These Rules of Procedure and Decision-Making describe the responsibilities and overall structure of the Foundation’s Board of Directors, as well as its delegation of authority to Secretary-General the senior management of Erikshjälpen. Adopted by the Board of Directors of Erikshjälpen on April 10, 2026.
The Foundation Board refers to the board of directors of Erikshjälpen Insamlingsstiftelsen Farbror Erik’s children’s and aid programs and is referred to in this document as the Foundation Board or the Board. The rules of procedure and decision-making process are determined by the Board and reviewed annually.
1. the Board of Directors
The Board is Erikshjälpens highest decision-making body and has the ultimate responsibility for Erikshjälpens operations and finances. The Board shall ensure that the activities are conducted in accordance with the Foundation's purpose and statutes and comply with applicable legislation. The Board is responsible for ensuring that Erikshjälpens financial management and accounting are managed in a satisfactory manner and in accordance with good accounting practice.
The Board of Directors works for the development of Erikshjälpens, directs the management of Erikshjälpens activities and supervises all Erikshjälpens work areas. The Board closely monitors the issues that may affect the activities and financial position of the Erikshjälpen and makes the necessary decisions to ensure the organization's commitments and goal achievement.
The Board of Directors has overall responsibility for all work carried out under the Erikshjälpen brand. Governance is primarily exercised through joint policy documents and overarching strategies for Erikshjälpen and Erikshjälpen Second Hand. The Board of Directors shall ensure an open and regular dialogue between the boards of the organizations.
This document is one of the board's most important steering documents is updated annually.
1.2 Responsibilities of board members
As leading representatives of Erikshjälpen, Board members act as ambassadors for all of Erikshjälpen's activities. Each Board member has a responsibility to fully understand and support Erikshjälpen's long-term strategies.
A board member who, intentionally or through negligence, by committing a crime or violating the foundation’s charter, causes damage to the foundation may be held personally liable for compensating for such damage. Any board member who discovers irregularities or improprieties in the foundation’s operations must immediately inform the chair and/or the secretary general, or alternatively use the whistleblower channels available via erikshjalpen.se.
1.3 Areas where the Board takes decisions
Overall Strategy and Goals
The Board of Directors makes decisions regarding the foundation’s long-term strategic goals for both specific areas of operation and for Erikshjälpen as a whole.
Annual Budget and Operational Plan
The Board of Directors approves Erikshjälpen’s overall budget, including the framework budget and any guidelines or priorities for program activities. Project budgets—including the allocation of funds among countries and projects, as well as the establishment of Regional offices, country offices, and future workshops—are prepared by the International Department and the Sweden Department, respectively, and approved by Secretary-General.
Major Financial Commitments
The Board of Directors decides on the foundation’s major financial commitments, such as taking out loans and the purchase and sale of real estate.
Policies
The Board of Directors adopts all policies and related position papers. The policies apply to both the foundation and Erikshjälpen Second Hand. Currently, the following policies are in effect:
Program Activities:
• Development Policy, including position papers and thematic position papers
• Policy on Children’s Safety and Protection
• Risk Management Policy
HR:
• Workplace Environment Policy
• Sustainability Policy
• Compensation Policy
• Human Resources and Recruitment Policy
• Personal Data Policy
• Diversity, Equal Treatment, and Gender Equality Policy
• feedback, complaint Whistle blowing Policy
• Code of Conduct Policy
Communication and Fundraising:
• Fundraising Policy
• Communication Policy
• Opinion and Advocacy Policy
Finance/IT/Administration:
• Anti-Corruption Policy
• Privacy Policy
• IT Policy
• Investment Policy
• Policy on Measures Against Money Laundering and Funding
• Policy on Equity Capital Thresholds
• Procurement Policy
• Currency Risk Policy
Internal accountability Governance
Each year, the Board of Directors prepares an internal control plan, which is monitored and evaluated throughout the year. The Board also reviews the organization’s risk assessments and conducts its own risk assessments of overarching business processes.
Annual Report
The Board of Directors ensures that Erikshjälpen’s annual report is prepared in accordance with applicable laws, Giva Sverige’s guidelines, and generally accepted accounting principles.
Elections and Nominations
The Board appoints:
• board members and the executive committee of the foundation, based on proposals from the nomination committee
• authorized signatories, the nomination committee, and auditors, and approves powers of attorney for the foundation
• the chairperson and alternate chairperson, as well as the convener of the nomination committee for Erikshjälpen Second Hand
The Board nominates:
• the other members of the nomination committee for Erikshjälpen Second Hand
• three board members for Human Bridge, one of whom is also a board member of the Second Hand association Lindra
• one member for the nomination committee of Human Bridge
Appointments and Terms of Employment
The Board of Directors appoints Secretary-General the Foundation and is responsible for delegating authority to him or her. The Board decides on compensation for Board members, members of the Nominating Committee, and Secretary-General. The employment, terms, and compensation of other senior executives in the management team
are determined by Secretary-General consultation with the Chair of the Board. Erikshjälpen openly discloses all compensation paid to Board members and senior executives.
1.4 Chairman of the Board
The Board elects its Chair from among its members.
The Chair of the Governing Board leads the work of the Governing Board. Together with the Secretary-General and the Executive Committee, the Chair prepares the meetings of the Governing Board.
The Chair may make decisions on matters delegated by the Board. The Chair may also make decisions on matters that cannot wait until the Board’s next meeting and that are not of major financial or strategic significance. Prior to making such a decision, the Chair shall determine whether to consult with the Board’s working committee. Decisions made by the Chairperson must be reported at the next Board meeting.
As a representative of Erikshjälpen, the Chairperson shall work to strengthen Erikshjälpen’s organization, operations, and brand.
When the board so decides, the chair may assume a more active role as an executive chair. The scope of the work and the level of compensation are determined by the board. The specific division of labor and roles between the chairperson and the secretary general is clarified in consultation with the board’s executive committee. The chairperson’s work must not encroach upon the secretary general’s authority and responsibilities.
1.5 Working Committee
The Executive Committee consists of the Board Chair, First Vice Chair, and Second Vice Chair (the Presidium). If the Board deems it appropriate, the Executive Committee may be expanded to include additional members.
The Executive Committee, together with the Chair and the Secretary General, is responsible for preparing matters for decision and for organizing the Board’s meetings.
The Executive Committee takes decisions on matters delegated to it by the Management Board.
1.6 Committees and working groups
The Governing Board sets up committees and working groups as needed.
1.7 Tasks of the members of the Board of Directors
Guidelines regarding the duties and compensation of individual board members can be found in the document “Compensation and Terms and Conditions for Elected Members of the Boards and Nomination Committees of EH and ESH.”
1.8 Nomination committee and elections
The Board appoints a Nominating Committee tasked with preparing the election of Board members and the Executive Committee. The Nominating Committee shall consist of three members. It is desirable that at least one of these members serve on the Erikshjälpen Board. Members of the Nominating Committee are elected for a three-year term and may be re-elected for a maximum of three terms.
The Nominating Committee shall recruit members who provide the Board with the breadth of expertise and experience necessary for the Board to fulfill its duties in the best possible manner. Erikshjälpen’s Board of Directors shall have a balanced gender distribution and shall capitalize on the added value that arises when people of different ages and from different life backgrounds meet and collaborate.
More detailed instructions for the nomination committee can be found in the document “Instructions for Erikshjälpen’s Nomination Committees.”
1.9 Meetings of the Management Board
The board normally meets five times a year. On two of these occasions, the board meets for two days to allow time for strategic discussions. The bylaws do not specify anything regarding an annual meeting, but a constituent meeting is held every spring at which the financial statements are approved. This meeting is usually referred to as the annual meeting.
An annual schedule of meeting dates is established prior to each fiscal year. An extraordinary board meeting shall be held when a majority of the board members so request.
Where appropriate, the Board meeting may be held by telephone or per capsulam.
The matters to be dealt with at the various meetings of the Board during the financial year are set out in the Board's annual plan.
1.10 Minutes and meeting documents
Minutes are taken at Board meetings and distributed to Board members, the management team, and the auditor. The minutes are digitally signed and archived in accordance with standard procedures. Copies of the minutes, whether physical or electronic, must be handled in such a way as to prevent unauthorized distribution.
The necessary preparatory material, including the agenda, shall be sent out at least seven days in advance of the Board meeting.
1.11 Disqualification
A board member shall not participate in the preparation of or decision-making on matters in which he or she, for financial, personal, or other reasons, may be suspected of having a personal interest. An annual conflict-of-interest review is conducted for both the board members and the management team, as well as their related parties. This is documented and reported to the auditor and the chair of the board.
1.12 Evaluation
The Governing Board shall evaluate its work, working methods and these Rules of Procedure annually. The evaluation shall cover the following areas:
• Governance and accountability
• Strategies, networks, and alliances
• Operations
• Management and organization
1.13 Meeting with the auditor
At least once a year, the Governing Board shall meet with the Foundation's auditor to discuss the Foundation's management, financial situation and internal control procedures.
1.14 Fees and conditions
Remuneration and terms and conditions for members of boards of directors and nomination committees are determined annually. Remuneration and travel expenses are paid for:
- Meeting of the Management Board or the Nomination Committee.
- Meeting of a working group set up by the Governing Board, where the task is linked to the role of Governing Board member.
- Participation in a course/conference decided by the Board or the Chair.
- Mission initiated by the Secretary-General, e.g. establishment.
Requests for honoraria and travel expenses must be submitted using the designated form.
The rates of compensation are specified in the document “Honoraria and Terms and Conditions for Elected Officials on the Boards and Nomination Committees of EH and ESH.”
1.15 Board members' travel and professional development
To provide board members with opportunities for professional development and insight into project activities, members shall be offered the opportunity to visit Erikshjälpen’s project countries. Prior to such a trip, the purpose of the trip and the member’s assignment (gathering information, evaluation, representing the organization, etc.), including a complete daily itinerary, shall be determined in consultation with the Secretary General and documented in writing. See information on travel allowances in the document “Compensation and Terms for Elected Officials on the Boards and Nominating Committees of EH and ESH.”
Competence development can also take place via in-depth days organized in connection with board meetings, courses, conferences, network meetings and in-depth material via the intranet.
1.16 Period of validity
These rules of procedure and decision-making shall be adopted by the Management Board for a period of one year. A delegation may be revoked during its period of validity by special decision.
2. the Secretary-General
2.1 Overall responsibility
The Secretary General leads Erikshjälpen’s operations and is responsible for the foundation’s day-to-day management in accordance with the board’s guidelines and instructions.
The Secretary General shall lead and develop the Foundation’s operations in accordance with its mission, bylaws, and core values; ensure high quality in its operations and interventions work to maintain and strengthen the trust of donors and the public.
The Secretary General also has a special responsibility to uphold Erikshjälpen’s fundamental identity, so th
as expressed in the document “In the Service of Love.”
The Secretary General also has the responsibility, mandate, and mission to serve as the person ultimately responsible for the overall operations of Erikshjälpen. This currently includes the foundation and Erikshjälpen Second Hand, but the Secretary General also has the mandate to lead efforts to diversify and expand operations in accordance with the foundation’s bylaws.
The Secretary General is responsible for organizing the management of Erikshjälpen in accordance with the organization’s needs.
The Secretary General is also tasked with serving as chair of Erikshjälpen Second Hand, in order to strengthen the ties between the parent and subsidiary organizations. However, the Foundation’s Board of Directors may, in consultation with the Secretary General, choose to appoint someone else as chair of Erikshjälpen Second Hand there are good reasons to do so. In leading the Erikshjälpen Second Hand Board of Directors, the Secretary General is supported by a deputy, who is also appointed by the Foundation’s Board of Directors in consultation with the Secretary General.
2.2 Financial management
The Secretary General is responsible for ensuring that Erikshjälpen’s financial management is conducted in accordance with the budget approved by the Board and applicable financial guidelines.
The Secretary General shall ensure that the Foundation’s accounting is properly organized in accordance with generally accepted accounting principles and practices.
The Secretary-General is responsible for ensuring that the organization has effective internal control procedures in place and that measures are taken to prevent all forms of irregularities.
2.3 The Secretary-General and the Management Board
The Secretary General shall keep the Board informed about Erikshjälpen’s operations and financial situation. The Secretary General is responsible for ensuring that the Board receives well-prepared decision-making materials so that it can make decisions regarding Erikshjälpen’s operations.
The Secretary General is also responsible for ensuring that the decisions made by the Board are communicated to the staff and that those decisions are implemented.
The Secretary-General prepares the Board’s meetings in consultation with the Board Chair and the Executive Committee. Notices of meetings and other correspondence must be issued in accordance with established procedures and practices.
In the event of suspected irregularities or other problems in the organization’s operations, or in the event of significant deviations from the budget and operational plan, the Secretary General shall, through the Chair, immediately inform the Board of Directors of the situation that has arisen and the measures being taken.
2.4 Operational and staff responsibilities of the Secretary-General
The Secretary General leads the foundation’s operations and is responsible for organizational management and operational planning. The Secretary General has the authority to establish the foundation’s organizational structure and the job descriptions for department heads, and must keep the Board of Directors informed on an ongoing basis of any major changes that are implemented. Furthermore, the Secretary General ensures that Erikshjälpen has effective internal controls and that approved control activities are carried out. This work includes ensuring that Erikshjälpen lives up to its commitments under Giva Sverige’s Quality Code and compiling an “impact report” for each fiscal year.
The Secretary General is responsible for ensuring that Erikshjälpen has a long-term, sustainable recruitment policy that ensures the organization can recruit and retain the right staff with the right skills.
The Secretary General shall ensure that Erikshjälpen’s employees have a good and safe work environment, that all employees are given opportunities for personal development, and that Erikshjälpen otherwise fulfills the obligations incumbent upon a responsible employer.
See also "Erikshjälpens Personnel and Recruitment Policy".
2.5 Delegation of Authority from the Board of Directors to the Secretary General
The Secretary General’s powers of attorney and authority to sign on behalf of the organization are established and confirmed annually by the Board of Directors. In addition to the authority set forth in the relevant meeting minutes, the Board of Directors has delegated to the Secretary General the authority to make decisions regarding:
- approval of humanitarian and social interventions and development projects within the established budget
- reallocation of resources within the agreed budget
- new interventions by institutional donors and initiated during the current fiscal year
to approve, in addition to the adopted budget, project-specific expenses funded by Erikshjälpen’s own funds (retained earnings) up to a total of 2 million Swedish kronor (SEK) fiscal year, where unforeseen needs arise within existing operations - Erikshjälpen's asset management
- maintenance, renovation and remodeling of Erikshjälpen's properties
- to employ staff
- termination of employment
- to conclude local collective agreements
- sub-delegation to other officials in the Registry
As stated under 1.3, the project budget and the allocation of funds between countries and projects, as well as the establishment of Regional offices, country offices and future workshops, are prepared by the International Department and the Sweden Department respectively and decided by Secretary-General.
2.6 Period of validity
The Secretary-General’s responsibilities and job description are established by the Board on a year-by-year basis. Delegated authority may be revoked during the term of validity by a specific resolution.
3. Management, Delegation, and Authorizations
3.1 Management
The Secretary-General is in charge of the foundation’s operations and makes decisions in accordance with established working and decision-making procedures (see Chapter 2 above). The Secretary-General is also tasked with serving as chair of Erikshjälpen Second Hand. In the event of absence, Secretary-General appoints Secretary-General acting director.
The Secretary General appoints the management teams and functions necessary to lead and manage the organization’s operations. A joint management team for Erikshjälpen and Erikshjälpen Second Hand be established to ensure that shared functions between Erikshjälpen and Erikshjälpen Second Hand—such as administration, finance, HR, communications, and procurement—are coordinated in an effective manner.
The CEO of Erikshjälpen Second Hand reports to the organization’s own board of directors, which is also responsible for appointing and dismissing the CEO and determining the CEO’s terms of employment. At the same time, the CEO is part of the joint management team for both organizations and works in close operational collaboration with the Secretary General.
3.2 Signature and powers of attorney
Authorized signatories and subject-specific powers of attorney are determined annually by the Board of Directors and may be verified by extracts from the minutes. See “Authorized Signatories and Powers of Attorney.” In the event that any provision in this document conflicts with a delegation decision set forth in the approved minutes of the Board of Directors, the Board’s decision shall take precedence.
The Secretary General and the Chair, acting jointly, have the right to grant power of attorney to employees, acting jointly, to access accounts and securities accounts, and to receive and acknowledge receipt of funds, securities, and other assets held by the Erikshjälpen Fundraising Foundation at post offices, banks, or similar institutions.
3.3 Scheme of delegation
The guiding principle of these work and decision-making procedures is that decisions should be made by the person with the best overview and knowledge of a given issue. This requires clearly defined objectives for what various operations are expected to achieve, as well as regular Monitoring decisions made.
Decisions concerning the operations of the departments are made by the respective department heads. A more detailed description of the department heads’ responsibilities and authority can be found below in Section 4.
A department head may delegate responsibility for specific activities or projects to their staff members.
In this document, delegation refers to the authority to make decisions that also entail a financial or legal obligation for Erikshjälpen. Day-to-day decisions that are a natural part of an employee’s job duties are based on what is known as “authority by virtue of position” and are therefore not explicitly regulated in the delegation policy.
An up-to-date list of delegates (employees with specifically delegated tasks and powers of attorney) and their areas of responsibility must always be available at the finance department.
In the event of an absence, the immediate supervisor serves as the primary substitute. A substitute may also be appointed within the organization where it is most appropriate (the time period must always be specified).
3.4 Attestation procedures
One of the most important prerequisites for ensuring secure and effective financial management and internal control is that the organization has clear authorization procedures and that these are followed and respected. See the Authorization and Delegation Matrix.
The main principle is that every payment must be approved by two people. Final approval is normally given by the Secretary General or the CFO. If either of them is absent, the authority to grant final approval may be delegated to one of the other department heads. Such a decision is made as needed and communicated in writing to the Finance Department, along with information regarding the period of validity.
3.4.1 Wages
Salaries are the organization’s largest fixed cost. At the end of each month, department heads approve employees’ digital time sheets, which serve as the basis for salary payments. The approved time sheets are then forwarded to the payroll administrator. Before salaries are paid, the checklist is finally approved by the Secretary General or the CFO.
3.4.2 Supplier invoices
Supplier invoices are received by the finance department, recorded, and then forwarded for receipt approval, at which point they are also posted to the appropriate accounts. The person who approves receipt is normally the person who ordered the goods or services. After that, the invoice is forwarded to the department head for approval and is finally approved by the Secretary General or the CFO.
3.4.3 Project funds
Project funds are disbursed in accordance with a specifically established procedure.
4. Heads of department
The department heads report directly to the Secretary General. In managing the operations of their respective departments, the department heads must take into account the strategies and goals adopted by the Board. To support this, an annual operational plan must be prepared. The management team is responsible for coordinating the departments’ planning.
It is the responsibility of the department heads to:
- be responsible for the development, management and coordination of the work of the department.
- be responsible for the management of work, staff and health and safety issues within the department.
- to hire staff after consulting with HR.
- be responsible for the department's financial resources within the framework of the approved budget (for more detailed delegation of authority regarding funds for international projects, see Mandates and Delegation for International Programs)
- to enter into contracts or make purchases within the existing budget that do not exceed 5 price base amounts. For contracts or purchases exceeding 5 price base amounts but not exceeding 10 price base amounts, decisions are made by the CFO; for amounts exceeding that, decisions are made by the GS.
- to approve unforeseen expenses and revisions to the approved budget for operations up to 4 price base amounts per fiscal year.
5. The heads of unit
Heads of Unit are subordinate to, and report to, the respective Head of Department. The heads of unit are responsible for conducting activities in accordance with the established budget. The heads of department have overall responsibility.
It is the responsibility of the heads of unit to:
- be responsible for the development, management, and coordination of the unit’s work in accordance with overall strategies, policies, and guidelines.
- be responsible for the implementation of agreed activities.
- be responsible for the management, staffing and health and safety of the unit.
- to hire staff after consulting with the department head and HR.
- be responsible for the unit’s financial resources within the framework of the approved budget (for more detailed delegation of authority regarding funds for international projects, see Mandates and Delegation for International Programs)
- to enter into contracts or make purchases within the existing budget that do not exceed 3 price base amounts. For contracts or purchases exceeding 3 price base amounts, the decision is made by the department head.
6. Related Documents
Authorization and Delegation Matrix
Provides an overview of the Board’s responsibilities, as well as the Board’s general delegation of authority to Secretary-General, department heads, and unit heads, and specifically delegated powers and authorized signatories.
The general provisions are revised as needed, while the specific provisions are updated annually. The appendix is approved annually in conjunction with the Board’s rules of procedure and decision-making.
Mandates and Delegation for International Programs
Contains detailed rules on delegation of funds for international projects. Revised as necessary and approved annually in the context of the Board's Rules of Procedure and Decision-Making.
Instructions for Erikshjälpen's nomination committees
Describes the structure and functioning of the two nomination committees (EH and ESH) including coordination between them. Owned by EH and ESH boards and revised as necessary.
Fees and Terms for Elected Members of the Boards and Nomination Committees of EH and ESH. Sets forth the levels of fees and travel allowances for members of the boards and nomination committees. Owned by the EH and ESH boards and revised annually.
Guidelines for the Staff Representative on the Foundation Board
Describes the rights and obligations of the staff representative. Owned by the EH Board and revised as needed.
EH Board Member Orientation Checklist
Contains topics that board members should be briefed on when they begin their term. Owned by the EH Board and revised as needed.
Responsibilities of Board Members on a Foundation’s Board
Describes the legal and financial responsibilities of board members on a foundation’s board by citing excerpts from laws and regulations. Maintained by the Finance Department and revised as needed.
The document “Instructions for ERIKS’ Nomination Committees” describes how ERIKS’ two nomination committees are to prepare for board elections. Approved by the ERIKS Board on May 29, 2026. Revised as needed.
1 Introduction and Purpose
These instructions describe how ERIKS’ two nomination committees shall operate in preparing for board elections. They cover the composition, mandate, and principles of the nomination committees; their working procedures; nominations; the terms and conditions governing the nomination committees; and the support provided to them. Much of the work of the two nomination committees is similar; however, each section also specifies the differences that apply to the ERIKS Foundation and the ERIKS Second Hand Association, respectively.
The purpose of this instruction is to establish a clear, transparent, and appropriate process for preparing board elections.
2. Composition of the Nomination Committees
ERIKS formally consists of two legal entities: the fundraising foundation ERIKS (Insamlingsstiftelsen Farbror Eriks barn- och hjälpverksamhet) and the nonprofit association ERIKS Second Hand (Erikshjälpen Second Hand), each with its own board and its own nomination committee.
According to the foundation’s bylaws, the board organizes itself and appoints new members as needed. In practice, this means that the board—particularly through its Chair—plays an important role in the process. The foundation has chosen to establish a nomination committee as part of its efforts to ensure transparency and quality in the preparation of board elections. The foundation’s nomination committee consists of three members and is appointed at the inaugural meeting of the foundation’s board. It is desirable that at least one member of the nomination committee also serve on ERIKS’ board. Members of the nomination committee are appointed, upon the board’s recommendation, for a term of three years and may be reappointed for a maximum of three terms.
The nomination committee of ERIKS Second Hand also consists of three members. The board of ERIKS Second Hand prepares for the election of nomination committee members by collecting proposals from the member organizations. Two of the members are elected by the annual general meeting of ERIKS Second Hand, while the third member, who serves as the convener, is appointed by the foundation board. Members of the nomination committee are appointed for a term of three years and may be reappointed for a maximum of three terms.
¹ The Board presents two names at the annual general meeting that it recommends; however, all nominations must be presented at the annual general meeting.
3. Mandate and Principles
The mandate of the nomination committees is to help ensure that each board possesses the collective expertise, experience, and grounding necessary to fulfill its responsibilities and to support ERIKS’ long-term development. For the foundation, this mandate involves preparing proposals for board members and the presidium of the foundation board. For ERIKS Second Hand, the mandate involves preparing proposals for board members and auditors.
When preparing for board elections, documented experience in financial governance shall be considered an advantage. This refers to experience in holding responsibility for the financial management and governance of an organization or a function within an organization, for example as a board member, manager, project manager, or operational lead. The nomination committees shall also give particular consideration to gender balance, diversity in age and life experience, and alignment with ERIKS’ Christian values.
For ERIKS Second Hand, the mandate also includes identifying potential board members from among the representatives of the member organizations.
The nomination committees shall be given the opportunity to continuously monitor the work of the respective boards, including through access to board minutes and through meetings with the board, the board chair, and the Secretary General. The nomination committees may also be invited to participate in the boards’ strategic discussions in order to gain a deeper understanding of the issues and challenges facing the boards.
4. Coordination
The nomination committees should maintain an ongoing dialogue and meet at least once a year. At this meeting, the chair of each organization may also be invited to provide a comprehensive overview of the current situation and the boards’ recruitment needs. However, the final assessments and the formal handling of proposals remain the responsibility of each nomination committee, which shall act with a high degree of independence.
5. Work Procedure
The process of identifying potential candidates and maintaining communication with individuals who may be considered for board positions is carried out on an ongoing basis throughout the year. In addition, the process includes the following recurring steps:
5.1. Survey of Current Board Members
Each year, a survey is sent to all board members. The purpose is to determine which members are available for continued service and to provide the nomination committee with a basis for assessing competence needs and nominating new members. The nomination committee compiles the survey responses.
5.2. Feedback to the Board
The nomination committee presents an overall summary of the survey results at an appropriate board meeting as a basis for its ongoing nomination work. The convener of the nomination committee is responsible for compiling, anonymizing, and presenting to the board chair those parts of the survey responses that are relevant to the board’s ongoing work.
5.3. Contact with Candidates
Once the nomination committee has identified potential candidates, it shall consult with the respective Chair regarding the order in which candidates should be contacted. If the recruitment of a new Chair for the foundation is under consideration, the committee shall consult with the first and/or second Vice Chair. Before a candidate is formally asked to make themselves available, a conversation shall be held with the candidate and the Chair, and, in the case of the foundation, also with the presidium/executive committee.
5.4. Presentation of Proposals
The nomination committee shall report on how its work has been conducted and present and justify its proposal at the meeting where the election takes place. For the foundation, this usually occurs at the inaugural board meeting, but may also take place at another board meeting. For ERIKS Second Hand, this occurs at the annual general meeting. The goal is for proposals to be prepared well in advance and distributed along with the meeting materials prior to the respective meeting.
6. Nominations
Proposals for candidates may be submitted to the nomination committees, and the contact information for the nomination committees shall be made available on the ERIKS website.
For ERIKS Second Hand, all members of the association have the right to nominate candidates to the board. The nomination committee shall also consider nominations and expressions of interest submitted spontaneously by individuals.
7. Terms and Conditions of the Nomination Committees
Members of the nomination committees are entitled, in the same way as board members, to meeting fees or compensation for loss of income, as well as reimbursement for travel expenses. The applicable amounts are determined by the foundation’s board at the inaugural board meeting.
8. Administrative Support
The Secretary General is responsible for ensuring that the nomination committees receive the administrative support and information necessary to fulfill their mandates. This includes, among other things, an up-to-date list of current board members with contact information, year of appointment, and term of office, as well as information about the organization’s operations.
For ERIKS Second Hand, this support also includes administrative assistance with communications to members regarding nominations.
The document “Instructions for Erikshjälpen’s Nominating Committees” describes the procedures for appointing board members. Adopted by the Erikshjälpen Board of Directors on May 29, 2026. Revised as needed.
1. Introduction and purpose
These guidelines describe how Erikshjälpen’s two nomination committees are to proceed when preparing for Board elections. It covers the composition, mandate, and principles of the nomination committees; their procedures; nominations; the terms and conditions governing the committees; and support for the nomination committees. Much of the work carried out by the two nomination committees is similar, but each section also highlights the differences that apply to the Foundation and Erikshjälpen Second Hand, respectively.
The purpose of these instructions is to establish a clear, transparent, and effective process for preparing for board elections.
2. Composition of the Nominating Committees
Erikshjälpen formally consists of two legal entities: the Farbror Erik Children’s and Aid Foundation and the nonprofit association Erikshjälpen Second Hand, each with its own board of directors and nomination committee.
According to the foundation’s bylaws, the board of directors constitutes itself and appoints new members as needed. In practice, this means that the board, particularly through its chair, plays an important role in the process. The foundation has chosen to establish a nomination committee as part of its efforts to ensure transparency and quality in the preparation of board elections. The nomination committee consists of three members and is elected at the foundation board’s inaugural meeting. It is desirable that at least one member of the nomination committee also serve on the Erikshjälpen board. Members of the nomination committee are elected, upon the board’s recommendation, for a three-year term and may be re-elected for a maximum of three terms.
Erikshjälpen Second Hands’ Nominating Committee also consists of three members. Erikshjälpen Second Hands’ Board of Directors prepares for the election of Nominating Committee members by soliciting nominations from the member organizations¹. Two of the members are elected by Erikshjälpen Second Hands’ annual meeting, while the third, who serves as convener, is appointed by the Foundation’s Board of Directors. Members of the Nominating Committee are elected for a three-year term and may be re-elected for a maximum of three terms.
¹ At the annual meeting, the board presents two names it recommends, but all nominations must be presented at the annual meeting.
3. Mission and Principles
The nomination committees’ mission is to help ensure that each board has the collective expertise, experience, and support necessary to fulfill its mandate and contribute to Erikshjälpen’s long-term development. For the Foundation, this mandate involves preparing proposals for members and the executive committee of the Foundation’s Board of Directors. For Erikshjälpen Second Hand , this mandate Erikshjälpen Second Hand preparing proposals for board members and auditors.
When preparing for board elections, documented experience in financial management is considered an asset. This refers to experience in being responsible for the finances and management of an organization or a unit within an organization, for example as a board member, manager, project manager, or operations manager. Nomination committees shall also give special consideration to gender balance, diversity in age and life experience, and alignment with Erikshjälpen’s Christian values.
For Erikshjälpen Second Hand , the assignment also Erikshjälpen Second Hand identifying potential board members among the representatives of the member organizations.
The nomination committees shall be given the opportunity to monitor the work of their respective boards on an ongoing basis, including by reviewing board minutes and through meetings with the board or the board chair and the CEO. The nomination committees may also be invited to the boards’ strategy discussions to gain a better understanding of the issues and challenges facing the boards.
4. Coordination
The nomination committees should maintain an ongoing dialogue and meet at least once a year. The chairpersons of the respective organizations may also be invited to this meeting to provide an overall picture of the current situation and the boards’ recruitment needs. However, the final deliberations and the formal handling of proposals are the responsibility of each nomination committee, which should manage these matters with a high degree of independence.
5. Workflow
The process of identifying potential candidates and engaging in dialogue with individuals who may be suitable for board positions is conducted on an ongoing basis throughout the year. In addition, this process includes the following recurring steps:
5.1. Survey of Current Members
Every year, a survey is sent out to all board members. The purpose is to determine which members are available to continue serving on the board and to provide the Nominating Committee with a basis for assessing competence needs and nominating new members. The Nominating Committee compiles the survey responses.
5.2. Feedback to the Board of Directors
The Nominating Committee presents a general summary of the survey results at an appropriate Board meeting to serve as a basis for the ongoing nomination process. The convener of the Nominating Committee is responsible for ensuring that the portions of the survey responses relevant to the Board’s ongoing work are compiled, anonymized, and presented to the Board Chair.
5.3. Contact with Candidates
Once the Nominating Committee has identified potential candidates, it shall consult with the respective chairperson regarding the order in which the candidates should be contacted. If the recruitment of a new chairperson for the foundation is under consideration, a similar consultation shall take place with the first and/or second vice chairperson. Before a candidate is asked a final question regarding their willingness to stand for the position, a meeting must be held with the candidate and the chairperson, and, within the foundation, also with the executive committee/working committee.
5.4. Presentation of Proposals
The Nominating Committee shall report on how its work has been conducted and present and justify its proposal in the forum where the election takes place. For the foundation, this usually takes place at the inaugural board meeting, but may also occur at another board meeting. For Erikshjälpen Second Hand , this Erikshjälpen Second Hand at the annual meeting. The goal is for the proposals to be prepared well in advance and distributed along with the meeting materials prior to the respective meeting.
6. Nominations
Nominations for candidates should be able to be submitted to the nomination committees, and contact information for the nomination committees should be available on Erikshjälpen’s website.
At Erikshjälpen Second Hand all members of the association have the right to nominate candidates for the board. The Nominating Committee shall also consider nominations and expressions of interest submitted spontaneously by individuals.
Terms of Reference for the Nominating Committee
Members of the nomination committees, like members of the board, are entitled to meeting fees or compensation for lost income, as well as travel expenses. Current amounts can be found in the document “Fees and Terms for Elected Officials on the Boards and Nomination Committees of Erikshjälpen and Erikshjälpen Second Hand.”
8. Administrative Support
The Secretary General is responsible for ensuring that the nomination committees receive the administrative support and information necessary to carry out their duties. This includes, among other things, an up-to-date list of current members with contact information, the year they took office, and their term of office, as well as information about the organization’s activities.
For Erikshjälpen Second Hand , this support also Erikshjälpen Second Hand administrative assistance with mailings to members in connection with nominations.
Listening ERIKS Annual Report 2025 is Erikshjälpen’s 2025 Annual Report in English. The financial statements are included in the Annual Report.
ERIKS Annual Report 2025
The 2025 Annual Report describes the impact Erikshjälpen had on children and young people in 2025. The Annual Report also includes Erikshjälpen’s 2025 Financial Statements.
We adhere to Giva Sverige’s quality code and have chosen to include the impact reporting requirements in our annual report rather than producing a separate report.
Erikshjälpen 2025 Annual Report Now Available
The 2024 Annual Report details Erikshjälpen’s interventions children’s rights to education and leisure, health, and safety and protection during the year. The Annual Report includes the 2024 financial statements.
We adhere to Giva Sverige’s quality code and have chosen to include the impact reporting requirements in our annual report rather than producing a separate report.
Annual report 2024.pdf
Annual Report 2024 is Verksamhetsberättelsen för 2024 in English. It also includes a description of our Programme work and expected future developments.
Annual report 2024 Accessible
The Sustainability Report 2024 covers Erikshjälpen Second Hand's activities in 2024. It describes the long-term goals and what has been achieved so far within the three perspectives of sustainability; environmental, social and economic.
Note: A typo has appeared on page p.40 under the heading "Social mission & sustainable employment". The correct percentages in the row Full-time/part-time* should be 46% / 54% for 2024 instead of 58% / 64%
Sustainability report 2024
In the 2023 Annual Report, you can read more about our interventions children's right to education and leisure, health, safety, and protection. The Annual Report contains the financial statements for 2023.
We adhere to Giva Sverige’s quality code and have chosen to include the impact reporting requirements in our annual report rather than producing a separate report.
