Last year Both ENDS decided to develop an organisational risk analysis to better identify potential risks linked to the different organisational processes. This exercise will be evaluated and repeated each year. We highlight some of these risks here, as well as the corresponding mitigation measures that were taken last year to eliminate these risks as much as possible.

RISK: Insufficient attention is being devoted to the potential danger that Both ENDS personnel may face when travelling to partner countries.

Mitigation measure: Both ENDS finalised a security policy in 2017, as a result of which the necessary precautions have been taken to ensure the safety of travelling personnel. A Crisis Management Team (CMT) has been appointed to take the lead in the implementation of the policy and to take responsibility in case of crises or issues related to the security of Both ENDS’ personnel. The CMT received training so its members can fulfil that role effectively.

RISK: Data use and storage at Both ENDS is not up to date with the latest privacy legislation. The security of Both ENDS personnel and partners is at risk as long as we do not implement measures to ensure the safe use of data.

Mitigation measure: In 2016 new legislation was introduced related to the privacy of data (AVG, Algemene Verordening Gegevensbescherming). The legislation is set to be adopted in 2018 but the necessary preparations were already made in 2017. Several discussions were organised with groups of colleagues on this topic and we began by developing a handbook that will be used as a guideline for the use and storage of data at Both ENDS.

RISK: We generate insufficient funding to extend programmes and projects that are due to end in the short term.

Mitigation measure: We constantly monitor programmes/projects that are due to end in the short term but which we would like to extend. This is a priority in our fundraising. We maintain an overview of the duration of our programmes and projects and keep track of themes addressed in these programmes/projects, together with thematic developments that we would like to address in future programmes/projects. To meet these thematic demands in our fundraising, we continuously attempt to forge valuable partnerships with new donors and make sure that we maintain good relations with our current donors.

Financial governance and results

Both ENDS’ financial statement has been drafted in accordance with the Dutch Accounting Standard for Fundraising Institutions (RJ650, amended 2016). The annual accounts have been audited by Dubois & Co Registered Accountants.


The general reserve is a continuity reserve, and it is designated to ensure that Both ENDS can complete or terminate ongoing projects in case of a significant shortfall of key sources of funding. Both ENDS’ current general reserve is 19% of the organisation’s operational costs. This amount is sufficient to absorb fluctuations in cash flow. In order to meet the project obligations, and if necessary any legal or moral obligations as a result of a decrease in funding and/or the dissolution of the organisation, Both ENDS is attempting to raise the general reserve to 25% of operational costs (approximately 600.000 euro).

The result in 2017 is 56.669 euro, which is roughly 16.000 euro higher than budgeted. This surplus has been added to the continuity reserve.


Almost all of Both ENDS’ revenue comes from project funding, which includes grants from governments and (inter)national funds. Projects may last one or several years. The strategic partnership with the Ministry of Foreign Affairs started in 2016 and will run until 2020.

Both ENDS did not have a substantial income of a non-recurrent character in 2017, nor did it have any income / expenses from previous years, which have affected the result.

All direct and support costs are allocated to the objectives; to the costs of fundraising; and to management and administration. The support costs are attributed to these activities based on the hours spent by employees on the activities in question. All employees register their hours spent on these activities in the financial administration system.

Both ENDS generally does not include the FGG partners when it monitors the financial ratios, as Both ENDS has no influence over the FGG partners’ expenditures. The expenditures on objectives are slightly below target.


1. Expenditure related to the objectives as percentage of total expenditures.
2. Expenditure related to generating funds as percentage of total expenditures
3. Expenditures of management and administration as percentage of total expenditures


Both ENDS does not invest the reserves. The reserves of the Joke Waller-Hunter Initiative Foundation are invested. These investments are based on a defensive strategy and made by Triodos Bank. The investments in the portfolio are 100% sustainable.

The aim of these investments is to keep an almost constant fund going. Every year the Board of the Foundation determines the maximum amount that can be withdrawn from the fund. Any changes to the investment policy are made by the Joke Waller-Hunter Initiative Foundation. Triodos reports on the investment results every quarter. The composition of the portfolio on 31 December 2017 was as follows:

The investment result of 2017 is:


2017 was an excellent year for fundraising and acquisition. Both ENDS has acquired an important new donor in DOB Ecology, who are supporting two long-term programmes, one for regreening the Sahel and the other for protecting wetlands in Latin America. We have also been able to extend our relationships with existing donors, including the KR Foundation and the Open Society Foundation for our work on export credits; the C.S. Mott Foundation for our work on international financial institutions; and the Wallace Global Fund for our work on making the Green Climate Fund accessible to local NGOs. Not all of our efforts were successful: our applications to the European Commission for a good governance programme in Bangladesh and to the National Postcode Lottery Droomfonds, for example, were turned down. Nevertheless, over the course of 2017, the majority of our programme applications were successful.

We have also continued to work on building our ties with Dutch and foreign foundations, especially through the funders’ networks to which Both ENDS is affiliated, including the European Foundation Centre and the EDGE progressive funders’ network. Our initiative to organise ‘Divest-Invest’ dinners for Dutch philanthropists was supported by Stichting DOEN and Her Royal Highness Princess Laurentien. All of these activities have generated new contacts that offer possible opportunities for further exploration.

The positive results in 2017 offer scope to focus in particular on building relationships with potential new donors in the coming years. Indeed, Both ENDS will continue to work on acquiring support from a broad and varied group of donors in 2018.


In 2017, we launched a new communication strategy. The focus of the new strategy lies more than ever in showing how Both ENDS’ various activities and areas of work are connected. Each year, we will choose a few issues where many aspects of Both ENDS’ work converge. We then devote extra attention to communication on those issues for an extended period of time, for example through the website and other channels, through events, or through a media campaign.



The first issue we focused on in 2017 was highlighted in our report entitled ‘Towards Paris Proof Export Support’. This report revealed that Dutch export credit agency Atradius DSB is providing export credit insurance on a large scale on behalf of the Dutch state to companies whose activities are linked to the fossil fuel sector. Not only does this undermine the Paris climate goals but it also violates environmental and human rights in the countries where the projects take place. In April, Both ENDS organised a seminar on this issue, to which a number of journalists were invited. This led to articles in two leading Dutch newspapers, NRC and NRC Next, and the report’s author was interviewed on public radio. The report and the dedicated page on the Both ENDS website received an above-average number of visitors. The fact that questions were raised on the issue in parliament shows that export support for the fossil fuel sector is now also on the political agenda.


Another issue we focused on was highlighted in our 4-pager ‘Small Grants, Big Impacts’. It shows how small grants funds can be an effective link between large donors and financiers and local, usually small, organisations that know best what is needed but have no access to ‘big money’. By devoting special attention to this issue, we wanted to show why it is a good idea for large donors, financiers and governments to use small grants funds to make sure their money is used where it is needed most and can have the greatest possible impact. This project started in the second half of 2017 and will continue until the autumn of 2018. Two workshops are scheduled for a varied group of participants, one in Amsterdam, the Netherlands and one in Cape Town, South Africa.



In 2016, we started intensifying our contact with the Dutch media, the results of which became apparent in 2017. In addition to the media attention for the ‘Towards Paris Proof Export Support’ report, our revelations about the fossil fuel-related investments of the ABP pension fund had an especially significant impact, resulting in articles in three major daily newspapers, Het Algemeen Dagblad, Het Financieele Dagblad and De Telegraaf.

In September, a large number of organisations in the Netherlands combined forces to make a joint contribution to the worldwide campaign entitled Together We Speak, launched by the NGO platform CIVICUS. The campaign drew attention to the shrinking civic space in many countries. Both ENDS and about ten other organisations blacked out their websites for a day. We also focused attention on the problem by running a full-page advertisement in NRC Next and the NRC Handelsblad and an opinion piece on Joop.nl.



In 2017, we started designing a new website. After an extensive design phase, work on building the new site began at the end of the year. It is expected to be launched in the first half of 2018. In addition, in 2017 we made Both ENDS’ work as visible as possible to our target groups in a variety of ways. By using Google AdWords, we more than doubled the number of visitors to our website in 2017 to more than 100.000. Our exposure on social media also expanded. As a result, more and more people around the world are being made aware of our solutions to achieve a fair and sustainable world.


Finally, in 2017, we once again produced a number of publications and short films together with our colleagues and partner organisations:

SOME OTHER PUBLICATIONS IN 2017 (see the full publication list on our website)



Rich Forests: matchmaking for green ventures

The Effects of Palm Oil in Kiungkang

Reality of Mine – India

Reality of Mine – Kenya

Reality of Mine – South Africa

PMEL Strategy

In 2017 we continued to introduce a Planning, Monitoring, Evaluation and Learning (PMEL) cycle and a renewed quality management system. Several new practices were initiated at both the organisational and project level in cooperation with many colleagues. We have reflected on the initial experiences with these practices and as a result we made some adjustments during the year.


During the second half of 2017 we introduced a planning practice in the projects. This practice was initiated by a group of colleagues and consequently validated in cooperation with the project leaders and project members, among others. We are now further rolling out this practice and have reflected on the initial experiences. At the end of 2018 we will evaluate this new practice.


Part of the project planning is to define each project’s anticipated contribution to the organisational goals of Both ENDS and reflect on that at the end of the year. This helps us to direct the course of our organisational goals and monitor their progress. The progress is presented each quarter in a dashboard together with indicators on HR, finance and communication.


In 2018 we aim to certify our organisation according to the ISO 9001:2015 standard. In 2017 the quality team, consisting of two colleagues, made the necessary preparations for certification. This was done in close cooperation with many other colleagues. Most descriptions of processes and procedures had to be revised due to the reorganisation that was implemented in 2016-2017.

Social and environmental responsibility

Both ENDS is an organisation that is working towards a sustainable future for our planet. We achieve results in tackling environmental and poverty-related problems and devise alternative solutions. We do this together with strategic networks that also give priority to people and the environment. To achieve our goals, we have set up results-based operational processes that are as sustainable as possible and which we continually aim to improve. For that reason, all our staff must be able to work in a way that has the minimum possible impact on the environment within the organisation’s capacities.


  • Both ENDS staff determine the success of the organisation. Our human resources policy focuses on flexibility, diversity, security and motivational supervision. Some key points:
  • Both ENDS staff members can influence their own activities and achieve their ambitions through their personal annual plan.
  • Both ENDS is co-developer of and signatory to the Partos Code of Conduct. The code was drawn up by members of Partos, the sector association for organisations working in international development.
  • If Both ENDS staff encounter improper conduct, they can contact the confidential adviser, as specified in the employment regulations.
  • Both ENDS has a diversity policy, which is taken into account during the recruitment and selection of staff.
  • Both ENDS employs people who have been inactive on the labour market for an extended period of time. These staff members, seconded to the organisation by Reïntegratiebedrijf Amsterdam, receive extra coaching.
  • Both ENDS has an active volunteer policy.
  • Both ENDS is registered at the ECABO knowledge centre as an official work training organisation.
  • Both ENDS’ staff enjoy considerable flexibility in organising their work and their working conditions.
  • Both ENDS guarantees safety on the work floor by ensuring that there are at least three qualified emergency response officers (EROs) who follow a refresher course every year. There is an Automated External Defibrillator in the building. The EROs are trained to use it and give annual instruction to staff.


In 2017, Both ENDS revised its safety and security policy for travelling employees. In addition, a Crisis Management Team was set up and trained to respond during emergencies. The organisation holds regular evaluation and reflection moments to increase staff awareness of precautionary security measures during travel.


  • Both ENDS banks at the Triodos Bank, which only does business with organisations that support a healthy natural environment and promote a social economy.
  • Both ENDS offers its staff and visitors an organic and vegetarian lunch menu.
  • Our cleaning company uses biodegradable cleaning agents and has an ISO environmental certificate.
  • Our paper is FSC-certified and we print everything double sided.
  • Both ENDS has 21 solar panels. We use energysaving lighting and thin client workstations, which use much less energy than conventional computers.
  • Plastic, paper, glass and batteries are collected separately. Our used printer toners and cartridges are picked up and recycled by Eeko, which donates the proceeds to Stichting Aap, a shelter for non-indigenous animals.


  • Since much of Both ENDS’ work involves working with partners in the South, we cannot avoid making official trips by air. In line with the policy of our branch organisation Partos, we use UniGlobe Westland as our regular travel agent. Partos took into account the sustainability goals of its members when contracting a travel agency.
  • Most of our staff come to work by bicycle; the rest use public transport. We use mainly public transport for work visits in the Netherlands. Cars are rarely used.
  • Both ENDS has an agreement with the Accor Group, which offers climate-neutral meeting facilities. Accor hotels are ISO 14001 certified and have a Green Key.


The relationships that Both ENDS develops with other parties such as partners and donors are very important to us and we strive to treat our contacts with the utmost courtesy and respect. We value their criticism, comments and suggestions. Both ENDS’ complaints procedure is available on our website.

In 2017, Both ENDS receivhttp://www.bothends.org/ened a complaint from a JWHI grantee. This grantee had received a confirmation that she had been awarded a grant, but never received further information about the next steps to be taken to receive the grant. It turned out this was due to e-mails that were filed in the spam folder of the JWHI mailbox. In order to prevent problems like these in the future, we have improved the process regarding the finalisation of grants and offered to award the grant after all. The grantee has indicated that the complaint has been handled well and the problem has been solved.

Staff and human resources

Since Both ENDS is a professional self-steering organisation with experienced and skilled employees, we devote attention to personal growth and development, while stimulating self-reliance and autonomy. The goal of our staff policy is to bring out the best in everyone, which, in turn, contributes to achieving the organisation’s goals for 2020.

In 2017 we therefore introduced a new HR cycle that dovetails with the new organisational structure that we implemented in mid-2016. This new HR cycle stimulates the development and effective functioning of our staff, and helps Both ENDS to achieve its goals and mission. Selfevaluation and regularly scheduled feedback and reflection are an essential part of this HR cycle.


A performance and results-oriented organisation such as Both ENDS needs a stimulating salary system. Employees who are assessed ‘good’ or ‘very good’ in their appraisal are rewarded for it. We consider this an appropriate way of acknowledging the role they play in the thematic and institutional growth of Both ENDS.

Both ENDS’ reward system always takes into account the organisation’s current and (medium) long-term financial situation. Internally and externally, the organisation aims to be as transparent as possible about its financial situation and the consequences that might ensue. As a follow-up to the organisational improvements introduced in 2016, a new remuneration policy was developed in 2017. It is already clear that financial and other conditions will not change considerably.

Both ENDS meets the ‘Wijffels Code’ (the Dutch code of conduct for good governance of charitable organisations and foundations) and the salary of the director follows the guidelines of the Dutch professional association for charities, the VFI. The board members do not receive any remuneration for serving on the board.

Our people


Danielle Hirsch, Director


Steven Baitali • Sanderijn van Beek • Djanak Bindesrisingh • Karin van Boxtel • Cindy Coltman • Tineke Cordesius • Mehmet Doganc • Annelieke Douma • Elyne Doornbos (as of October 2017) • Fiona Dragstra • Merit Fierstra (until July 2017) • Giacomo Galli • Karine Godthelp • Anneroos Goudsmit • Nathalie van Haren • Niels Hazekamp • Sander Hehanussa (as of July 2017) • Masja Helmer • Maaike Hendriks • Burghard Ilge • Pieter Jansen • Anne de Jonghe (until July 2017) • Remi Kempers • Huub Kistermann • Gijsbert Koeter (until September 2017) • Marianne van Meer • Tamara Mohr • Lieke Mur • Roos Nijpels • Anna van Ojik • Hanneke Post • Madhu Ramnath • Michael Rice (as of February 2017) • Marjolein van Rijn • Daan Robben • Lieke Ruijmschoot • Huub Scheele (until October 2017) • Eva Schmitz • Maaike Schouten • Sabina Voogd • Maarten Wiedemeijer (as of December 2017) • Wiert Wiertsema • Loes Wijnen • Paul Wolvekamp

Want to know more about our staff? Visit their profiles on the Both ENDS website!




The Both ENDS board monitors financial matters, oversees the general administration, operation and implementation of the organisation’s work, and critically scrutinises the organisation’s work methods. Board members offer guidance where and when necessary.

Their advisory expertise on initiatives, legal questions, accounting, management and other strategic issues strengthens the organisation’s foundation. The board regularly evaluates its own activities and adjusts these where necessary. The board members do not receive any remuneration for serving on the board. The board meets four times a year. Board members receive all relevant information on the organisation’s financial status, the progress in reaching our goals and any other developments by means of a quarterly report provided by the management.

Each board member is appointed for a period of four years, which may be extended to a maximum of eight years. The board appoints a chair, a secretary and a treasurer from among its members. When there is a vacancy for a position on the board, Both ENDS’ management will draw up a list of possible candidates together with the board, from which they will eventually elect one. The board appoints the organisation’s director, reviews and evaluates the director’s accomplishments and conducts an appraisal interview with him or her at least once a year. The same board members serve on the boards of both the Both ENDS Foundation and the Joke Waller-Hunter Initiative Foundation. These joint foundations publish their consolidated annual account together.


In 2017, we welcomed two new board members, bringing the board to a total of six persons. We want to thank all our board members for their commitment to Both ENDS:

Paul Engel, Chair
Independent, owner of the Knowledge, Perspective and Innovation consultancy
Other relevant positions: Chair of the Steering Group of the Dutch Food & Business Knowledge Platform (until October 2017) • Chair of ISG (International Support Group) • Chair of Oxfam Novib Strategic Partnership External Reference Group

Jacqueline Duerinck, Secretary
Owner of Jacqueline Duerinck Communicatie
Other relevant positions: Member of the Member Council of Rabobank Utrecht • Board member of ‘Het Filiaal Theatermakers’

Marianne van Duin, Treasurer
Fund manager, Rabobank Wholesale, Rural & Retail
Other relevant positions: Chair of Stichting ‘De Weidevogels’ (a foundation operating in primary education); treasurer of Vereniging ‘Schellingwoude Behouden’ (an association for social benefits)

Evelijne Bruning, Board Member
Country director of The Hunger Project Netherlands
Other relevant positions: Member of the global management team of The Hunger Project International • Board member of Partos • Board member of AgriProFocus • Member of the advisory committee for the postdoctoral programme of the Centre for International Development Issues Nijmegen

Jurriaan Regouin, Board Member (as of April 2017)
Programme Manager at the Netherlands Institute for Multiparty Democracy (NIMD)
Other relevant positions: Board member of the Eastern European Centre for Multiparty Democracy (EECMD)

Mariken Radstaat, Board Member (as of April 2017)
Manager Recruitment & HR projects and Transformation Manager, Stedin Rotterdam
Other relevant positions: none


We would also like to thank the following persons and organisations for their support in 2017:

All on Board • Douwe Jan Joustra • Frits Schlingeman • Irene Dankelman • Ockeloen & Kiene • Paul Arlman • Raet • Sjef Langeveld • Stefan Hennis • Techsoup • The Changery