at PlanBørnefonden

On the island of Amager in Denmark, the Knuth Lorendsen family has just written their first letter to their sponsored child Clarisse in Togo. Although they have only been sponsors for a very short time, they’ve already received a letter from Clarisse with news from her life in the village.

A sponsor family’s story: From Amager to Togo

The Knuth Lorendsen family from Copenhagen are sponsors for 6-year-old Clarisse. They communicate with Clarisse from Togo through digital letters and pictures which they send via the sponsorship platform Mit PlanBørnefonden.

The family, consisting of Simon, Louise and their sons, 11-year-old Malthe and 8-year-old Viktor, have just written their first letter to Clarisse, who will soon have her birthday. Viktor is drawing balloons and confetti on the paper. Alt hough they have only been sponsors for a very short time, they’ve already received a letter from Clarisse and her family.

“In the letter, they write that it is the dry season now, and that she goes to school. That she plays with her friends. And then she has drawn a small hen

for us,” says Louise.

Fostering good family conversations

The letter and the papers that the family has received with information about Clarisse and her family have given rise to several family conversa tions.

“The boys are very interested in how we can help those who are struggling. They often talk about the fact that there are many poor people in the world and they always want to help. At that age, it can be difficult to understand how you

offer support in a good way,” Louise and Simon say.

“I think it’s great to have a sponsored child because you can help others,” concludes Viktor, while he gets help taking a picture of his finished drawing.

They attach the drawing on the Mit PlanBørnefonden platform, where they also write the letter to Clarisse. Finally, they take a family photo and attach it before hitting send.

From Denmark to Togo

The letter and the drawing are sent to PlanBørnefonden’s local employees in Togo, who print the letter, the photo of the family and Viktor’s drawing. The Knuth Lorendsen family has also orde red a gift for Clarisse, which is packed in a backpack and driven out to the village where Clarisse lives. A solar lamp, a notepad and pencils.

Clarisse receives the gifts, drawings and pictures, and the letter from the Lorendsen family is read to her while she sits a little shy and smiling bet ween her parents.

In this way, two families who live very far apart can become closely connec ted.

Digital platform brings sponsors closer to the children

Sending digital letters is just one way for sponsors to communicate with sponsored children. Over the past year, we have developed new options for sponsors on Mit PlanBørnefonden to get involved with their sponsored child and its local community.

“A lot of our sponsors have requested

a more digital format with more options for communicating and engaging with their sponsored child. Many choose to buy extra gifts, write letters or get extra information about their sponso red child’s local area,” explains Nanna Ørsted, Head of Digital and Analysis at PlanBørnefonden.

She explains how simpler and more direct communication strengthens the connection between sponsors and sponsored children.

“Many sponsors say that it means a lot to be able to access the children’s

own handwritten letter directly on their mobile phones. It can also be moving to read the small personal stories that they cannot read in the newsletter. And it’s much easier for them than having to go through the postal service,” says Nanna.

We have already experienced a great interest in the Mit PlanBørnefonden sponsorship platform. Thousands of sponsors have already created profi les, and many of them have sent gifts, letters and pictures to their sponsored children through the platform.

”Many people choose to buy extra gifts, write letters or receive extra information about their sponsored child’s local area,”

Nanna Ørsted

Head of Digital and Analysis at PlanBørnefonden

PlanBørnefonden invited to a sponsor meeting

350 sponsors attended the event in Nørrebrohallen in Copenhagen to learn more about PlanBørnefonden’s work.

In addition to developing new digital ways for sponsors to engage with their sponsored children, PlanBørnefonden is also constantly working on new ways to communicate about our work and the situation in the countries where we are present.

In April, PlanBørnefonden therefore organised an information event for our sponsors, telling them about Plan Børnefonden’s work with sponsored children and their communities around

the world. The interest was overwhel ming as more than 350 sponsors from the Copenhagen area participated to learn more about our relief aid in Ukra ine and our work to find clean water in villages in Togo. The sponsors also met Gildas from Benin in a live inter view, where he told the sponsors how support for his cousin in Benin had benefited the whole family and given Gildas the opportunity to complete the education that has taken him to his current research position in Denmark.

“It’s the first time I have attended a physical event – until now, everything has been done by mail and online. It really makes a difference to see it with your own eyes,” said Anne, who is a sponsor.

In 2022/23, PlanBørnefonden plans to organise more events for sponsors across Denmark.

More than 350 sponsors participated in our first sponsor meeting in Nørrebrohallen. Here Gildas (to the left) from Benin talked about how Danish sponsors had contributed to his education.

Engaging the Danes in development work

In addition to our programme work around the world, we also work to engage Danes in gender equality in the world and in Denmark.

Therefore, we work with Danish partners, ambas sadors, media, politicians and other influencers to create awareness about gender equality and PlanBørnefonden’s work.

Young people are most interested in development work

• 63 per cent of Danes support Denmark’s development cooperation

• Support for Denmark’s development cooperation is slightly higher among young people (18-30 years) than among older people (61-75 years)

• 44 per cent of Danes think it is interesting to hear about Denmark’s development coope ration. Young people are interested in hearing about development work and believe it is relevant

• According to the Danes, the most important activities are helping refugees in their own neighbouring regions and emergency relief for people in acute crisis

• 81 per cent of Danes know the UN’s Sustainable Development Goals, and 61 per cent agree that their actions impact the development in the world

Source: Danskernes holdninger og kendskab til udviklingsbistand (Danes’ attitudes towards and knowledge of development assistance), Danida, 2021

Focus on girls

Again this year, PlanBørnefonden set the agenda in connection with the UN’s International Day of the Girl Child on 11 October through a number of events and projects that put focus on girls’ rights.

Together with 1,000 students at Nærum Gymnasium, PlanBørnefon den, H.R.H. The Crown Princess and Minister for Development Cooperation Flemming Møller Mortensen celebrated the UN’s International Day of the Girl Child on 11 October.

The event included stories from the Sahel region, where 13 million peop le need emergency relief. Girls and young women experience the greatest impact of violent fighting, poverty and climate change. And the event, which was hosted by journalist and television presenter Ditte Haue, put focus on the

From the left: Minister for Development Cooperation Flemming Møller Mortensen, singer Andrea Lykke, H.R.H. The Crown Princess, last year’s winner of the Girls Award Nagin Ravand and model Josephine Skriver all attended the celebration of the UN’s International Day of the Girl Child at Nærum Gymnasium.

demien har vores sponsorer, samarbejdspartnere og donorer ikke

The Green Girl Guides won the 2021 Girls Award for their GIRLS ACT initiative, which brings together politicians, businesses and organisations to create equal opportunities for all regardless of gender.

consequences of the crisis for girls’ safety and opportunities..

Girls took power

Every year, the UN’s International Day of the Girl Child is an occasion for girls all over the world to speak up and take power for a day.

PlanBørnefonden made sure that this also happened in Denmark. This year, our youth ambassador Nagin Ravand became Minister for Development Cooperation for a day, and Hinda Olad

from the podcast ‘Langt til Ligestilling’ (A long way from gender equality) became Spokesperson for Develop ment. Among other things, the girls took over the politicians’ social media for the day and took the opportunity to share important messages about girls’ rights.

The Girls Award went to the Green Girl Guides Every year, PlanBørnefonden presents the Girls Award to persons or initiatives that do extraordinary things to promote

gender equality in Denmark. This year, the nominees were the Green Girl Guides, the podcast ‘A Seat At The Table’ and activist and debater Aphinya Jatupariskul, who works for the rights of sex workers through The Red Van.

The Green Girl Guides won for the GIRLS ACT initiative, which brings together politicians, businesses and organisations to create real equal op portunities for all regardless of gender.

Menstruation campaign tackles taboos

For many girls in the world’s most vulnerable areas, menstruation and the lack of menstrual products are taboo, and this results in girls missing school every month. It can severely impact their future. PlanBørnefonden therefore decided to break down this taboo through a menstruation campaign comprising series of articles and short films for cinema and social media.

The ‘Cyklus’ podcast speaks out about menstruation

In May, PlanBørnefonden launched the ‘Cyklus’ podcast. In the podcast, television presenter Anna Lin, radio personality Maria Fantino, singer An nika Aakjær, comedian Sanne Søn dergaard, menstruation activist Emma Libner from the Instagram profile ‘Kh Underlivet’, historian Mette Byriel-Thy gesen from the National Museum of Denmark and a number of other women from Denmark, Kenya and Uganda tell their personal stories of and experiences with the shame, pain and inequality associated with men struation. Menstruation is taboo, no matter where you live – albeit with very different consequences:

“The difference between menstrua ting in Kampala and Kalundborg is of course vast, and it may be difficult to fathom what it is like to live in a place where access to clean water, sanitary towels and decent toilet facilities is scarce. But as you will hear in ‘Cyklus’, sanitary towels, tampons and men strual pain are also hidden in Danish schoolyards and workplaces, because menstruation is also associated with shame in Denmark. That’s why this conversation is relevant in the countri es where we work as well as at home,” says Kirsten Brogaard, Senior Engage ment Manager at PlanBørnefonden.

The podcast is released in collaborati on with Heartbeats and can be heard wherever you listen to your podcasts.

Television presenter Anna Lin features in the podcast ‘Cyklus’, which breaks down taboos around menstruation through personal stories and experiences from women from Denmark, Kenya and Uganda.

Kirsten Brogaard Senior Engagement Manager at PlanBørnefonden

In the podcast ‘Cyklus’ you can hear how menstruation is still associated with shame in Denmark as well as in many of the countries we work in.

”Menstruation is taboo in a lot of countries across the world. That’s why this conversation is relevant in the countries where we work as well as at home.”

New media platform for the world’s young people

Children and young people from PlanBørnefonden’s programmes are both behind and in front of the camera on the new youth media ‘Tingenes Verden’, which aims to show the development of the world through the eyes and mobile phones of young people.

In June 2022, our new global media ‘Tingenes Verden’ went live. Tingenes Verden aims to engage Danes in de velopment cooperation by telling criti cally and constructively about the lives of young people in developing coun tries based on physical items such as nail polish, a football or objects that are familiar no matter where on the planet you are.

Tingenes Verden is a collaboration between PlanBørnefonden, the news agency TANK and consultant Morten Ro, who won the Ministry of Foreign Affairs’ idea competition for a new global media to replace the media ‘360 grader’. This new media, which is exclusively online and on social media, focuses on young people as storytel

Sune Gudmundsson Editor-in-Chief at Tingenes Verden

The new online media ‘Tingenes Verden’ puts focus on young people – as storytellers, protagonists and target group.

lers, protagonists and target group.

In collaboration with local, young mo bile journalists from Asia, Africa, South and Central America, PlanBørnefonden intends to publish visually strong sto ries on Instagram about the best and worst of the world’s development. The journalistic work is carried out by the young people as well, and a lot of the mobile journalists are former sponso red PlanBørnefonden children.

“Many of our stories are based on challenges, dilemmas or successes from the everyday life of young pe ople. We believe that the local young people are best at telling these stories themselves,” says Editor-in-Chief Sune Gudmundsson.

New PlanBørnefonden ambassadors

PlanBørnefonden is proud to be collaborating with several famous Danes who spend their time, voices and platforms on being ambassadors for our work.

This year our ambassadors have been an invaluable support to us – and we have also welcomed new ambassa dors, who are ready to fight for girls’ rights.

Josephine Skriver is one of them. She is an international model and is often featured in fashion magazines such as Vanity Fair, Vogue, Elle and Harper’s Bazaar. With her 7.7 million followers, she is the most-followed Danish person on Instagram. She wants to use her voice to raise awareness of girls’ rights. “When you lift up a girl, you lift up her entire community,” says Josephine, who believes that women in many parts of the world are standing at the back of the line – and she wants to help change that. That is why she chose to become a PlanBørnefonden ambassador.

Another famous Dane who has cho sen to become an ambassador is the former television presenter and current editor at Gyldendal Lise Rønne, who is the main character in PlanBørnefon den’s latest publicity campaign.

Lise Rønne has a special relationship with PlanBørnefonden and knows how much it contributes to her own chil dren’s understanding of the world.

Josephine Skriver PlanBørnefonden ambassador

“I became a PlanBørnefonden spon sor, because it gives me a great opportunity to talk to my children about how the world works and the fact that our circumstances in life can be ab surdly different. It makes it so tangible. We just have to look at this girl that we are sponsoring. And even children can understand it. I think that’s very mea ningful.”

”When you lift up one girl, you lift up her whole community.”

Lise Rønne PlanBørnefonden ambassador

Meet some of our other ambassadors:

Andrea Lykke is a singer and an actress, and in her ca pacity as PlanBørnefonden ambassador, she participated in our menstruation campaign in 2022, and she performed at the International Day of the Girl Child event at Nærum Gymnasium. Here she is wearing our PERIOD t-shirt from our menstruation campaign in 2022.

Mette Marie Lei Lange is an influencer, a businesswoman and a PlanBørnefonden ambassador. In 2022, she, among other things, helped raise funds for young women and girls in Kampala, Uganda, who need an education so they can become self-employed.

Rasmus Bjerg and his family have been sponsors since 2015. In November 2021, Rasmus and his family advertised, among other things, a Christmas sweater, and the money from the sale helped support vulnerable children in Burkina Faso. Today, Rasmus Bjerg and his whole family are Plan Børnefonden ambassadors.

Sofie Gråbøl has been a PlanBørnefonden sponsor and ambassador for 13 years. In 2022, she fronted our cam paign video with a call to become a sponsor and help give vulnerable children a safer childhood and an education.

Creating political change

PlanBørnefonden fights for children’s and young people’s rights –also politically. Collaborating with authorities and decision-makers is crucial to creating positive change locally, globally and at home in Denmark. Therefore, PlanBørnefonden works to put focus on the rights of children and young people as well as on the political prioritisation and funding of them.

The Minister for Development Cooperation visited PlanBørnefonden

The Minister for Development Cooperation Flemming Møller Mor tensen visited PlanBørnefonden to talk about girls’ rights and the need for strong popular support for development work in Denmark. The minister also met young activist Praise Nkala, who lives in Zimbabwe and uses mobile journalism to bring about change in his community.

Education in Emergencies Alliance

PlanBørnefonden and Save the Children have established the Education in Emergencies Alliance. The alliance is headed by MPs Rasmus Nordqvist and Anne Sophie Callesen, and the members include the LEGO Foundation, the Novo Nordisk Foundation, the Hempel Foundation, Bluetown, the Danish Teachers’ Association, the Danish Students’ Council, Unicef, UNHCR and others. In 2022, the alliance focused on how to secure schooling for the at least 128 million children living in crisis and conflict without access to schooling.

The People’s Democratic Festival

This year’s People’s Democratic Festival on Bornholm had been restored to its former glory, and we took the opportunity to put girls’ rights, gender equality, access to water and financial opportunities of Syrian refugees on the agenda. We debated with the Confede ration of Danish Industry, the Novo Nordisk Foundation, DI Vand, Grundfos and the Women’s Council Denmark, Karsten Dybvad and meme-maker Herlige Svend. Finally, we hosted the traditional Bosse & Brinkmann on sustainability at Gæstgiveren hotel and bar, providing the town of Allinge with a round of collective-optimism therapy in a crisis and conflict-ridden world.

Business partners

PPartnerships are key to achieving the UN’s Sustainable Development Goals. PlanBørnefonden works with several companies that support our work and

create positive change for children and young people across the world.

Nature Planet has recently helped ensure a whole new generation of healthy and safe children in the Mackwanpur district of Nepal. The project became an important support for the vulnerable families with children during the COVID-19 pandemic.

Nature Planet ensures schooling and equality

Danish Nature Planet is a leading sup plier of gift items to zoos, aquariums, museums and family parks throughout Europe. The company has a strong sustainability focus in their design and production, and at the same time they have an ambition to make a noticeable, positive difference for vulnerable chil

dren. Therefore, they donate five per cent of their revenue from a collection of Plan teddy bears to selected Plan Børnefonden projects. Nature Planet has been a valued Plan partner since 2009, and they make a huge differen ce for many thousands of children in Indonesia and Nepal.

Nature Planet is expanding its distri bution to the US, and at the same time we are planning a large school project in Nepal to ensure good new schools, quality education and equality for girls.

Søstrene Grene

Søstrene Grene has collaborated with PlanBørnefonden since 2018, suppor ting girls’ and young women’s access to education in the most vulnerable ur ban areas of East Africa. Most recently, Søstrene Grene donated a substantial amount to PlanBørnefonden’s work with Ukrainian refugees in neighbouring Moldova.

Our partnership with Søstrene Grene has just been extended until 2024 and the donations will continue to go tow ards girls’ and young women’s access

to education and training for professi ons such as hairdressers, tailors, elec tricians or the like. Education is key for young women to create a better life for themselves and their families.

“We’ve chosen to extend the multian nual collaboration with PlanBørnefon den because it’s an organisation with important projects that are close to our hearts: gender equality and girls’ right to education,” says Mikkel Grene, CEO of Søstrene Grene.

Since 2018, Søstrene Grene has supported PlanBørnefonden’s work to provide access to education for girls and young women in East Africa. This year, they also donated more than DKK 500,000 to our relief work in connection with the conflict in Ukraine.

Mikkel Grene CEO of Søstrene Grene

BabySam

BabySam is one of Denmark’s largest retail chains with products for pregnant women and small children. BabySam has been a partner of PlanBørnefonden since 2021, and they support our work with children aged 0-5 with focus on improving the children’s lives through, among other things, construc tion of kindergartens, securing access to clean water, teaching parents in children’s cognitive and motor development and ta king care of mothers’ and children’s health.

Stine A

The Danish jewellery brand Stine A supports PlanBørnefonden’s work with five different pieces of jewellery, comprising both brace let and earrings. With the sale of each piece of jewellery in the collection, Stine A sup ports PlanBørnefonden’s projects in Burkina Faso, giving vulnerable young women the opportunity to get an education and a start to their entrepreneurial venture that can give them a brighter future.

Lauritz.com

In cooperation with Laurtiz.com, PlanBør nefonden arranged a Christmas auction of, among other things, several experiences donated by famous Danes, for example, a lecture with Mikkel Beha and Svend Brink mann, an intimate concert with Camille Jo nes and a Circus Arena show. The proceeds of all sales went towards vulnerable children and families in Burkina Faso.

Flowering

In the spring of 2022, PlanBørnefonden entered a partnership with the environ mentally conscious flower company Flowering, which developed the ‘Girl Foundation bouquet’ for Mother’s Day. The funds raised go towards girls and young women in East and West Africa.

A large part of the global flower production takes place in East Africa. Flowering’s goal is to secure better working conditions for everyone invol

ved in flower production – and together with PlanBørnefonden, they also focus on ensuring girls’ and young women’s opportunities.

“At Flowering we work every day to make a difference by fighting waste, supporting and ensuring better rights for local flower producers and promo ting sustainability in the flower indu stry,” says Johan Vang Wildt, COO and Co-Founder of Flowering.

Johan Vang Wildt COO and Co-Founder of Flowering

Selected business partnerships and donations

Foundations and institutional donors

Non-cash donations

Each year, PlanBørnefonden receives a number of non-cash donations from different consultants, businesses and organisations that support our work with their expertise, consultancy and facilita tion. This year we received non-cash donations in the form of organisational and leadership devel opment, HR, legal counsel, digitalisation etc.

Mica Fonden

Plads til fællesbillede

fællesbillede

People and culture

Our KPI and KHI overview is shaped as a tree and is displayed at our offices in Copenhagen.

Our values Our KPI and KHI tree

Professional and social diversity and multidisciplinary collaboration are central at PlanBørnefonden. We use each other’s strengths to fight for a more just world, and we are proud of the results we create – large as well as small.

We work with our values every day. Across disciplines and national borders. We respect each other and benefit from having many professional experts in Denmark and internati onally.

Our values are:

• We make a difference

• We are open and respon sible

• We are inclusive

• We are good company

To translate our strategic direction into specific targets, we develop annual KPIs (Key Performance Indicators) for each department, focusing on the KPIs that apply to several departments and where the departments depend on each other.

We have also developed so-called KHIs (Key Human Indi cators), which visualise the collaboration, trust and interde pendence that must exist between us.

Our shared KHIs are:

• We must be ambassadors for each other’s results

• We must have clear roles and responsibilities

• We must take a 360 degrees approach

• We must communicate our achievements and celebrate our victories

• We must create sustainable growth and balance needs, resources and priorities

We cannot succeed without our employees

Culture is important for employees to thrive and collaborate – especially when things are moving fast, says PlanBørnefonden’s CEO Dorthe Peter sen:

“A lot has happened in PlanBørne fonden in the last year. We’re expe riencing extensive growth, and it’s important that the organisation and its people can keep up with the develop ment.

We therefore make a point of having good and simple processes that emphasise that we are one organisa

tion and how each of us contributes. As CEO, it has been extremely impor tant for me to create a culture where everyone knows the direction and what we are capable of. It’s very much about communication and involvement throughout the organisation – especial ly in a growth spurt like the one we’re experiencing. We depend on each other to succeed. It requires us to have a clear vision and clear targets, that we collaborate across disciplines and that we trust and feel confident in each other so we work together. I think we’ve come a long way towards this end.”

There was great commitment among the employees when they all attended PlanBørnefonden’s annual culture day.

Dorthe Petersen CEO of PlanBørnefonden

Digitalisation makes us more efficient

Culture is an important cornerstone in PlanBørnefonden’s success. But to create results, we also need great systems and processes that can ensure efficiency, transparency and accuracy.

In the last year, PlanBørnefonden has undergone an exten sive digitalisation process of, for example, our financial and grants management systems, so that we can ensure quality while keeping our administration percentage low and allo cation percentage high to ensure that as much money as possible is sent to work, making a difference in the countri es we work in.

“The most important thing for us is to send as much money as possible to the countries we work in. It requires great systems that help us work smarter and more automated. We’ve therefore been replacing old manual processes with new digital systems. So instead of manually entering data in an Excel sheet, a lot of our processes have been automated so we can create dashboards and focus on quality assuran ce. In this way, we get the newest knowledge more quickly and we can use data more efficiently, thereby making an even greater difference in the world. Over the next few years, we will continue to invest strategically in making our systems more automated and digital.”

Mikkel Hauschildt, CFO at PlanBørnefonden, explains:

Mikkel Hauschildt CFO at PlanBørnefonden

”The most important thing for us is to send as much money as possible to the countries we work in.”

Competences of the Board of Directors

Board of Directors

Professional board member, former CEO of Tryg

Charlotte

Birgitte Boesen

Founder and analyst at BüroCPH

Associate professor, Global and Development Studi es, Roskilde University

CEO and founder of Ucomposites A/S

Communications and Marketing Director at Købstædernes Forsikring

Employee-elected representati ve, PlanBørnefonden

Stine Bosse, Chairman

Jepsen, Vice Chair Director of CIP Fonden

Amie N’Dong

CEO and founder of Social Vanilla

Jacob Rasmussen

Jakob Grymer Tholstrup

Lise Fink Vadholt

Christian Rietz

Management

Mikkel Hauschildt, MSc in Business Admini stration and Philosophy, CFO.

Dorthe Petersen, MSc, CEO.

Anne Smith Petersen, MSc in Political Science, COO.

Youth Advisory Board

23 years old, Copenhagen, DK

Especially committed to human rights and the EU

22 years old, Aarhus, DK

Especially committed to equali ty in sports

18 years old, Kongens Lyngby, DK

Especially committed to quality education for all

24 years old, Copenhagen, DK

Especially committed to chil dren and women in the Middle East

21 years old, Vejle, DK

Especially committed to chil dren’s and young people’s right to love and equality

26 years old, Copenhagen, DK

Especially committed to young people and African self-deter mination

Anne-Cathrine

21 years old, Aarhus, DK

Especially committed to girls’ rights and opportunities

Especially committed to digitali sation and use of technology in the NGO of tomorrow

26 år, København, DK

Especially committed to equ ality and responsible develop ment

PlanBørnefonden has established a Youth Advisory Board with ten young people who advise the board on strate gic direction and specific projects. The Youth Advisory Board is composed of a wide range of Danish young people from across the country with engaging fields of interest. Members are between 18 and 26 years old.

Especially committed to girls’ education and protection of chil dren

Zoé Elkær Nicot

Nagin Ravand

Buster Kirchner

Burkal

Anders Maher

Eline Thor Eliassen

18 år, Frederiksberg, DK

Mathilde Andersen

Sigrid Kromann Schiøler

Sophia Tholstrup

Jens Kristian Stenstrup 26 år, København, DK

Management’s statement

The Board of Directors and the Management have today considered and adopted the 2021/22 Financial State ments of PlanBørnefonden.

The Financial Statements have been prepared in accordan ce with sound accounting principles, see the Danish Act on Foundations and Certain Associations, ’Bekendtgørelse om økonomiske og administrative forhold for modtagere af driftstilskud fra Kulturministeriet’ (Act on financial and admi nistrative conditions for recipients of operating grants from the Ministry of Culture Denmark), the articles of association of the Foundation and the guidelines of ISOBRO for ac

Copenhagen, 4 October 2022 Executive Board Dorthe Petersen CEO

Board of Directors Stine Bosse Chairman

counts presented by fundraising organisations including the necessary adjustments owing to the special circumstances of the Foundation.

In our opinion the Financial Statements give a true and fair view of the financial position of the Foundation at 30 June 2022 and of the results of the Foundation’s operations for the financial year 1 July 2021-30 June 2022.

The Management’s Statement, which covers the annual report and the financial statements, contains a true and fair account of the conditions covered in the annual report.

Jacob Rasmussen

Charlotte Jepsen Vice Chair

Birgitte Boesen

Jakob Grymer Tholstrup

Financial highlights

Financial highlights 1 July-30 June

Key figures

2021/22 2020/21 2019/20 2018/19 2017/18* TDKK TDKK TDKK TDKK TDKK

Income from income-generating activities 438,134 314,208 274,428 268,656 66,452 Profit from income-generating activities 406,403 282,375 248,003 244,575 59,694 Administrative expenses 4,661 11,298 10,644 14,917 10,611 Financial items, net -8,459 8,589 1,366 3,807 -16 Net profit for the year allocated for defined-objective activities 393,283 279,666 238,725 233,465 49,067 Spent on defined-objective activities 394,517 277,395 238,725 233,465 49,067 Allocated to equity (remaining funds after defined-objective activities) -1,234 2,271 0 0 0

Non-current assets 27,496 28,335 28,585 28,899 1,202 Current assets 155,294 120,213 121,598 122,015 13,942 Total assets 182,790 148,548 150,183 150,914 15,145

Restricted foundation capital 22,974 24,864 24,864 24,864 221 Unrestricted foundation capital 26,291 25,636 23,365 23,365 1,244 Total foundation capital 49,265 50,500 48,229 48,229 1,466 Provisions 726 726 1,522 210 527 Long-term debt 0 0 671 0 0 Short-term debt 132,799 97,322 99,761 102,474 13,152 Total liabilities 182,790 148,548 150,183 150,914 15,145

Number of sponsorships 49,174 50,851 51,668 56,699 15,299 Avg. number of employees 86 71 66 63 24

2021/22 2020/21 2019/20 2018/19 2017/18* % % % % %

Key ratios

Profit margin for fundraising etc. 92.8% 89.9% 90.4% 91.0% 89.8% Administration share 1.1% 3.6% 3.9% 5.6% 16.0% Objective share 90.0% 88.3% 87.0% 86.9% 73.8% Consolidation share -0.3% 0.7% 0.0% 0.0% 0.0% Safety margin 11.6% 16.3% 18.2% 20.7% 3.0% Solvency ratio 27.0% 34.0% 32.1% 32.0% 9.7% Public funding share 31.7% 27.9% 26.9% 18.6% 23.4%

*Financial highlights for 2017/18 only represent the former Plan Danmark Foundation.

Financial Review

Foundation objective and activities

PlanBørnefonden is one of Denmark’s largest privately funded children’s rights organisations. Being a member of Plan International Inc (PII), which has worked to advance children’s rights for more than 80 years, we operate programmes in more than 70 of the world’s poorest countries.

PlanBørnefonden is an independent development and hu manitarian organisation that advances children’s rights with a special focus on girls. The full wording of the Foundation’s objective is included in the Foundation’s articles of associa tion which can be found on the Organisation’s website www.planbornefonden.dk.

Size and strength are crucial in our daily fight to secure the rights and opportunities of children and young people in the world’s most vulnerable areas. We focus on the girls as they are more often impacted by inequality and poor prospects. We are working to ensure that children get a good start in life, irrespective of their place of birth and their gender. Girls and boys having the same opportunities and access to healthcare, protection and education – that is the foundation necessary for them to be able to build a better community for the future.

We are working long-term to ensure sustainable develop ment, and we provide urgent humanitarian relief, enabling vulnerable and fragile communities to grow strong and resilient. Our work is made possible by funds from public and private donors. These funds are very important for our activities in the countries where we are active. The combi nation of private and public funds enables us to achieve greater impact in the countries where we are working.

FINANCIAL OVERVIEW

Thanks to the support of our donors, sponsors and other contributors we have succeeded in generating the largest growth in the history of the Organisation in the last year, enabling us to give even more vulnerable children and young people a better future.

In the financial year 2021/2022, PlanBørnefonden realised the largest total revenue in the Organisation’s history. We raised DKK 438.1 million compared to DKK 314.2 million in

the last financial year.

Of this, PlanBørnefonden has allocated the largest amount in the Organisation’s history with DKK 394.5 million going towards defined-objective activities. In the financial year 2020/2021, PlanBørnefonden allocated DKK 277.4 million to defined-objective activities.

This growth is primarily owing to increased project income particularly from private foundations (e.g. the LEGO Foun dation, the Poul Due Jensen Foundation and the Novo Nordisk Foundation), Sammen for Ukraine support concert and institutional donors such as Danida and the EU. This amazing result makes PlanBørnefonden one of the largest primarily privately funded development and humanitarian organisations in Denmark.

Despite having a limited proportion of the total investment portfolio invested in shares, PlanBørnefonden has been af fected by a declining stock market due to the global econo mic situation which has resulted in a reduction of profit after financial items of DKK 8.5 million.

The financial year 2021/2022 generated a positive result before investments and after financial items of DKK 198 thousand. We invested DKK 1.4 million in the development of new development models for African countries, of which DKK 1.2 million were transferred from equity in the financial year 2021/2022 (2020/21: DKK 2.3 million transferred to equity).

KEY FIGURES

As mentioned, the total revenue in the financial year 2021/22 is the best result achieved in PlanBørnefonden’s history with a revenue growth of 39.4% and an allocation growth of 42.2%.

Private donors, companies and private foundations consti tute 68.3% of the total revenue (2020/21: 72.1%). Today, public funds account for 31.7% of income (2020/21: 27.9%).

Our income expectations for the coming years are positive, especially for our private and public donors. This is due to the fact that much of our income comes from 3-5-year grants from private foundations and institutional donors. The total contract value of our project portfolio financed by insti tutional donors and private foundations as of 30 June 2022 amounts to approximately DKK 1.2 billion.

Due to the economic uncertainty resulting from high inflation rates, we focus on maintaining revenue from private spon sors through retention strategies and on our collaborations with private companies. We therefore expect to maintain our income from sponsorships in 2022/2023.

Income from sponsorships is the cornerstone of our work in combination with donations from companies such as Nature Planet and Søstrene Grene, private foundations such as the LEGO Foundation, the Poul Due Jensen Foundation and the Novo Nordisk Foundation and institutional donors such as Danida and the EU.

In the financial year, PlanBørnefonden extended its 2018 strategic partnership agreement with Danida, meaning that we will receive DKK 43 million annually for the next four years.

SPONSORSHIPS

Income from sponsorships constitutes DKK 152.1 million of our total revenue, which is in line with the previous financial year. We experience increasing loyalty from our sponsors, who donate more and stay longer. There has been a slight decrease in the number of sponsorships compared to the financial year 2020/2021.

This is partly due to us terminating sponsorships with Tai wan Fund for Children and families, Child Fund International USA and Children Believe because of the merger between Plan Danmark and BØRNEfonden in 2018.

INHERITANCE

In 2021/22, we received DKK 0.6 million in inheritance (2020/21: DKK 4.7 million). All inheritance received has been recognised as income this year, as was the case in the financial year 2020/21. Since 2019, charitable foundati ons such as PlanBørnefonden have been allowed to allo cate funds received as inheritance and gifts, meaning that such funds are to be considered unrestricted capital that can be put towards the Foundation’s objective, even if such objective is not mentioned in the will. Unfortunately, it does not solve the issue of funds received through inheritance prior to 2019 being restricted foundation capital. To use these funds, we need to apply to the Danish Department of Civil Affairs for lifting of donor restrictions.

ALLOCATION OF PROFIT AND LOSS, EQUITY, CASH AND CASH EQUIVALENTS

At the end of each financial year, the Board of Directors decides on the equity and financing requirements of the Foundation. Allocation of profits represents a draw on equity of DKK 1.2 million.

Based on the Foundation’s current level of activity, it is the opinion of the Board of Directors that the Foundation will be able to meet its obligations as stated at 30 June 2022 with the current equity and cash available.

Cash and cash equivalents at the end of the financial year

amount to DKK 91.8 million, of which DKK 78.1 million are tied to ongoing project implementation (2020/21: DKK 26.5 million).

RISK MANAGEMENT

Funds donated to PlanBørnefonden from sponsors and donors are managed with due consideration of the admini strative duties of the Foundation, legal obligations as well as (and not least) the obligations we are charged with by our donors, who place their trust in PlanBørnefonden. The ma nagement regularly reports to the Board of Directors to lay out the most important risks and relevant points of action. In this way, PlanBørnefonden ensures continuous risk assess ment, and we act when necessary.

The purpose of PlanBørnefonden’s risk management sy stems is to ensure the Foundation’s ability to responsibly raise, receive and hold trust funds. The risk management systems also ensure that the funds are allocated to the ob jectives for which they are intended and used efficiently in accordance with PlanBørnefonden’s objective.

PlanBørnefonden holds financial resources comprising funds from the foundation capital and prepayments from sponsors and donors. Part of these funds are invested in securities based on the Investment Policy adopted by the Board of Directors. The Investment Policy aims to minimise the risk of losing money while obtaining a satisfactory return on investment. In addition, we consider environment, social and governance (collectively ESG) factors to ensure that we make responsible investments. Our investment partner conducts a norm-based screening of all investments. It means that screening is performed to identify any breach of international law, environmental protection standards, hu man rights, labour rights and corruption of the corporations. To ensure compliance with the Investment Policy, the Board of Directors has appointed an Investment Committee. The Committee meets twice a year.

FUNDRAISING RISKS AMONG PRIVATE DONORS

The most significant risks in relation to PlanBørnefonden’s fundraising activities are current and potential donors’ and supporters’ dependence on socio-economic conditions such as the impact of COVID-19 and the Russian invasion of Ukraine, which has resulted in global inflation and ener gy crisis. No one knows how deep the resulting economic crisis will be, but there is no doubt that we are facing a time when our ability to raise funds may be affected. In addition, closing of programme countries due to, for example, increa sed political instability in those countries.

USE OF FUNDS

Corruption is a daily challenge in the countries we work in. Together with Global Assurance (Plan International’s internal

309.9 mio. kr 138.7 mio. kr

Monthly contributions and gifts from sponsors // DKK 152.1 million // 49.1 %

Danmarks Indsamling // DKK 25.9 million // 8.4 %

Operation Dagsværk // DKK 0 million // 0 %

Private Foundations projects // DKK106.5 million // 34.3 %

Other projects // DKK 3.2 million // 1%

One-off donations, non-cash donations and other funds raised // DKK 11.1 million // 3.6 %

Inheritance // DKK 0.6 million // 0.2 %

Financial income // DKK 10.6 million // 3.4 %

Strategic Partnership Agreement with the Ministry of Foreigh Affairs of Denmark // DKK 52 million // 37.5 %

Danida // DKK 24.1 million //17.4 %

Other projects // DKK 31.3 million // 22.6 %

CISU og CISU DERF // DKK 0 million // 0 %

EU og ECHO // DKK 28.6 million // 20.6 %

Public grants from the Ministry of Culture Denmark // DKK 2.7 million // 1.9 %

auditors), Plan International is dedicated to uncovering cor ruption as early as possible. In the financial year 2021/22, we have found 3 new cases of corruption in two countries. This includes a new case in Togo, where irregularities were detected at one of PlanBørnefonden’s local partners on a Danida-supported project. Plan International in Togo has returned the amount of DKK 68 thousand to PlanBørnefon den and is in the process of recovering this amount from the local partner.

In addition, irregularities have been identified at local partners on two projects under the Strategic Partnership in Mali. Fraud totalling DKK 1.5 million has been identified for the two projects YEWA and FGM. The fraud was committed by four partners on the YEWA project and one partner on the FGM project. In view of the above irregularities, Plan International has set up an Oversight Steering Committee. The committee is responsible for following and supporting a detailed action plan to improve the capacity in Plan Interna tional Mali, including the supervision and capacity devel opment of local partners. It is our assessment that there has been a significant improvement in the office’s capacity. The office still has work to do in terms of strengthening the capacity of local partners. A significant contributing factor has been the COVID-19 restrictions over the past three years, and not least the ever-worsening security crisis in the country, which has made monitoring more difficult. PlanBør nefonden has decided to continue our programme work in Mali, as the security and economic situation in the country requires a continued strong commitment.

In addition to the above-mentioned issues, we have two open cases of previously detected fraud of approximately DKK 922 thousand in Liberia and DKK 137 thousand in Egypt, respectively. In Liberia, Plan International has han ded over the case to the police. In Egypt, DKK 50 thousand have been successfully recovered from one of the four grassroots organisations involved. Lawsuits against the other three organisations continue to recover the remaining amount of DKK 87 thousand.

Despite using significant resources to uncover risks in terms of prevention and control, we know that we cannot detect everything. However, what we detect is thoroughly investi gated by Global Assurance and in collaboration with local offices and authorities. PlanBørnefonden emphasises trans parency and all cases above DKK 30 thousand are made public on PlanBørnefonden’s website.

CASH FLOW AND CURRENCY RISKS

Funds received from sponsors are transferred to Plan In ternational each month. Plan International handles local im plementation of our sponsorship programmes. We primarily transfer Danish kroner, and Plan International transfers the

funds to the recipients at the right time and place.

Funds from institutional donors and foundations are typically transferred to Plan International, which heads implemen tation, but may sometimes be transferred directly to the individual programme country upon request from the people responsible for the project subject to a vetting of the need in terms of consumption and budgets.

The countries use many different currencies, but we prima rily make transfers in euro to countries with an exchange rate tied to the euro. As the Danish krone is pegged to the euro, the currency risk is only related to the risk of devaluati on of the local currency. The overall currency risk is minimal.

OUTLOOK FOR THE NEXT FINANCIAL YEAR

PlanBørnefonden’s Board of Directors has adopted the stra tegy for FY23-FY27, which focuses on sustainable growth and on strengthening the organisation’s capacity to raise and allocate more funds to programme countries. Digitalisa tion is an important lever to achieve the ambitious strategic goals, and digitalisation is therefore a focus area across the organisation.

Russia’s invasion of Ukraine has created economic uncer tainty due to rising inflation and energy crisis. We therefore focus strongly on maintaining revenue from private spon sors through retention strategies and on our collaborations with private companies. We therefore expect to maintain the income level in 2022/2023.

Our income expectations from private and public donors for the coming years are positive. This is due to the fact that much of our income comes from 3-5-year grants from pri vate foundations and institutional donors. The total contract value of our project portfolio as at 30 June 2022 amounts to approximately DKK 1.2 billion.

To ensure development as well as efficient and safe opera tion, PlanBørnefonden has adopted a digitalisation strategy. We expect to draw on our equity to invest in new digital tools. We also continue to invest in the development of new development models for African countries.

Our low administration share and high objective share are maintained, making PlanBørnefonden an attractive partner.

UNUSUAL CIRCUMSTANCES AND EVENTS AFTER THE END OF THE FINANCIAL YEAR

In our estimation, no unusual events impacting the annu al report have occurred after the balance sheet date. No events impacting PlanBørnefonden’s financial position as presented in the annual report have occurred after the end of the financial year and until presentation of the accounts.

CALCULATION –KEY RATIOS

Profit margin for fundraising etc.

Administration share

Objective share

Consolidation share

Safety margin

Solvency ratio

Public funding share

Calculation formula

Profit from income-generating activities * 100 / Income from income-generating activities

Administrative expenses and non-distributable shared expenses *100 / Income from income-generating activities

Expenses related to defined-objective activities * 100 / Income from income-generating activities

Net profit for the year * 100 / Income from income-generating activities

Foundation capital * 100 / Total expenses for income-generating, defined-objective and general activities

Foundation capital * 100 / Balance sheet total

Public funds raised * 100 / Income from income-generating activities

Accounting policies applied

The annual report has been prepared in accordance with sound accounting principles, see the Danish Act on Foun dations and Certain Associations, ’Bekendtgørelse om økonomiske og administrative forhold for modtagere af drift stilskud fra Kulturministeriet’ (Act on financial and admini strative conditions for recipients of operating grants from the Ministry of Culture Denmark) and the guidelines of ISOBRO for accounts presented by fundraising organisations includ ing the necessary adjustments owing to the special circum stances of the Foundation.

The accounting policies applied remain unchanged from previous years.

However, in this financial year, the presentation of the finan cial statements has been changed so that it better reflects the Foundation’s allocation work and objective. Comparative figures are adjusted without affecting equity and balance sheet total.

The 2021/22 Financial Statements are prepared in DKK.

RECOGNITION AND MEASUREMENT IN GENERAL

Income is recognised in the income statement as it is re ceived, including value adjustment of financial assets and liabilities.

All expenses related to the financial year are also recogni sed in the income statement, including depreciation, amorti sation and impairment.

Assets are recognised in the balance sheet when it is pro bable that the financial benefits associated with the asset will flow to the Foundation and the value of the asset can be measured reliably.

Liabilities are recognised in the balance sheet when it is probable that future financial benefits will flow from the Foundation and the value of the liability can be measured reliably.

On initial recognition, assets and liabilities are measured at cost price. Subsequently, assets and liabilities are mea sured as described for each item below.

CONVERSION OF FOREIGN CURRENCY

Foreign currency transactions are recognised either at the

actual exchange rate or at a monthly average exchange rate received from Plan International.

Differences in exchange rates arising between the stated exchange rate and the exchange rate at the booking date are recognised in the income statement as a financial item.

INCOME STATEMENT Income

Private funds raised

Includes monthly contributions and gifts from sponsors, which are recognised on the due date if they have been received at that time, and funds from other individual con tributors, Danmarks Indsamling, foundations, organisations and companies, which are recognised when the funds are received. An expenses/allocation of funds item is included in the income statement and a liability (debt) is included in the balance sheet to cover expenses of the project in ques tion minus administrative expenses.

Inheritance and non-cash donations are recognised on receipt. Inheritance received for the use of PlanBørnefon den’s ongoing work is recognised in the income statement. Inheritance for which the donor has stipulated that only the current return on the donation may be applied by the Foundation is included in equity under restricted foundation capital. The ongoing return on the donation is recognised in the income statement at the time of realisation. Non-cash donations are only recognised to the extent that their current value can be reliably calculated.

Public funds raised Includes funds from institutional donors such as Danida, which are recognised on receipt. An expenses/allocation of funds item is included in the income statement and a liability (debt) is included in the balance sheet to cover expenses of the project in question minus administrative expenses. Public operating grants include funds received from the Mi nistry of Culture Denmark’s pool for the common good and are recognised as income in the year in which the funds are granted, usually the year the funds are received.

Expenses

Expenses related to income-generating activities and spon sorships

Expenses related to income-generating activities and sponsorships include expenses directly linked to generation

of the related income. The expenses are recognised in the income statement at the time of payment unless the expen ses can be recognised in the balance sheet as prepaid expenses.

Administrative expenses etc.

Administrative expenses are net expenses after recognition as income of administrative contributions from projects. The expenses may be attributed to the administrative functions of PlanBørnefonden and they include e.g. staff costs for administrative staff, including management and expenses related to premises, office supplies, IT expenses, deprecia tion and external consultants.

Financial items

Financial items are recognised in the income statement with the amount related to the financial year.

Financial income

Financial income includes interest and dividends received as well as realised and unrealised capital gains on securiti es, receivables, debt and foreign currency transactions.

Financial expenses

Financial expenses include interest and charges paid as well as realised and unrealised capital losses on securities, receivables, debts and foreign currency transactions.

Defined-objective activities

Programme activities and allocation of funds

Programme activities and allocation of funds for defined-ob jective activities include costs for project implementation as well as payroll costs for programme workers.

Information campaigns

Information campaigns include defined-objective expenses for advocacy, information campaigns and sponsor magazi ne. They further include payroll costs for staff employed in such functions.

Net profit for the year

The profit or loss of the year is allocated by the Board of Directors and transferred to either unrestricted capital for use the following year or restricted capital.

ASSETS

Non-current assets

Intangible and tangible fixed assets

Non-current assets are measured at cost price less accumulated depreciation. The cost price includes the acquisition price, costs directly related to procurement and expenses for preparation of the asset until the time when the asset is ready for use.

Basis for depreciation is cost price plus revaluation less the estimated residual value after end of use. Linear deprecia tion is carried out based on the following assessment of the expected lifetimes of the assets:

Plant and equipment 5 years

Leasehold improvements 3 years Hardware 3 - 10 years Website development 3 - 5 years Software 3 years

Depreciation is recognised in the items ’Expenses related to income-generating activities’, ’Administrative expenses etc.’ and ’Information campaigns’. Profit or loss from the sale of property, plant and equipment is calculated as the differen ce between sales price less sales expenses and the carry ing amount at the time of sale. Profit or loss is recognised in the income statement under the items mentioned.

Investments

Investments include receivables such as deposits and re stricted assets in the form of cash and securities. Cash and securities booked as investments are measured at current value as at the balance sheet date. Receivables are mea sured at cost price.

Receivables

Receivable project donations

Receivable project donations include project donations not received at the balance sheet date. Receivable project donations are recognised at cost price.

Other receivables

Other receivables include VAT, dividend tax and similar receivables.

Prepayments and accrued income

Prepayments and accrued income include prepaid rent and other expenses pertaining to the next financial year which have been paid at the balance sheet date. Prepayments and accrued income are recognised at cost price.

Securities

Securities recognised as current assets are measured at the current value as at the balance sheet date.

Cash and cash equivalents

Cash and cash equivalents are measured at the price as at the balance sheet date and includes cash and foundation deposits with banks in Denmark.

LIABILITIES

Foundation capital

Foundation capital includes restricted capital, consisting of funds received for which the donor has stipulated that only the current return on the donation may be applied by the Foundation, and unrestricted capital, consisting of profit carried forward from previous years.

Provisions

Provisions include liabilities which are uncertain as to amount or due date. Provisions includes e.g. provisions for ongoing legal proceedings.

Debt

Short-term and long-term debt Debt is measured at cost price.

Intercompany position with Plan International Inc. Intercompany position with Plan International Inc. includes debt owed to Plan International Inc. and other National Organisations.

Prepayments received from sponsors

Prepayments received from sponsors include payments received from sponsors in this or previous financial years which concern future financial years.

Accounts payable

Accounts payable include expenses (debt) that have not been paid as at the balance sheet date.

Ongoing projects

Ongoing projects include debt related to funds not yet spent on projects in the programme countries.

Other debt

Other debt includes debt to public authorities, liabilities related to holiday obligations, inheritance received but not yet spent and other balances payable.

Allocation of funds payable

Allocation of funds payable include allocation of funds which are in compliance with PlanBørnefonden’s objective, have been decided as at the balance sheet date and an nounced to the recipient, but which have not been paid out as at the balance sheet date.

TAX

The taxable income of the Foundation is calculated as the accounting profit less allocation etc. adjusted for tax-exempt income and non-deductibles. The taxable income has been calculated at DKK 0, meaning that the Foundation does not have any tax obligation.

Deferred tax assets are not included as the assets are not expected to be realisable by either elimination in tax on future income or set-off in deferred tax liabilities.

CASH FLOW STATEMENT

The cash flow statement shows cash flows for the year split into operating activities and investment activities for the year as well as change in cash and securities.

Cash flow from operating activities

Cash flow from operating activities is calculated as net profit for the year adjusted for non-cash operating items and changes in operating capital.

Cash flow from investment activities

Cash flow from investment activities includes payments in connection with the acquisition and sale of tangible fixed assets and fixed asset investments.

Cash and cash equivalents

Cash and cash equivalents include cash and deposits with banks etc.

Independent Auditor’s Report

To the Board of Directors in PlanBørnefonden

Opinion

In our opinion, the Financial Statements give a true and fair view of the financial position of the Foundation at 30 June 2022 and of the results of the Foundation’s operations for the financial year 1 July 2021-30 June 2022 in accordance with sound accounting principles, see the Danish Act on Foundations and Certain Associations, ’Bekendtgørelse om økonomiske og administrative forhold for modtagere af drift stilskud fra Kulturministeriet’ (Act on financial and admini strative conditions for recipients of operating grants from the Ministry of Culture Denmark), the articles of association of the Foundation and the guidelines of ISOBRO for accounts presented by fundraising organisations including the ne cessary adjustments owing to the special circumstances of the Foundation. Funds have been raised in accordance with the provisions of the Danish Fundraising Act and Executive Order on Fundraising.

We have audited the Financial Statements of PlanBørnefon den for the financial year 1 July 2021-30 June 2022, which comprises income statement, balance sheet and notes, including accounting policies applied (the ”Financial State ment”).

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing and the additional requirements applicable in Denmark. Our responsibilities under tho se standards and requirements are further described in the Auditor’s responsibilities for the audit of the Financial Statements section of our report. We are independent of the Foundation in accordance with the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark, just as we have fulfilled our other ethical obligations under these requirements and the IESBA Code. We believe the audit evidence we have obtained to be sufficient and appropriate to provide a basis for our opinion.

Statement on Management’s Review

The management is responsible for Management’s Review, which includes the annual review and financial review.

Our opinion on the Financial Statements does not cover

Management’s Review, and we do not express any form of certain conclusions on that.

In connection with our audit of the Financial Statements, our responsibility is to read Management’s Review and, in doing so, consider whether Management’s Review is materially inconsistent with the Financial Statements or our knowledge obtained during the audit, or otherwise appears to be mate rially misstated. Moreover, it is our responsibility to consider whether Management’s Review provides the information in accordance with sound accounting principles.

Based on the work we have performed, in our view, Mana gement’s Review is in accordance with the Financial Sta tement and has been prepared in accordance with sound accounting principles. We did not identify any material misstatement in Management’s Review.

Management’s responsibility for the Financial Statement

The management is responsible for the preparation of financial statements that give a true and fair view in accor dance with sound accounting principles, see the Danish Act on Foundations and Certain Associations, the Foundation’s articles of association and the guidelines of ISOBRO for ac counts presented by fundraising organisations including the necessary adjustments owing to the special circumstances of the Foundation. Furthermore, the management is respon sible for such internal control as it finds necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the Financial Statements, management is responsible for assessing the Foundation’s ability to conti nue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting in preparing the Financial Statements unless management either intends to liquidate the Foundation or to cease operations, or has no realistic alternative but to do so.

Auditor’s responsibility for the audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the Financial Statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reaso nable assurance is a high level of assurance but is not a guarantee that an audit performed in accordance with Inter

national Standards on Auditing and additional requirements that are applicable in Denmark will always uncover material misstatements when such are to be found. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these Financial Statements.

As part of an audit conducted in accordance with Internati onal Standards on Auditing and the additional requirements applicable in Denmark, we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

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

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropri ate in the circumstances, but not for the purpose of expres sing an opinion on the effectiveness of the Foundation’s internal control.

• Evaluate the appropriateness of accounting policies used by management and the reasonableness of accounting esti mates and related disclosures made by management.

• Conclude on the appropriateness of management’s use of the going concern basis of accounting in preparing the Fi nancial Statements and, based on the audit evidence obtai ned, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Founda tion’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required in our auditor’s report to draw attention to the related disclosures in the Financial Statements or, if such disclosures are inade quate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Foundation to cease to continue as a going concern.

• Evaluate the overall presentation, structure and contents of the Financial Statements, including the disclosures, and whether the Financial Statements represent the underlying transactions and events in a manner that gives a true and fair view.

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

Hellerup, 4 October 2022

PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab Company reg. no.: 33771231

Jesper Møller Langvad State-authorised public accountant

Jesper Randall Petersen State-authorised public accountant

Income Statement

Income Statement 1 July-30 June Notes 2021/22 2020/21 TDKK TDKK

Private funds raised 1 299,358 226,559 Public funds raised 2 138,776 87,649 Income from income-generating activities 438,134 314,208

Expenses related to income-generating activities and sponsorships 3 31,731 31,833 Profit from income-generating activities and sponsorships 406,403 282,375

Administrative expenses etc. 4 4,661 11,298 Profit before financial items 401,742 271,077

Financial income 10,602 10,538 Financial expenses 19,061 1,949 Profit after financial items 393,283 279,666

Foundation tax 0 0

Net profit for the year for defined-objective activities 393,283 279,666

Allocation of profits: Spent on defined-objective activities in the financial year Programme activities and allocation of funds for defined-objective activities 5 383,969 268,843 Information campaigns 6 10,549 8,552 Spent on defined-objective activities 394,518 277,395

Remaining funds allocated to foundation equity Transferred to restricted capital -1,890 0 Carried forward to next year 655 2,271 Allocated to equity (remaining funds after defined-objective activities) -1,235 2,271

Total allocation of profits 393,283 279,666

Balance sheet

Balance sheet 30 June Notes 2021/22 2020/21 TDKK TDKK

ASSETS

Website development and software 7 2,712 1,183 Intangibles 2,712 1,183

Operating equipment, furniture, hardware and leasehold improvements 8 767 1,284 Property, plant and equipment 767 1,284

Deposits 1,043 1,004 Cash – restricted assets 63 62 Securities – restricted assets 9 22,911 25,006 To be transferred to (-)/from unrestricted assets 9 0 -204 Investments 24,017 25,868

Total non-current assets 27,496 28,335

Receivable project donations 1,299 923 Inventories 104 36 Other receivables 10 868 944 Prepayments and accrued income 857 733 Receivables 3,128 2,636

Securities 9 60,415 91,111

Cash and cash equivalents 91,751 26,466

Total current assets 155,294 120,213

Total assets 182,790 148,548

Balance sheet

Balance sheet 30 June Notes 2021/22 2020/21 TDKK TDKK

LIABILITIES

Restricted foundation capital 22,974 24,864 Unrestricted foundation capital 26,291 25,636 Total foundation capital 11 49,265 50,500

Other provisions 12 726 726 Total provisions 726 726

Intercompany position with Plan International Inc. 1,101 795 Prepayments received from sponsors 13,273 13,874 Ongoing projects 13 92,840 42,291 Accounts payable 2,642 5,555 Other debt 14 10,158 8,239 Allocation of funds payable to Plan International Inc. 11,915 22,824 Other allocation of funds payable 870 3,744 Total short-term debt 132,799 97,322

Total debt 132,799 97,322

Total liabilities 182,790 148,548

Danmarks Indsamlingen 15 Staff costs 16

Contingent liabilities 17 Financial statements of fundraising 18 Interim accounts with CISU 19 Interim accounts with Danida 20

Cash flow statement

Cash flow statement 1 July-30 June 2021/22 2020/21 TDKK TDKK

Operating activities

Income received from sponsors and donors 438,134 314,208 Payments to programme countries and projects -394,137 -278,103

Expenses related to income-generating activities and administration -35,587 -41,177 Change in working capital 34,986 -2,206 Cash flow from operations before financial items 43,396 -7,278

Net financial income -8,459 8,589 Cash flow from operating activities 34,937 1,311

Investment activities

Net investment in securities 32,587 -5,099

Net investment in intangibles -2,054 -1,311

Net investment in property, plant and equipment -146 -427

Net investment in deposits -39 -67

Cash flow from investment activities 30,348 -6,904

Change in cash and cash equivalents 65,285 -5,593

Cash and cash equivalents, beginning of year 26,466 31,855

Change in cash and cash equivalents 65,285 -5,593

Transferred to restricted capital 0 204

Cash and cash equivalents, end of year 91,751 26,466

NOTE 1

Private funds raised

2021/22 TDKK 2020/21 TDKK

Monthly contributions and gifts from sponsors 152,133 152,334 Danmarks Indsamling 25,906 9,721 Operation Dagsværk 10 973

Private foundations projects 106,470 51,579 Other projects 3,173 0 One-off donations 7,297 3,403 Inheritance 614 4,679 Non-cash donations 1,478 1,579 Other funds raised 2,277 2,291

Total 299,358 226,559

NOTE 2

Indsamlede offentlige midler

Strategic Partnership Agreement with the Ministry of Foreign Affairs of Denmark 52,010 39,000 Danida 24,103 28,885 Other projects 31,337 13,713 CISU and CISU DERF -9 4,058 The EU 28,633 25

Public grants received from the Ministry of Culture Denmark – for the common good (operating grants) 2,702 1,968

Total 138,776 87,649

Public grants received in the grant period are used in accordance with the Foundation’s objective and guidelines from the donor. In the above note, funds received from CISU and CISU DERF have been consolidated.

NOTE 3

Expenses related to income-generating activities and sponsorships

Staff costs 9,080 7,048 Other external expenses 22,587 23,975 Depreciation and impairment 64 810

Total 31,731 31,833

NOTE 4 2021/22 TDKK 2020/21 TDKK

Administrative expenses etc.

Staff costs 8,832 7,754

Other external administrative expenses 12,002 14,130 Administrative contributions from projects, etc. -16,914 -11,730 Depreciation and impairment 741 1,144 Total 4,661 11,298

NOTE 5

Programme activities and allocation of funds for defined-objective activities

Staff costs 12,007 10,059 Other programme activities and allocation of funds for defi ned-objective activities 371,962 258,784 Total 383,969 268,843

NOTE 6

Information campaigns

Staff costs 8,041 6,861 Other external expenses 2,106 1,590 Depreciation and impairment 402 101 Total 10,549 8,552

NOTE 7

Intangibles

Acquisition cost, 1 July 3,089 1,778 Disposals of the year -46 0 Acquisitions of the year 2,073 1,311 Acquisition cost, 30 June 5,116 3,089

Depreciation and impairment, 1 July 1,906 950 Depreciation and impairment of disposed assets -27 0 Depreciation and impairment of the year 525 956 Depreciation and impairment, 30 June 2,404 1,906

Carrying amount, 30 June 2,712 1,183

NOTE 8

Property, plant and equipment

2021/22 TDKK 2020/21 TDKK

Acquisition cost, 1 July 3,891 3,464 Disposals of the year 0 0 Acquisitions of the year 146 427 Acquisition cost, 30 June 4,037 3,891

Depreciation and impairment, 1 July 2,607 1,508 Depreciation and impairment of disposed assets 0 0 Depreciation and impairment of the year 663 1,099 Depreciation and impairment, 30 June 3,270 2,607

Carrying amount, 30 June 767 1,284

NOTE 9

Securities

Securities – restricted assets

Quantity Price Market value Return

Nordea Invest Mellemlang obl. Pension 1,051 147,000 155 0

NIE Absolute Return Equities II - Etisk 14,533 129,020 1,875 351

NIE Mellemlange Obligationer 228,690 90,530 20,703 0 Danske Invest Fonde 2,366 75,340 178 2

Total 22,911 353

Listed securities – unrestricted assets

Quantity Price Market value Return

NI Portefølje PBPM Balance KL 3 35,740 141,630 5,062 0

NI Portefølje PBPM Stats- & realkreditobl. KL 3 369,934 91,640 33,901 305

NI Portefølje Emerging Stars KL 3 12,325 62,940 776 99

NI Portefølje Global Stars KL 3 36,675 102,800 3,770 246

NI Portefølje Bæredygtige aktier KL 3 103,348 106,620 11,019 418

N1 – US Corporate Stars 3,169.033 624,480 1,979 0

N1 – North American High Yield Stars 1,035.696 630,870 653 0

N1 – European Corporate Stars Bond 2,901.965 687,330 1,995 0

N1 – Emerging Stars Bond 1,074.922 579,100 622 0

N1 – High Yield Stars Bond 857,057 744,980 638 0

Total 60,415 1,068

NOTE 10 2021/22 TDKK 2020/21 TDKK

Other receivables

Dividend tax receivable 661 844

Other receivables 207 100

Total 868 944

NOTE 11

Foundation capital

Restricted foundation capital, 1 July 24,864 24,864

Adjustment of restricted foundation capital -1,890 0

Restricted foundation capital, 30 June 22,974 24,864

Unrestricted foundation capital, 1 July 25,636 23,365

Retained earnings 655 2,271

Unrestricted foundation capital, 30 June 26,291 25,636

Total foundation capital 49,265 50,500

NOTE 12

Other provisions

Provisions for phasing out Cape Verde 726 726

Total 726 726

NOTE 13

Ongoing projects (dedicated funds)

Unused project funds Copenhagen, Danmarks Indsamling 18,122 14,933

Unused project funds Copenhagen, Danida 9,049 8,272

Unused project funds Copenhagen, CISU 27 65

Unused project funds Copenhagen, the EU 30,371 1,836

Unused project funds Copenhagen, private foundations 34,641 16,485

Unused project funds Copenhagen, other 630 700

Total 92,840 42,291

NOTE 14 2021/22 TDKK 2020/21 TDKK

Other short-term debt

VAT payable 979 762 Holiday pay obligation and holiday allowance payable into holiday account 3,485 3,015 Payable salary, tax, social contributions, etc. 1,203 484 Inheritance received for defined-objective activities 3,444 3,107 Other expenses payable 1,047 871 Total 10,158 8,239

NOTE 15

Danmarks Indsamling

2017 TDKK 2018 TDKK 2019 TDKK 2020 TDKK 2021 TDKK 2022 TDKK DISammen for Ukraine

Total TDKK

Funds received, 1 July 8,970 7,873 6,606 5,864 7,079 0 0 36,393 Correction at beginning of year 0 0 0 0 0 0 0 0 Funds received in the year 0 0 0 0 866 7,875 17,172 25,913 Funds received from previous Danmarks Indsamling projects 0 0 0 0 708 0 0 708 Total funds received, 30 June 8,970 7,873 6,606 5,864 8,653 7,875 17,172 63,014

Administrative fee -539 -516 -441 -404 -280 -1 -832 -3,012 Available for projects after deduction of administrative fee 8,432 7,357 6,165 5,460 8,373 7,874 16,340 60,002

Hereof

Transferred and spent 1 July 7,906 7,215 1,736 3,176 28 0 0 20,061 Correction at beginning of year 0 0 0 0 0 0 0 0 Transferred and spent of the year 103 -143 4,119 2,272 3,699 11 11,049 21,111 Carried forward to future Danmarks Indsamling projects 423 285 0 0 0 0 0 708 Spent, 30 June 8,432 7,357 5,855 5,448 3,726 11 11,049 41,880

Available for projects, 30 June 0 0 310 12 4,647 7,863 5,291 18,122

1) Børnefonden’s 2017 Danmarks Indsamling resulted in an under-consumption of DKK 423 thousand. The DI Steering Committee appro ved that these unspent funds could be included in PlanBørnefonden’s DI 2021 grant in Mali. These funds have been transferred in the financial year 2021/22.

2) Børnefonden’s 2018 Danmarks Indsamling resulted in an under-consumption of DKK 237 thousand, and Plan Danmark’s 2018 Dan marks Indsamling resulted in an under-consumption of DKK 48 thousand. The DI Steering Committee approved that these unspent funds could be included in PlanBørnefonden’s DI 2021 grant in Togo. These funds have been transferred in the financial year 2021/22.

NOTE 16

Staff costs

2021/22 TDKK 2020/21 TDKK

Wages and salaries 32,847 27,444 Pension schemes 4,196 3,521 Other social security expenses 917 757

Total 37,960 31,722

Distribution of staff costs:

Expenses related to income-generating activities 9,080 7,048 Administrative expenses etc. 8,832 7,754 Programme activities and allocation of funds for defined-objective activities 12,007 10,059 Information campaigns 8,041 6,861 Total 37,960 31,722

Average number of employees 86 71

Staff costs have been distributed on the various activities based on the individual employees’ job descriptions and time sheets. Remuneration of the Executive Board, incl pension for the financial year constituted DKK 1,354 thousand.

NOTE 17

Contingent liabilities

As a result of PlanBørnefonden’s presence in the countries where the Foundation carries out its activities, the Foundation is party to several minor legal proceedings, all of which are considered unfounded by the management of PlanBørnefonden. PlanBørnefonden’s management constantly monitors the development closely and will reassess the situation when it is considered relevant to do so.

Leasehold contract

On 1 November 2018, a lease agreement was signed. The lease can be terminated with 6 months’ notice. The Foundation has an obligation to pay rent under the lease totalling DKK 1,328 thousand.

NOTE 18

Financial statement of fundraising

2022 financial statement of fundraising presented in accordance with the requirements of Consolidated Act No. 820 of 27 June 2014 on fundraising. The financial statement of fundraising has been prepared to meet the requirements of this act. Other funds include funds not obtained by fundraising. The amount includes inheritance, public grants, financial income and other contributions.

Total Other funds Raised funds Raised funds 2021/22 2021/22 2021/22 2020/21 TDKK TDKK TDKK TDKK

Operating activities

Income received from sponsors and donors 438,134 3,316 434,818 307,561 Payments to programme countries and projects -394,137 0 -394,137 -278,103 Net financial income -8,459 -8,459 0 0 Expenses related to income-generating activities and administration -35,587 0 -35,587 41,177 Cash flow from operating activities -49 -5,143 5,094 -11,719

Investment activities

Net investment in securities 32,587 32,587 0 0 Net investment in intangibles -2,054 0 -2,054 -1,311 Net investment in property, plant and equipment -146 0 -146 -427 Net investment in deposits -39 -39 0 0 Cash flow from investment activities 30,348 32,548 -2,199 -1,738

Net change in cash and cash equivalents, total 2,894 -13,457

Raised funds not used, 1 July -3,691 11,972 Change in working capital 34,986 -2,206 Net change in cash and cash equivalents 2,894 -13,457

Raised funds not used, 30 June 34,189 -3,691

Result

Cash and cash equivalents 91,751 26,466 Listed securities 60,416 90,907 Share of other funds in listed securities and cash and cash equivalents -117,978 -121,064 34,189 -3,691

Interim accounts with CISU

Action for Child Protection –Violence against Children, Kenya (KEN100257)

Urban Justice Project (ZWE100430)

CISU file no. 13-1326-EU-sep CISU file no. 20-3280-CSP 01/02/2014 - 31/01/2017 01/05/2021 - 30/04/2022

TDKK TDKK

Unused grants at the beginning of the year 9 56 + Allocated grants in the financial year -9 0 0 56

Transferred to partners in the financial year 0 0 Spent in Denmark in the financial year 0 27 0 27

Transferred to Danish administration 0 0 2 29 0 27

+ Interest income 0 0 - Repayment to Civil Society in Development (CISU) 0 0 Unspent funds at the end of the financial year 0 27

1) CISU DERF file no. 13-1326-EU-sep unspent CISU funds have been returned to the donor.

2) CISU DERF file no. 20-3280-CSP; closing audit takes place in the next financial year (2022/23), and we are thus awa iting the results.

Interim accounts with Danida

Børnenes U-landskalender 2019 (BGD100273) Strategic Partnership Agreement 2018 - 2021

FACEJ - Service contract with Danida

Integrated response to meet needs and strenghten resilience of crises-affected populations in Northern and Eastern Burkina Faso (PURE - Programme d’Ur gence et de Resilience) (BFA100444)

Donor ID: Danida file no. 2018-7800 Danida file no. 201712482 Danida file no. 201818616 Danida file no. 2020-44583

Grant period: 01/01/2020 - 31/12/2022 01/01/2018-31/12/2021 15/02/2019-31/08/2022 01/01/2021 - 31/12/2023

TDKK TDKK TDKK TDKK

Unspent grants at the beginning of the year 324 4,955 -25 1,091 + Allocated grants in the financial year 0 19,586 6,975 12,128 + Independent financing 0 1,013 0 0 324 25,553 6,951 13,219

Transferred to partners in the financial year 0 18,310 6,130 10,000 Spent in Denmark on information activities 0 311 0 0 Spent in Denmark on programme activities 103 5,328 148 746 103 23,949 6,278 10,746 Transferred to Danish administration 7 111 1,620 25,569 697 6,975 752 11,499 214 -15 -24 1,720

- Interest expenses accrued 0 0 0 0 Unspent funds at the end of the financial year 214 -15 -24 1,720

NOTE 20 - continued Interim accounts with Danida

Job Creation and Skills Development for Youth in Africa (ETH102310)

Strategic Partnership Agreement 2022 - 2025

Responding to IDP Needs and Building Resilience in Tigray and Amhara (RINBRITA)

Donor ID: Danida file no. 2020-42892 Danida file no. 2022-2531 Danida file no. 202135112

Grant period: 01/01/2021 - 30/06/2023 01/01/2022 - 31/12/2025 01/12/2021 - 30/11/2023

TDKK TDKK TDKK

Unused grants at the beginning of the year 1,926 0 0 + Allocated grants in the financial year 0 32,510 5,000 + Independent financing 0 0 0 1,926 32,510 5,000

Transferred to partners in the financial year 1,500 20,448 4,319 Spent in Denmark on information activities 0 409 0 Spent in Denmark on programme activities 223 3,137 133 1,723 23,995 4,452 Transferred to Danish administration 121 1,844 1,680 25,674 312 4,764 83 6,836 236

- Interest expenses accrued 0 0 0 Unspent funds at the end of the financial year 83 6,836 236

Unspent funds at the end of the financial year are Danida funds only.

“Growing up in Kibera is like living in a bubble. I was 16 years old before I discovered that this is not what the rest of the world looks like. That there is another life. But I’m not running away. I want to stay and help create change from within.”

Asha is an activist living in the Kibera slums of Kenya’s capital, Nairobi.

PlanBørnefonden Mimersgade 47, 4th DK-2200 København N Telephone +45 70 22 12 11 mail@planbornefonden.dk www.planbornefonden.dk