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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.
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.
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.
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.
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.
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.
The Governing Board sets up committees and working groups as needed.
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.”
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.”
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.
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.
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.
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
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.
Remuneration and terms and conditions for members of boards of directors and nomination committees are determined annually. Remuneration and travel expenses are paid for:
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.”
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.
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.
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.
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.
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.
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".
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:
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.
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.
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.
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.
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).
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.
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.
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.
Project funds are disbursed in accordance with a specifically established procedure.
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:
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:
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.
Published: 25 June 2026