Annual Report
2012
STATEMENT BY THE MANAGING DIRECTOR AND CHAIRPERSON
CO N T EN T S
2
stateMent BY the ManaGinG
director and chairperson
3
aBout the swedish
cooperative centre
4
Bracelets BrinG incoMe
and a new house
5
stronGer toGether
6
results FroM our worK
The significance of ‘and’
in the fight against poverty
Swedis
Cooperative h
C
(SCC) chan entre
g
name to W ed its
e Effe
in May 201 ct
3.
ANNUAL REPORT
8
directors’ report
10
incoMe stateMent
11
Bal ance sheet
12
cash Flow stateMent
13
notes
17
auditor’s report
18
the Board oF directors
19
support our worK
During the trip to Latin America, the Board of the Swedish Cooperative
Centre visited the housing cooperative Juntando Manos in Nicaragua.
From left, Chairperson Nina Jarlbäck, Claudia Velásquez, member of
the housing cooperative, MD Anneli Rogeman and Faniz Ortiz, Chair
of the housing cooperative.
Nicaragua, November 2012. We, Chairperson Nina Jarlbäck and MD Anneli Rogeman, are paying a visit to the
housing cooperative Juntando Manos in León, Nicaragua. Claudia Velásquez and Faniz Ortiz are happy. Thanks to
the support of the Swedish Cooperative Centre, 36 houses have been built, and as many families have moved in.
In 2012, the Swedish Cooperative Centre
contributed just over SEK 6 million towards
tackling poverty in Nicaragua. Money that
came primarily from our member organisations, the Swedish International Development Cooperation Agency (Sida) and from
individual donors and companies. Money
that we can see in action today.
2012 was a good year for our organisation. Income rose by five percent, which enabled us to do that little bit more to reduce
poverty around the world. But money alone
is not enough to achieve positive results in
our development work. Knowledge of how
to use that money is equally important. We
can rest assured on that front; the Swedish
Cooperative Centre has 55 years of experience behind it, we are one of Sweden’s
oldest development cooperation organisations and we know a great deal about how
to get results. There is no simple solution.
Global poverty has decreased, but there
are still more than a billion people who
wake up hungry every morning and go to
bed hungry every night. At the same time
there are more development cooperation
organisations than ever before.
So what have we at the Swedish Cooperative Centre learned over the years about
how to tackle poverty successfully? One
of the many things we’ve learned is that
it requires democracy and a commercial
approach. Knowledge and money. Experience and innovation. Then there is the key
success factor that underpins all our work
– the cooperative. We have established
hundreds of cooperatives together with our
partner organisations in the 25 countries
in which we work. Farming cooperatives
and housing cooperatives, and in the vast
majority of cases they have been a huge
success! The model for housing cooperatives that was developed in partnership
with FUCVAM was also singled out by the
UN for an award in 2012.
“Our housing cooperative has become a
watershed in our lives. Before was poverty.
Now, afterwards, we don’t just have our
own homes, we also have an incredible
sense of solidarity that will last for the rest
of our lives,” says Faniz Ortiz. She concludes:
“The support we’ve had from the Swedish
Cooperative Centre has been priceless. You
understand that we need both education and
help with fi nances in order to put an end to
poverty.”
So you could say that this seemingly insignificant word ‘and’ is fairly key to the work of
the Swedish Cooperative Centre. And we are
committed to continuing with our work;
work in other countries to tackle poverty,
and in Sweden to fi nance that struggle. You’ll
be seeing more of us here in Sweden during
2013, so that we can achieve more in other
countries.
Nina Jarlbäck, Chairperson
Anneli Rogeman, MD
we effect was formerly known as the swedish cooperative centre. the annual report refers to 2012 when the
organisation’s name was the swedish cooperative centre, and therefore this name is used throughout the annual report.
2
s w e d i s h c o o p e r at i v e c e n t r e
a n n ua l r e p o r t 2 0 12
ABOUT THE SWEDISH COOPER ATIVE CENTRE
OUR WORLD
SWEDEN
Our operations are focused on
Africa and Latin America, and
we also work in countries in
Asia and Europe.
MOLDOVA
BOSNIAHERCEGOVINA
KOSOVO
ALBANIA
GUATEMALA
EL SALVADOR
COSTA RICA
BOLIVIA
PARAGUAY
Our vision
CAMBODIA
VIETNAM
HONDURAS
NICARAGUA
UGANDA
KENYA
RWANDA
TANZANIA
MALAWI
ZAMBIA
ZIMBABWE
MOZAMBIQUE
THE PHILIPPINES
SRI
LANKA
INCOME
Övriga intäkter 10%
A sustainable and just world free from
poverty.
Info-bidrag 1%
Our objective
PALESTINE
Insamling 15%
Övriga
Sida-bidrag 13%
Sida,
rambidrag
61%
In cooperation with our member organisations, we work towards
creating commitment, raising awareness, mobilising resources
and winning public support for long-term development work.
Our development work is carried out via the principle of help to
self-help, with the aim of improving conditions for people living
in poverty and people in vulnerable situations.
Other income 10%
Information
grants 1%
Other Sida
grants 13%
Fundraising 15%
Sida,
framework
appropriation
61%
The activities of the Swedish Cooperative Centre
are financed via fundraising and grants, mainly from
the Swedish International Development Cooperation Agency, Sida. SCC needs to carry out its own
fundraising in order to be eligible for grants from
Sida. Income for 2012 totalled SEK 294 million,
SEK 44 million of which came from fundraising.
SCC is not affiliated to any political party or religion.
Our values
Sparade medel 1 kr
Insamling 3 kr
Administration 4 kr
Kommunikation 3 kr
HOW IS THE MONEY USED?
Utvecklingsbistånd
We work according to the same values as the International
89 kr
Cooperative Alliance, relating to help to self-help, personal
responsibility, democracy, gender equality, justice and solidarity.
Our mission is
■■
To strengthen the capacity of membership and democratic
organisations to enable men and women living in poverty
to improve their living conditions, defend their rights and
contribute to a just society.
Övrigt 5%
In Sweden, our work is focused on
Asien 14%
■■
Encouraging people to take a stand and get involved
in supporting a just world order.
Europa 4%
Latinamerika
■■
Östra Afrika
inkl Vi-Skogen
21%
Södra Afrika
30%
26%
undraising to support our development
F
cooperation
activities.
Saved funds 1%
Fundraising 3%
Administration 4%
Communication 3%
Development
cooperation
89%
SEK 92 of every hundred kronor note that comes
in to the Swedish Cooperative Centre goes
towards our purpose (development cooperation
and communication).
PROJECT EXPENSES
BY GEOGR APHICAL LOCATION
Other 5%
Asia 14%
Eastern Africa incl.
Vi Agroforestry
21%
Europe 4%
Latin America
26%
Southern Africa
30%
This is how the development funds is spent
around the world.
a n n ua l r e p o r t 2 0 12
s w e d i s h c o o p e r at i v e c e n t r e 3
tanz ania
Bracelets bring income and a new house
Maria Olenasha makes
Maasai jewellery, which
is sold in Sweden.
Maria Olenasha of the Maasai tribe in
northern Tanzania is a member of the group
of women making jewellery that is sold in
Sweden through the Swedish Cooperative
Centre. Along with the other members of the
women’s group she has learned skills to help
her run and market a small business, and
build a brick house.
“Together we’re creating a better life,”
says Maria, who has been able to pay for the
education of her five children and build a
brick house with a sofa and a proper bed.
“Women traditionally have a very low status
in the Maasai culture. But things are gradually starting to change,” she says.
By coming together, learning new skills
and contributing to the household income,
the women have achieved a stronger position
in the village.
Development funding on equal terms
In 2012, the Swedish Cooperative Centre
launched the campaign “Jämställt bistånd”
(development cooperation on equal terms),
with the message that at least 50 percent of
Sweden’s development funding should be
spent on women. As part of the campaign,
Swedish designer Diana Orving and the
Maasai women in Tanzania created a black
and white ‘equality bracelet’. Over 2,100
bracelets were sold, generating SEK 169,000,
money that goes back to the Maasai women
to help tackle poverty. On top of that, more
than 5,500 people demonstrated their support online for our demand for equality in
development cooperation.
The Swedish
Cooperative
Centre
supports the
Maasai women
who have
chosen to settle
and support
themselves.
4 s w e d i s h c o o p e r at i v e c e n t r e
a n n ua l r e p o r t 2 0 12
PARTNERSHIPS
Stronger together
The Swedish Cooperative Centre currently has more than 60 cooperative organisations and companies as members.
SCC enjoys a profound and extremely
important partnership with the member
organisations in four areas:
■■
INFORMATION
The member organisations are an
important channel when informing
the Swedish public about global conditions, development issues and our
own development activities.
■■
ADVOCACY
Work to encourage more people to
take a stand for a more just world is
carried out as far as possible in cooperation with our member organisations.
■■
■■
FUNDRAISING
Member organisations’ fundraising
activities are an important source
of income for SCC. The goal is for
fundraising to support the member
organisations as well; for the Swedish
Cooperative Centre to remain particularly relevant to the member organisations’ employees and members.
RESOURCE BASE IN DEVELOPMENT
COOPERATION
The knowledge that exists within
our member organisations is made
use of in development projects,
where it helps add value.
Other collaborations
Extended collaborations with funders such as
Operation Dagsverke and The Swedish Postcode
Lottery (Svenska PostkodLotteriet) provide us
with more sources of income. If you put your
savings in Banco Humanfonden, you can select
the Swedish Cooperative Centre as the beneficiary. In 2012, savers contributed SEK 110,897
to the Swedish Cooperative Centre.
Sveriges Elevråds Centralorganisation, which
organises the fundraising initiative Operation
Dagsverke, has chosen the Swedish Cooperative
Centre to run projects in Nicaragua and El Salvador. The projects aim to improve schools and
youth centres. A fundraising campaign was carried out in May 2012, which raised SEK 3.1 million.
The Swedish Cooperative Centre has been the
beneficiary of The Swedish Postcode Lottery since
2009 and has received SEK 26.6 million to date.
A number of projects and activities during the
year have been partially or entirely funded using
money from PostkodLotteriet. Some examples:
■■ Support to coffee cooperatives, which has
boosted incomes for impoverished coffee
farmers in Guatemala and Nicaragua
■■
New skills that have improved the lives
of the Maasai and small-scale farmers in
northern Tanzania
■■
Support for rebuilding houses destroyed
by war in Sri Lanka
■■
Support to provide adequate housing
for women and children who have been
evicted from the slums in Mtumba, Kenya.
The Swedish Postcode Lottery´s vision is to
contribute to a better world for people, animals
and the environment. The lottery’s income is
derived from sales of lottery tickets and the
entire surplus goes to charitable purposes.
TACKLING POVERT Y TOGETHER
the swedish cooperative centre reaches
a broad section of the public in its awarenessraising and fundraising activities via the
member organisations. representatives from
the member organisations sit on the Board
of directors and help make decisions about
scc’s long-term work.
Världens barn 5%
Enskilda givare
25%
PostkodLotteriet 18%
Övrig insamling 1%
Swedbank 1%
5%
TheRiksbyggen
earlier civil
war and recurring floods
KF, Coop och
OK och OKQ8 2%
have
resulted in a great need for housing
in
Konsumentföreningar
LRF
9%
Sri Lanka. Support from The Swedish Postcode
26%
Lantmännen 1%
Lottery has enabled the Swedish Cooperative
HSB och anslutna
Folksam 3%
Centre to help 56 families build safe housing
föreningar 4%
and renovate a school.
FUNDR AISNING, SEK 44 MILLION
Children of the World 5%
The Swedish
Postcode Lottery 18%
Other fundraising 1%
Swedbank 1%
Riksbyggen 5%
OK and OKQ8 2%
LRF 9%
Lantmännen 1%
HSB and affiliated
associations 4%
Individual donors
25%
KF, Coop
and consumer
cooperatives
26%
Folksam 3%
Fundraising in 2012 brought in a total of
seK 44 million. roughly half of this, 51 percent,
comes from our member organisations.
MEMBER ORGANISATIONS
The Swedish Cooperative Union, KF • The Federation of Swedish Farmers, LRF • OK
Riksbyggen • Coop • Folksam • HSB National Federation • Swedbank • Fonus • Lantmännen.
The consumer cooperatives of Bohuslän-Älvsborg, Gävleborg, Göta, Knäred,
Kristianstad-Blekinge, Malmfälten, Nord, Norra Östergotland, Norrbotten, Norrort, Solidar,
Stockholm, Svea, Veberöd, Värmland, Väst. | HSB associations of Dalarna, Gävleborg, Göta,
Göteborg, Karlskoga, Malmö, Mitt, Mölndal, Nordvästra Götaland, Norr, Norra Bohuslän,
Norra Stor-Stockholm, Stockholm, Sydost, Södertälje, Södertörn, Uppsala, Östergötland.
The regional offices of LRF in Gävleborg, Halland, Jämtland, Jönköping, Dalarna, Norrbotten,
Skåne, Sydost, Västra Götaland, Värmland, Västerbotten, Östergötland, Örebro.
Studieförbundet Vuxenskolan • Förbundet Vi Unga (Young Folks Association)
Coompanion Kooperativ Utveckling Sverige • Ekobanken • Arbetslinjen Klippan
Kooperativa Ledares Förbund • Brunnsviks folkhögskola • Ädelfors folkhögskola.
a n n ua l r e p o r t 2 0 12
s w e d i s h c o o p e r at i v e c e n t r e
5
RESULTS FROM OUR WORK
Results from our work
The Swedish Cooperative Centre works preventively, sustainably and with a long-term approach.
We combine democratic organisation with business development and economic activities, and our main
method is help to self-help. A focus on gender equality issues is reflected in all aspects of our work.
We always work in partnership with local organisations in
the field. We use our expertise, experience and resources to
help local organisations and their members improve their
lives. We know that working in this way produces long-term,
positive results.
We select which countries to work in according to three
main criteria.
Poverty – we work where we can have the greatest positive impact
on poverty and injustice.
Relevant partner organisations – we work in countries and regions where
there are organisations that share our vision and our fundamental values,
and that have the potential to achieve results that are sustainable in the
long term.
Positive effects – our resources are limited and we work where we
can clearly add value and make a difference. Decisions regarding which
countries we work in are made by the Board.
Africa
■■
I n Zimbabwe, 600 households have got
access to solar energy and new wells.
The families now have access to clean
drinking water and can water their
gardens all year round.
This has increased production and
incomes, and the families no longer have
to worry about not having enough to eat
during the dry periods.
■■
F armers from 14 villages in northern
Mozambique have learned more about
their right to land.
In February 2013, the farmers were granted
the formal right to use the land that their
families had farmed for generations.
■■
I n Tanzania, 1,856 farmers have been
trained in sustainable farming methods
and cattle raising. Meanwhile, 30 dem­
onstration farms were opened, where
farmers can go for advice. This has led
to farmers now regarding agriculture as
a business and not just a means of supporting their families.
■■
I n Uganda, a cooperation organisation
has been working actively to reduce the
spread of HIV and change attitudes to
people who are HIV positive. During the
year, 2,570 members were tested.
■■
I n Zimbabwe, 1,180 women, men and
children have now moved into permanent
homes with access to clean water and
sanitation. During the year, 236 homes
were completed and construction began
on 104 new homes.
■■
I n Mozambique we supported training
in negotiating techniques. Following the
training, one of our partner organisa­t ions
took part in price negotiations when members were selling their cotton, and succeeded in raising the selling price by 53%.
Here in Mozambique,
study circles are often
used as a tool in development projects.
Some examples of our work in 2012:
Women’s groups in northern Tanzania
have been trained in running a business
and are now selling hand-made jewellery in Sweden, in collaboration with the
Swedish Cooperative Centre. They have
earned a total of SEK 383,000 during the
year, money that has been used to build
new houses, start up new companies and
pay school fees.
■■
■■
■■
■■
Evelyn
Nguleka
talks
about
women’s
rights.
hrough its advocacy work, Zambia Land
T
Alliance has stopped a forced relocation
that would have moved up to 9,000 farmers off their land.
total of 71,492 women and 54,839 men
A
had the opportunity to save and borrow
in Eastern Africa. 40,590 of them saved
SEK 350 or more a year.
6 s w e d i s h c o o p e r at i v e c e n t r e
I n Southern Africa, around 150,000 farmers have been given the chance to boost
their incomes and improve their living
conditions by getting together and, for
example, obtaining advice, learning how
to negotiate and receiving support to
access a market to sell their harvest.
■■
I n Malawi, 6,665 members participated in
373 saving and loan groups that together
managed to save up SEK 850,000. The
money was used to develop agriculture,
pay school fees and build new homes.
a n n ua l r e p o r t 2 0 12
RESULTS FROM OUR WORK
Latin America
■■
Nely Apaza Mamani
in Bolivia harvests
the oranges.
I n Guatemala, a new housing law was
adopted that benefits people living in
poverty and increases opportunities for
them to acquire better housing for themselves and their families. The legislation
also defines adequate housing as a human
right. The new law is the result of many
years of intensive advocacy work on part
of the housing cooperatives and other
organisations.
The members build
homes together in
Paraguay.
Lucía Jiménez
Ortiz attends
leadership
training.
Some examples of our work in 2012:
I n Latin America, 31,200 people including 18,600 women took part in training
sessions on such subjects as sustainable
farming methods, leadership, advocacy
and gender equality.
■■
total of 780 houses and community
A
centres were built by housing cooperatives
in six countries in Latin America.
■■
I n Cochabamba, Bolivia, a network of
337 women entrepreneurs opened a shop,
with our support. During its first year,
the shop sold products for over SEK 70,000
and won a national award for best small
business.
■■
I n Nicaragua, the country’s housing
cooperatives have together succeeded in
getting five municipalities to guarantee
that municipal land is made available for
building cooperative houses.
■■
■■
I n Honduras we supported campaigning
initiatives to give women access to arable
land. The work led to 77 women’s groups
being registered as financial associations.
They can now get technical advice and
the opportunity to use land.
■■
I n Paraguay, a group of organisations
managed to push legislation through
that guarantees small-scale farmers state
support when their harvests fail due to
drought. Around 200,000 affected families
received seeds to sow and food parcels via
the organisations.
Asia and Europe
Hiba Ibrahim in
Palestine draws
off olive oil into
bottles.
Farmer
Anton Gashi
in Kosovo.
Farmers in Vietnam
are becoming less
vulnerable by growing more crops.
Some examples of our work in 2012:
I n Vietnam, women living in poverty took
part in 41 pilot projects in which they
learned new techniques for growing rice
and vegetables. Their incomes rose by 26%
and the methods will be spread to other
groups.
■■
I n Sri Lanka, the number of farmers using ecologic farming methods has risen
by 44% in the cooperatives we support.
A total of 3,154 farmers now use these
methods.
■■
I n Moldova, advocacy work towards the
government to change its agricultural
policy have been successful. Business
cooperatives now receive subsidies for
their investments, which has led to major
improvements for small-scale farmers.
■■
■■
I n the Philippines, 569 households in
Manila’s slum areas now have access to
clean water. Two of the cooperatives negotiated with a private distributor of clean
water and managed to get a reduced price
for their members.
a n n ua l r e p o r t 2 0 12
■■
I n Kosovo, the women in a dairy cooperative have boosted their incomes by 10%
thanks to joint investments in improved
technology and increased knowledge in
relation to milk production and cooperative organisation.
■■
I n Palestine, olive farmers in the cooperatives we support have adopted a more
commercial approach and are earning
more money for their olive oil. The percentage of members who live in extreme
poverty has fallen from 66% to 54% since
the activities began in 2010.
■■
I n Palestine, the percentage of women in
the cooperatives we support has almost
doubled since the projects began three
years ago. In the same period, 37 cooperatives were supported to develop business
plans and have now increased their
incomes by 115%.
s w e d i s h c o o p e r at i v e c e n t r e 7
ANNUAL REPORT
Directors’ Report
The board and MD of SCC, reg no. 802004-1524, hereby submits the annual report for the period 1 January to 31 December 2012.
Purpose and vision
The Swedish Cooperative Centre is a non-profit
association that works together with its member
organisations to create commitment, raise
awareness, mobilise resources and win public
support for long-term international development work, with a focus on help to self-help to
improve living conditions for people living in
poverty and in vulnerable situations. The Swedish Cooperative Centre is not affiliated to any
political party or religion.
The Swedish Cooperative Centre’s
vision is “a sustainable and just world
free from poverty”.
Mission and target group
SCC’s mission is to strengthen the ability of
membership and democratic organisations
to enable men and women living in poverty
to improve their living conditions, defend their
rights and contribute to a just society.
In Sweden, our work is focused on:
■■ e ncouraging people to take a stand and get
involved in supporting a just world order
■■
f undraising to support our development
activities
The target group for our development cooperation work is women and men living in poverty
who are members, or potential members, of
cooperative organisations or other democratic
associations or informal groups working to
achieve common goals. Development cooperation works best when it goes to people who
have joined forces.
The Swedish Cooperative Centre’s work is
rights-based. This perspective translates the
needs of women and men living in poverty
and people who are discriminated against into
rights, and places the focus on people as active
participants in their own development. Our work
helps ensure that human rights are respected,
protected and fulfilled. It highlights the importance of tackling the structural causes of poverty
and injustices, not only the symptoms. A rightsbased development recognises that people
living in poverty as holders of rights and active
agents of change, and not just beneficiaries.
The Swedish Cooperative Centre’s head
office in Sweden functions as a base for fund­
raising, information and advocacy activities,
along with financial and programmatic quality
assurance. The organisation is decentralised and
decisions are made as closely as possible to our
practical development work. A local presence
helps promote local ownership, effictiveness,
synergy effects, sustainable development, as
well as a direct dialogue and a better understanding of local conditions. The Swedish Cooperative Centre has four regional offices. There
are also national offices in several of the countries in which we work. The global management
group, which is made up of managers from the
regional offices and the head office, coordinates
and governs the entire overall operations of the
Swedish Cooperative Centre.
The Swedish Cooperative Centre adopts
a decentralised approach and decisions on the
direct operative project activities are therefore
made in the field. In SCC’s experience, projects
achieve the best results when decisions are
made together with the people affected, and
as closely to their reality as possible.
8 s w e d i s h c o o p e r at i v e c e n t r e
In Sweden, SCC works with fundraising and
advocacy activities, focusing on the general
public and the business community.
Basic values
The cooperative organisational form serves well
to tackle poverty and strengthen democracy.
SCC aligns with the same values as the
International Cooperative Alliance, on help to
self-help, personal responsibility, democracy,
gender equality, justice and solidarity, as its
principles:
■■ Voluntary and open membership
■■
Democratic member control
■■
Financial participation of members
■■
Autonomy and independence
■■
Training, education and information
■■
Collaboration between cooperatives
■■
Concern for the community
The organisation’s development work is longterm, preventive and sustainable. One key
component is mutual accountability, which shifts
the focus to development through people – not
for people. This is why the basis of our development cooperation is to support organisations
in civil society that work to achieve those rights
that apply to all human beings, as agreed by the
international community.
Priority areas of operation
The Swedish Cooperative Centre combines
democratic organisation with business development and economic activities. The key areas
where we can make a difference to reduce
poverty and injustices are: Rural development,
housing and land – in short, farming and housing on solid ground. An active gender equality
perspective is reflected in every aspect of our
work. Access to financial services is a key success
factor in both rural development and housing.
Most of SCC’s work is carried out in collaboration with organisations in rural areas. These
organisations work to encourage people to join
forces, strengthen farming advice and price
negotiating skills. Their efforts aim to bring
about long-term changes in the structures that
contribute to poverty, as well as to facilitate
market entry for small-scale farmers.
Some of the organisation’s work involves
support to housing cooperatives that guarantee people’s access to land for housing, thus
enabling people living in poverty to build their
own homes.
The Swedish Cooperative Centre is also
developing savings and loan associations, which
offer people living in poverty, particularly those
in rural areas, the opportunity to finance their
own investments.
Based on the priority areas of operation,
targets have been defined on the basis of the
following rights:
■■ Right to food
Partnerships and networks
The Swedish Cooperative Centre’s main working
method is help to self-help. Considerable emphasis is placed on local ownership and influence. It
is the best way of ensuring long-term, sustainable
results. A central method is to work with partnerships, which SCC has defined as: “A relationship
for development cooperation where two or more
organisations share responsibility for bringing
together skills and resources to achieve common
goals.”
The aim of partnerships is to ensure that the
partner organisation has ownership of its activities
and development. This means that the collaboration must be based on the needs and rights
that have been identified by the members of the
organisations. Many of our partner organisations
have limited resources. This is why activities are
essential to support organisational and capacity
development.
It is also important to be part of networks
together with larger international organisations.
For example, SCC is actively involved in the International Cooperative Alliance (ICA) and a member
of Concord Sweden, which is part of a European
network that campaigns on EU development funding policy. The Swedish Cooperative Centre is also
active within the Fairtrade movement.
Geographical areas of activity
Development activities are organised into four
regions: Eastern Africa, Southern Africa, Latin
America and Europe/Asia.
Eastern Africa includes Kenya, Rwanda,
Tanzania and Uganda. The regional office is
located in Nairobi, Kenya.
Southern Africa includes Malawi, Mozambique,
Zambia and Zimbabwe. The regional office is
located in Lusaka, Zambia.
The core area for Latin America is Central
America, covering Costa Rica, El Salvador,
Guatemala, Honduras and Nicaragua. In South
America there are projects in Paraguay and
Bolivia. The regional office is situated in San José,
Costa Rica.
Activities in the Europe/Asia region in 2012
have taken place in Albania, Bosnia-Herzegovina,
the Philippines, Cambodia, Kosovo, Moldova,
Palestine, Sri Lanka, Vietnam and Ukraine.
The regional office is managed from
Stockholm.
The factors that determine which areas
the Swedish Cooperative Centre gets
involved in are:
■■
Poverty and injustice
SCC works where poverty and injustice are
greatest, and focuses activities on rural areas.
■■
Relevant partner organisations
SCC operates in areas where there are organisations that are relevant to our work and that are
assesed to have development potential.
■■
Right to economic justice
■■
Right to land
■■
■■
Right to adequate housing
■■
Equal rights for women and men
The Swedish Cooperative Centre has limited resources. An assessment is therefore carried out to
determine whether the capacity exists to expand
our work in a country or region. The decision is
based on whether a project is relevant to support,
and whether it has the potential for achieving positive results. Considerable poverty and injustice in
a region does not always mean that we would be
able to run effective operations that would lead to
positive results.
■■
Right to a safe, healthy environment
in ecological balance
Positive impact
a n n ua l r e p o r t 2 0 12
ANNUAL REPORT
Collaboration with
member organisations
Together the Swedish Cooperative Centre and
the companies and organisations that make up
its membership form a development cooperation organisation that is strongly rooted in
Swedish society.
SCC enjoys a profound and extremely important partnership with the member organisations
in four areas:
■■
Information
The member organisations are an important
channel when informing the Swedish public
about global conditions, development issues
and our own development operations.
■■
Advocacy
Efforts to encourage more people to take
a stand for a more just world are carried out
as far as possible in cooperation with our member organisations.
■■
Fundraising
Member organisations’ fundraising activities are
an important source of income for the Swedish
Cooperative Centre. The goal is for fundraising
to support the member organisations as well; for
the Swedish Cooperative Centre to remain relevant to the member organisations’ employees
and members.
■■
as men, there would be a considerable increase
in harvests. The campaign sparked a considerable level of interest. A Swedish woman lived
and worked with Angela Mukababirwa in her
home in Uganda. Alongside the campaign, SCC
organised a seminar and lecture tour to present
the report “Gender Equality reduces poverty”.
One specific way of getting people to commit
in Sweden is by explaining the importance of
development cooperation and highlighting the
situation of these women.
Resource base in development cooperation
The knowledge that exists within our member
organisations is made use of in development
projects, where it helps add value.
Cooperation and integration
Cooperative development activities are coordinated by SCC. LRF’s organisation Sveriges
Bönder Hjälper (Sweden’s Farmers Help)
became part of the Swedish Cooperative Centre
in 2002, and SCC has been Vi Agroforestry’s
framework organisation since 2005 in its relationship with Sida.
In 2009, operations from the previously wholly
owned subsidiary KF Project Center AB were
integrated into the Swedish Cooperative Centre.
Code of Quality for
fundraising organisations
The Swedish Cooperative Centre is a member
of the Swedish Fundraising Council (FRII), which
is a collective body for Swedish fundraising
organisations. FRII has developed a Code of
Quality for ethical and professional fundraising
activities, to which SCC adheres. Over the years,
the Swedish Cooperative Centre has continually
worked to promote transparent administrative
systems and policies for its activities. SCC works
continually to ensure that its methods and the
level of quality in projects are consistent in all
parts of the world. A code report has been
created for the financial year.
■■
In various campaigns and debate articles during
the year, the Swedish Cooperative Centre has
discussed and demanded greater gender equality in the allocation of development funding,
and for a minimum of 50 percent of resources
to be spent on women. In our work, new gender
equality projects have been planned and system
to monitor the use of our own development
resources by gender have been developed.
The report “The race for land” was published
in collaboration with Forum Syd and Afrikagrupperna. SCC has participated in several debates,
seminars and campaigns on the right to land.
■■
■■
Information and advocacy
Several information initiatives have raised awareness of the Swedish Cooperative Centre. The
campaign “Toughest Job in the World” highlighted the situation of the roughly 700 million
women and girls who live in extreme poverty
in rural areas in developing countries. If more
women can make their voices heard and gain
access to land for farming on the same terms
a n n ua l r e p o r t 2 0 12
Cooperative Future Days
The UN announced 2012 as the International
Year of Cooperatives. In Sweden, the employer
organisation KFO was responsible for coordinating celebrations to mark the occasion.
The Swedish Cooperative Centre took part by
arranging seminars and co-organising the Cooperative Future Days in September. Well-known
personalities took part in discussions about how
cooperative enterprise contributes to a viable
economy and helps tackle poverty.
■■
Reporting results of activities
The Swedish Cooperative Centre’s development
cooperation is largely carried out in the form of
programmes. The organisation of projects into
thematic or geographical programmes makes
the analysis of what we have achieved much
clearer. The reporting of the results has shown
improvement in recent years.
■■
Awards and recognition
Sveriges Elevråds Centralorganisation, which
organises the fundraising initiative Operation
Dagsverke, has chosen the Swedish Cooperative
Centre to run projects in Nicaragua and El Salvador for the 2013-2014 period. The projects aim
to improve schools and youth centres for around
3,000 children and young people. A fundraising
campaign was carried out in May 2012, which
raised SEK 3,138,363. At the UN Habitats World
Urban Forum, our partner organisation FUCVAM
won an award for the successful housing model
that was developed in partnership with the
Swedish Cooperative Centre.
■■
Significant events during the year
ampaign for development funding on
C
equal terms and report on the right to land
New programme activities
2012 saw the launch of two major programmes:
a gender equality programme in four countries
in Latin America, and a three-year rural development programme in Guatemala.
The Swedish Cooperative Centre joined Svenska
PostkodFöreningen in 2009 and is with that one
of the beneficiaries of the Swedish Postcode
Lottery. Funds from the Swedish Postcode
Lottery in 2012 have enabled support to coffee
cooperatives, which has boosted incomes for
impoverished coffee farmers in Guatemala
and Nicaragua. New skills have improved the
lives of the Maasai and small-scale farmers in
northern Tanzania. In eastern Sri Lanka, SCC has
contributed knowledge and funding towards
the reconstruction of houses destroyed by war.
Funding via the Swedish Cooperative Centre has
helped women and children who were evicted
from the slums in Mtumba in Kenya to obtain
dignified housing, and enabled members of
housing cooperatives in El Salvador, Nicaragua,
Guatemala and Honduras to improve their housing situation considerably.
The Swedish Cooperative Centre has used
The Postcode Lottery´s Special Project grant
to join forces with Diakonia to start a project in
Central America, which aims to reduce violence
against women and increase women’s influence
over family finances and in society in general.
Together with Hand in Hand, SCC has launched
a joint programme in Zimbabwe with the aim of
creating 75,000 new jobs.
Financing of operations
In 2012, income amounted to SEK 294 million.
Fundraising from organisations and individuals is an important element of financing, and in
2012 it totalled SEK 44 million. Various kinds of
appropriations amounted to a total of just over
SEK 246 million.
The Swedish Cooperative Centre is a framework organisation in relation to Sida, and the
majority of the financing comprises framework
funding, SEK 178 million. Financing also includes
other appropriation items from Sida and other
institutions. During the year, Sida contributions
have been forwarded to the fundraising foundation Vi planterar träd (Vi Agroforestry).
Project volume for development funding
The project volume was SEK 260 million in
2012, including forwarded contributions. Africa
receives the highest proportion of financial
support, at 51 percent. Support to Latin America
accounts for 26 percent of the total volume, and
18 percent goes to Europe/Asia.
Future development and events
after the balance sheet date
The Board has proposed a change of name of
the organization to be adopted at the Annual
General Meeting.
After the balance sheet date, an agreement
was signed with Sida Civsam regarding a grant
of SEK 159 million for development cooperation
activities and information initiatives to be carried
out in 2013.
The Swedish Cooperative Centre has also
been allocated SEK 8 million by the Swedish
Postcode Lottery.
Result and financial position
The financial result for the year after net financial
items was SEK 6,092,372. The Swedish Cooperative Centre is a non-profit organisation. However, the Board considers it important to have
equity as a buffer, to always ensure the longterm survival of our operations. Fund investments are carried at the lower of either market
value or average cost. The Swedish Cooperative
Centre will continue to have a policy of low risk
in its financial investments.
The Board proposes that the organisation’s
result be carried forward in its entirety.
s w e d i s h c o o p e r at i v e c e n t r e 9
ANNUAL REPORT
Income statement
Amounts in SEK
Note
2012
2011
2
44,322,359
51,666,680
Operating income
Fundraising
Income from product sales
769,866
–
Grants
3
245,890,461
226,230,718
Other operating income
4
2,688,921
2,028,243
293,671,607
279,925,640
–268,931,622
–257,123,670
–7,818,126
–8,484,477
–11,986,725
–13,315,130
Operating expenses
Activity expenses
5
Fundraising expenses
Administration expenses
6
Product sale expenses
–1,008,002
–
–483,388
–542,312
–290,227,863
–263,579,904
3,443,744
460,052
1,760,363
860,734
1,405,627
1,583,162
Other operating expenses
Operating result
1
Result from financial investments
Result from securities and receivables
that are fixed assets
7
Other income from interest and similar
profit/loss items
8
Interest costs and similar profit/loss items
9
–517,362
–684,315
Result after financial items
6,092,372
2,219,633
Result for the year
6,092,372
2,219,633
Allocation of result for the year
6,092,372
2,219,633
Use of earmarked funds from previous years
Result for the year
–5,828,666
–2,512,294
Reservation of earmarked funds not utilised
during the year
632,786
13,999,971
Change in equity
896,491
13,707,310Mkr
300
250
200
150
100
50
0
2000
ADMINISTR ATION/INCOME
FUNDR AISING EXPENSES/FUNDR AISING
8
20
6
15
4
10
100
2
5
50
0
0
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
The aim is for administration costs to amount
to no more than 5 percent of income.
10 s w e d i s h c o o p e r at i v e c e n t r e
2003
2004
2005
2006
2007
Insamling
Sida rambidrag
Info-bidrag
Övriga intäkter
2008
2009
2010
2011
2012
Övriga Sidabidrag
SEK M
300
%
25
2001
2002
INCOME OVER TIME
%
10
2000
2001
250
200
150
0
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
The aim is for fundraising expenses to amount
to a maximum of 20 percent of the funds raised.
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
Fundraising
Sida framework contribution
Information grants
Other Sida grants
Other income
a n n ua l r e p o r t 2 0 12
ANNUAL REPORT
Balance sheet
Amounts in SEK
Note
2012-12-31
2011-12-31
Land and buildings
10
3,521,013
3,831,582
Equipment
11
256,513
222,178
3,777,526
4,053,760
33,617,777
31,812,071
ASSETS
Fixed assets
Tangible fixed assets
Financial fixed assets
Investments held as fixed assets
12, 20
Total fixed assets
33,617,777
31,812,071
37,395,303
35,865,831
135,453
–
135,453
–
Current assets
Inventories
Products
Current receivables
Accounts receivable
Other receivables
13
Prepaid expenses
and accrued income
14
Cash and bank balances
569,284
359,312
12,382,743
26,075,881
4,747,500
2,640,791
17,699,526
29,075,984
76,638,243
86,646,880
94,473,222
115,722,864
131,868,525
151,588,695
15, 20
85,298,807
83,079,174
16
11,939,750
17,135,631
6,092,371
2,219,633
103,330,928
102,434,438
Total current assets
TOTAL ASSETS
EQUITY AND LIABILITIES
Equity
Capital brought forward
Earmarked funds
Result for the year
Current liabilities
Accounts payable
Other liabilities
17
Accrued expenses and
deferred income
18
TOTAL EQUIT Y AND LIABILITIES
2,755,253
3,625,641
20,917,474
40,634,470
4,864,870
4,894,147
28,537,596
49,154,258
131,868,525
151,588,695
Pledged assets and contingent liabilities
Pledged assets
Frozen bank deposits relating to customs guarantee
Contingent liabilities
a n n ua l r e p o r t 2 0 12
19
10,000
10,000
1,198,230
1,147,084
s w e d i s h c o o p e r at i v e c e n t r e 11
ANNUAL REPORT
Cash flow statement
Amounts in SEK
2012
2011
Operating activities
Result after financial items
6,092,372
2,219,633
Adjustments for non-cash items, etc.
–5,419,356
11,713,548
Cash flow from operating activities
before changes in working capital
673,016
13,933,181
Cash flow from changes in working capital
Increase in product stocks
–135,453
–
11,376,458
–10,947,271
Change in operating liabilities
–20,616,661
–48,364,477
Cash flow from operating activities
–8,702,640
–45,378,567
Change in operating receivables
Investment activities
Acquisition of tangible fixed assets
Investments in financial assets
Disposal of financial assets
Cash flow from investment activities
Cash flow for the year
–244,781
–273,475
–9,115,934
–6,449,751
8,054,718
5,756,151
–1,305,997
–967,075
–10,008,637
–46,345,642
Opening cash and cash equivalents
86,646,880
132,992,523
Closing cash and cash equivalents
76,638,243
86,646,880
Supplementary disclosures to the
cash flow statement
Amounts in SEK
2012
2011
–525,575
–439,574
521,015
446,530
Adjustments for non-cash items, etc.
Capital gain on sale of securities
Depreciation, amortisation and impairment losses
Reversed impairment of financial fixed assets
Impairment of financial fixed assets
Provision Sri Lanka
Provision The Swedish Postcode Lottery
Provision Mozambique
Total
–218,915
–
–
218,915
–266,207
–70,462
–4,929,673
11,562,490
–
–4,350
–5,419,356
11,713,548
EQUIT Y/PROJECT VOLUME
%
60
50
40
30
20
10
0
00 01 02 03 04 05 06 07 08 09 10 11 12
12 s w e d i s h c o o p e r at i v e c e n t r e
The internal consolidation target is for equity
to be retained at between 25 and 50 percent of
the total project volume, excluding forwarded
contributions. Project volume refers to costs
relating to development cooperation projects.
This leaves a sufficient level of reserves in
place for it to be possible to wind down certain
project activities in a dignified manner, should
there be a considerable decline in income from
fundraising and grants.
a n n ua l r e p o r t 2 0 12
ANNUAL REPORT
Notes with accounting policies and notes to the annual accounts
Amounts in SEK unless otherwise stated.
General accounting policies
This Annual Report has been prepared in accordance with the Annual
Accounts Act and the Swedish Accounting Board’s general advice, as
well as generally accepted accounting principles in the sector. The Annual
Report is prepared in accordance with the Swedish Fundraising Council’s
(FRII) guidelines for annual reports, which is why comparative figures for
2011 in some cases have been adjusted.
Reporting of income
Funds raised are recognised as income at the time of deposit. Where
agreements have been concluded for funds raised to be allocated to a
particular period or a particular future project, the funds are not recognised
as income but are instead treated as accrued income.
Contributions that have been paid in to the organisation are recognised
as a liability until the project expenses have been approved and reported,
at which time the amount of the contribution that has been utilised is
reclassified as income.
The accruals concept is used for income and expenses relating to funds
from The Swedish Postcode Lottery and other earmarked funds.
Reporting of costs
For operations abroad, the cash basis is used in relation to all costs, with
the exception of personnel costs. For personnel costs, the accruals concept
is utilised. According to practice within the sector, significant purchases
made abroad, such as vehicles, are continually recognised as an expense on
a cash basis. The head office only utilises the accruals concept. Joint costs
are allocated based on the number of employees per department.
Valuation principles
Assets, provisions and liabilities have been valued at cost unless otherwise
stated below. Leases are recognised as operating leases, i.e. no agreements have been brought forward.
NOTE 1 Personnel and audit costs
Average number of employees
2012
of which men
2011
Service region
Sweden Central
27
22%
21
24%
Europe/Asia
20
55%
16
56%
Latin America
25
32%
22
32%
Southern Africa
85
66%
87
63%
Eastern Africa
Total employees
Salaries and benefits
Service in Sweden
Salaries and benefits
(of which benefits below half
price base amount)
Social security expenses
(of which pension costs)
27
41%
25
52%
184
50%
171
52%
2012
2011
13,497,083
10,344,100
(69,341)
(66,116)
5,742,473
5,143,288
(2,022,389)
(2,653,406)
Service in the regions
Europe/Asia
4,517,137
4,316,371
Latin America
5,112,724
4,326,400
Southern Africa
9,855,122
10,721,695
Eastern Africa
3,274,410
3,135,310
36,256,476
32,843,876
Total salaries and benefits
of which men
Pension obligations are secured via a foundation at KP Pension &
Försäkring. Pension payments during the year amounted to SEK 3,106,900
(2,486,751). The current value of the obligations covered by the foundation
totalled SEK 59,911,513 (57,354,214) at the balance sheet date. The balance
of the organisation’s share of the foundation exceeds the pension provision by SEK 12,742,000 (13,705,675). The pension obligations have been
secured via credit value insurance as of 1 January 2009, in accordance with
an agreement between KFO-PTK. As a special insurance condition, the
foundation must have an overconsolidation reserve, a minimum of 120%
(120%) of the provision.
Members of the Board and officers of the organisation
Salaries and benefits include remuneration to the Managing Director
amounting to SEK 550,080 (545,400). Managing Director conditions of
employment: mutual notice period of 6 months; in the event of notice
being given by the employer, severance pay is paid out corresponding
to 12 months’ salary.
a n n ua l r e p o r t 2 0 12
Receivables and liabilities
After individual valuation, receivables have been recognised at the
amount which is estimated to be paid. Receivables and liabilities in
foreign currency have been translated at the exchange rate on the
balance sheet date.
Product stocks
Product stocks are valued in accordance with the lowest value principle,
i.e. at the lower of cost and fair value. Average costs per product are used
and fair value corresponds to the net realisable value of each product.
Depreciation principles for fixed assets
Scheduled depreciation is based on the original cost and estimated economic life. Impairment occurs in the event of a permanent decline in value.
Tangible fixed assets are recognised as assets in the balance sheet
when, on the basis of the information available, it is likely that the future
economic benefits associated with the holding will fall due to the organisation, and provided the cost of the asset can be calculated in a reliable
manner.
The following depreciation periods are applied:
Buildings abroad
20 years
Computers
3 years
Equipment
5 years
Earmarked funds
Earmarked funds within equity include funds raised where the donor
or Board has specified a particular purpose for which the funds are to
be used, but where the organisation has not yet incurred expenses for
this purpose.
Of the organisation’s pension costs, including statutory taxes, SEK 328,046
(328,046) relates to the Managing Director. No remuneration is paid to the
Board. The organisation’s outstanding pension commitments to the Board
amount to SEK 0 (0).
No other transactions with Board members, senior employees or key
individuals have taken place. The organisation enjoys a close partnership
with its member organisations, which assist with advice within each organisation’s area of activity. During the year, LRF has acted as landlord for the
organisation’s central administration.
Dec 31,
2012
of which
men
Dec 31,
2011
of which
men
Members of the Board
8
38%
8
38%
Managing Director
1
0%
1
0%
Fees and reimbursement to auditors
During the year the organisation’s fees and reimbursement of expenses
to auditors amounted to SEK 2,764,796 (2,964,102), which is distributed as
follows:
KPMG – the organisation´s chosen auditor
Audit assignment
Other assignments
2012
2011
589,030
767,463
–
72,824
Audit assignments abroad:
Ernst & Young
585,394
356,572
HLB Audit & Consulting
508,675
395,384
KPMG
256,894
493,915
Deloitte
171,031
99,709
BDO
165,242
62,558
PwC
Other auditors abroad
Total fees and reimbursement
to auditors
20,000
170,800
468,530
544,877
2,764,796
2,964,102
The audit assignment relates to an examination of the Annual Report and
bookkeeping, together with the management of the Board and Managing Director and other tasks incumbent upon the organisation’s auditors.
In addition, the assignment includes advice or other assistance deemed
necessary as a result of observations during the tasks mentioned above.
s w e d i s h c o o p e r at i v e c e n t r e 13
ANNUAL REPORT
NOTE 2 Fundraising
Individual donors
Folksam
Fonus
NOTE 5 Activity expenses
2012
2011
10,927,449
10,376,699
1,435,924
1,501,654
45,960
64,860
HSB and affiliated associations
2,026,908
2,158,788
KF Coop and consumer associations
11,687,931
14,803,005
Lantmännen
LRF
OK and OK/Q8
Riksbyggen
Swedbank
of which Robur Humanfonden
Other fundraising organisations & individuals
Swedish Postcode Lottery
Pupil organisation´s campaign
(Operation Dagsverke)
Radiohjälpen’s Världens Barn campaign
Total fundraising
of which framework funding forwarded to
Vi Agroforestry
of which Barn&Ungdom funding forwarded to
Vi Agroforestry
12,566,720
10,551,771
Kenya
10,025,619
9,227,983
Tanzania
5,766,588
6,037,305
330,563
286,430
Uganda
10,099,250
8,654,478
3,788,578
Vi Agroforestry, forwarded contributions
17,645,518
27,936,073
Region Eastern Africa total
56,103,695
62,407,610
14,272,115
12,168,830
843,770
1,058,518
2,100,260
2,046,452
301,209
303,016
45,209
53,016
588,025
262,235
8,000,000
9,934,076
79,259
1,700,092
2,111,167
3,382,277
Zimbabwe
44,322,359
51,666,680
Region Southern Africa
Regional projects in Southern Africa
Madagascar
–
1,303,699
18,542,982
20,145,014
Mozambique
26,191,617
15,909,622
Zambia
10,171,649
9,586,855
8,422,986
10,093,541
77,601,350
69,207,560
16,993,140
14,108,661
7,554,799
9,790,443
Malawi
Region Southern Africa total
Region Latin America
Regional projects in Latin America
Bolivia
NOTE 3 Grants
Sida Civsam
2011
3,843,933
Of the above amounts, SEK 37,944,973 has been raised via 90-accounts.
of which Information grants
2012
Project expenses
Region Eastern Africa
Regional projects Eastern Africa
Costa Rica
575,947
631,559
2012
2011
El Salvador
7,429,223
6,115,568
180,872,543
150,373,774
Guatemala
13,664,162
8,329,570
2,794,089
2,605,911
12,518,519
12,436,073
4,417,000
500,000
Sida Maputo, Mozambique
15,548,611
11,145,455
Sida Jerusalem, Palestine (Humanitarian grants)
8,836,646
9,465,617
Sida Guatemala City, Guatemala
9,013,461
–
Sida La Paz, Bolivia (RELA)
Honduras
7,615,443
7,112,918
Nicaragua
6,139,150
7,241,333
Paraguay
Region Latin America total
7,532,724
7,355,546
67,504,588
60,685,599
Region Europe/Asia
Regional projects in Europe/Asia
4,398,712
4,131,074
Albania
2,433,540
1,579,745
2,110,197
5,370,804
Bosnia Herzegovina
1,718,526
1,312,585
Sida Harare, Zimbabwe
917,060
1,057,647
Philippines
6,057,433
4,334,399
Sida REED (formerly Lake Victoria Initiative)
710,000
15,000,000
Cambodia
1,274,739
1,219,426
of which funding forwarded to Vi Agroforestry
710,000
15,000,000
Kosovo
Sida Global (Grant for Bilateral Associate Experts,
BBE)
461,401
771,884
–
9,212,684
15,727,301
15,642,273
Embassy of Denmark, Mozambique
4,827,531
955,990
International Organisation for Migration (IOM),
Zimbabwe
1,538,185
48,304
Embassy of Ireland, Mozambique
Sida Global (formerly Sida Natur)
Norwegian Ministry of Foreign Affairs, Malawi
1,453,041
–
EU, Malawi and Nicaragua
756,710
632,801
International Programme Office (IPK), intern programme
725,200
–
UK Department For International Development
(DFID), Zimbabwe
591,432
2,552,703
970,646
4,942
Moldova
2,400,615
1,517,659
Palestine
15,148,372
14,369,912
Sri Lanka
6,357,552
6,552,840
Vietnam
5,040,589
3,415,910
Ukraine
581,347
665,563
46,382,069
39,104,055
2,117,582
1,991,891
Region Europe/Asia total
Other projects
International Cooperative Alliance
Earmarked funds,
The Swedish Postcode Lottery
8,000,000
7,596,595
Other
1,913,309
5,892,599
Radiohjälpen
184,218
896,125
Other projects total
UN, Zimbabwe
144,568
918,480
Total project expenses
Other
Total grants
1,472,357
2,186,176
245,890,461
226,230,718
NOTE 4 Other operating income
Rental income
2011
1,628,996
1,336,468
Invoiced to third parties
505,131
607,118
Local revenues
554,794
84,658
2,688,921
2,028,243
Total other operating income
14 s w e d i s h c o o p e r at i v e c e n t r e
15,481,085
246,885,909
Communication costs
Communication activities in Sweden
9,309,028
10,237,761
Total communication costs
9,309,028
10,237,761
268,931,622
257,123,670
Total activity expenses
2012
12,030,891
259,622,594
a n n ua l r e p o r t 2 0 12
ANNUAL REPORT
NOTE 6 Administration expenses
NOTE 12 Long-term securities holdings
Administration expenses include part of office expenses and salaryrelated expenses for the MD and central administration (Finance, IT, HR),
as well as part of the department for Development & Policy. They also
include expenses relating to travel, auditing, Board meetings, membership fees, depreciation in Sweden and similar items.
Accumulated costs
Opening balance
Unit trust dividends
Capital gain
Impairment of long-term securities
Reversal of impairment
Total
Income from interest
Total income from interest
and similar profit/loss items
6,449,751
Divestments
–7,529,143
–5,316,577
33,617,777
32,030,986
Opening balance
Impairment losses reversed during the year
Total interest expense
and similar profit/loss items
Scheduled depreciation for the year
Carrying amount at year-end
640,074
Impairment losses for the year
–
–218,915
525,575
439,574
Closing accumulated impairment losses
–
–218,915
33,617,777
31,812,071
–
–218,915
218,915
–
1,760,363
860,734
2012
2011
1,405,627
1,491,440
Carrying amount at year-end
Break-down of securities holdings
(fair value)
Unit trusts
15,419,727
13,900,941
Fixed income funds
19,285,798
18,229,489
34,705,525
32,130,430
Carrying
amount
Market
value
Total
Specification of securities
–
91,722
1,405,627
1,583,162
Robur fonder
11,345,621
11,952,642
Folksam fonder
20,159,383
20,626,026
Robur Humanfond, formerly Banco
2012
2011
–420,211
–684,315
–97,151
–
–517,362
–684,315
2012
2011
6,211,379
6,211,379
–2,379,797
–2,069,228
–310,569
–310,569
–2,690,366
–2,379,797
3,521,013
3,831,582
Land and buildings abroad comprise SCC offices in Costa Rica,
Honduras, Kenya and Nicaragua.
New acquisitions
Divestments and disposals
Accumulated scheduled depreciation
Opening balance
Divestments and disposals
Scheduled depreciation on costs for the year
Carrying amount at year-end
a n n ua l r e p o r t 2 0 12
2,112,773
2,126,857
33,617,777
34,705,525
Holdings in funds are regarded as a securities portfolio per institution.
The securities portfolio has been valued at the lower of average cost
and fair value at the balance sheet date. The figures above also show
the break-down of the holdings into unit trusts and fixed income funds.
Allocation services are available for investments with Folksam and Robur
and reallocations are carried out within specified limits.
The organisation’s investments are regulated by its “Policy on consolidation and capital investments”.
NOTE 13 Other receivables
Unutilised project funds
– local SCC offices
Unutilised project funds
– partner organisations
Current receivables – donors
Other current receivables
Total other receivables
2012
2011
9,518,894
23,433,015
764,387
1,221,745
1,134,337
639,142
965,124
781,978
12,382,743
26,075,881
NOTE 14 Prepaid expenses and accrued income
Other accrued income
NOTE 11 Equipment in Sweden
Accumulated costs
Opening balance
–
1,015,873
Accumulated scheduled depreciation
Opening balance
–
218,915
2011
NOTE 10 Land and buildings abroad
Accumulated costs
Opening balance
–218,915
2012
NOTE 9 Interest expense and similar profit/loss items
Interest expense
30,897,812
9,115,934
Total
Exchange rate losses from foreign currency
account
32,030,986
Accumulated impairment losses
NOTE 8 Other income from interest and similar profit/loss items
Exchange rate gains from
foreign currency account
2011
Investments
Closing accumulated costs
NOTE 7 Result from securities and receivables
that are fixed assets
2012
2012
2011
1,097,265
1,152,036
244,781
273,475
–401,916
–328,246
940,130
1,097,265
–875,087
–1,067,373
401,916
328,246
–210,446
–135,961
–683,617
–875,087
256,513
222,178
2012
2011
3,492,920
1,833,696
Prepaid expenses
1,254,579
807,095
Total prepaid expenses and accrued income
4,747,500
2,640,791
s w e d i s h c o o p e r at i v e c e n t r e 15
ANNUAL REPORT
NOTe 15 Equity
Earmarked funds
Capital
brought forward
Opening balance
85,298,807
Postcode
Lottery
Zimbabwe
Latin America
Sri Lanka
Mozambique
Total
Equity
2,772,759
9,269,526
4,630,445
364,401
98,499
102,434,438
8,000,000
Provisions
8,000,000
Utilisation
–7,367,214
–4,184,393
–1,378,066
–266,207
–
–13,195,881
3,405,545
5,085,133
3,252,379
98,194
98,499
103,330,928
Result for the year
Closing balance
6,092,372
6,092,372
91,391,179
Note 20 Financial risks
NOTe 16 Earmarked funds
Activities financed by
The Swedish Postcode Lottery
2012
2011
11,743,057
16,672,730
of which the programme
“75,000 new jobs in Zimbabwe”
5,085,133
9,269,526
of which the programme
“Equal terms in Latin America”
3,252,379
4,630,445
Sri Lanka
98,194
364,401
Mozambique
98,499
98,499
11,939,750
17,135,631
2012
2011
Total Earmarked funds
NOTe 17 Other liabilities
Sida Guatemala City, Guatemala
5,986,539
–
Sida Civsam
3,350,700
16,957,838
of which Barn&Ungdom funding
–
639,000
Sida Maputo, Mozambique
1,991,163
4,268,446
Sida Jerusalem, Palestine (Humanitarian grants)
1,597,215
2,352,676
Sida Global, B4D
220,000
–
Sida La Paz, Bolivia (RELA)
164,586
713,930
66,943
–
7,077,507
15,878,293
404,207
460,947
Sida Harare, Zimbabwe
Debt to other donors
Employee taxes
Debt to partner organisations
58,614
850
–
1,489
20,917,474
40,634,470
Other items
Total other liabilities
Consolidation
The organisation has a consolidation and capital growth policy. The consolidation target is for equity to be retained at between 25 and 50 percent of the total project volume, excluding forwarded contributions. This
leaves a sufficient level of reserves in place for it to be possible to wind
down operations in a dignified manner, should there be a considerable
decline in income from fundraising and grants.
Liquidity
Cash and cash equivalents are invested in interest-bearing accounts with
Swedbank, KF Sparkassa, OK, Plusgirot and Ekobanken. The organisation
has no credits.
Exchange rate effects
The value of development funding in the project countries varies over
time as a result of relative changes in currency exchange rates. The
organisation’s financing is almost exclusively in Swedish kronor and the
costs are largely in several different foreign currencies. The organisation
does not consider it justifiable to hedge the value using financial instruments, for example, since the currency markets in the countries where
we operate do not always function, operations in each country are
small-scale, and currency hedging would entail risks.
Capital investment
The Board has, through a policy, established a framework and permitted
level of risk for capital investments. The policy regulates the types of
assets that can be used, as well as limits for these assets. Capital investments should be long-term.
Total debt to Sida amounts to SEK 13,377,146 (24,292,890).
NOTe 18 Accrued liabilities and deferred income
Employer's contributions
Accrued staff costs for personnel stationed
abroad
Accrued holiday pay
Other accrued liabilities
Total accrued liabilities and deferred income
2012
2011
786,017
737,012
167,470
–
1,421,115
1,256,521
2,490,267
2,900,614
4,864,870
4,894,147
Note 19 Contingent liabilities
In accordance with the organisation’s terms of insurance, contingent
liabilities comprise 2% of the total pension provision as at 31 December.
16 s w e d i s h c o o p e r at i v e c e n t r e
a n n ua l r e p o r t 2 0 12
ANNUAL REPORT
Stockholm, March 22, 2013
Nina Jarlbäck
Chairperson
Anniqa E Nygård
Vice Chairperson
Anders Lago
Göran Krona
Tomas Norderheim
Ines Uusmann
Camilla Robinson Seippel
Ing-Marie Östling
Anneli Rogeman
Managing Director
Auditor’s report (for pages 8-17)
To the general meeting of the Swedish Cooperative Centre,
organisation registration number 802004-1524
We believe that we have obtained sufficient and appropriate audit
evidence as a basis for our opinion.
Report on the Annual Report
Statement of opinion
In our opinion, the Annual Report has been prepared in accordance with
the Annual Accounts Act and provides in all material respects a true and
fair view of the Swedish Cooperative Centre’s financial position as at
31 December 2012, and of its financial results and cash flow for the year
in accordance with the Annual Accounts Act. The Directors’ Report is
consistent with the other parts of the Annual Report.
We have completed an audit of the Annual Report of the Swedish Cooperative Centre for 2012.
Responsibilities of the Board of Directors and
the Managing Director for the Annual Report
The Board of Directors and the Managing Director are responsible for
the preparation of an annual report that provides a true and fair view in
accordance with the Annual Accounts Act, and for the internal control
that the Board of Directors and Managing Director deem necessary in the
preparation of an annual report that is free from material misstatement,
whether caused by fraud or error.
Auditor’s responsibility
Our responsibility is to express our opinion on the Annual Report on the
basis of our audit. The audit was conducted in accordance with generally
accepted auditing standards. For the authorised public accountant, this
means that he or she has conducted the audit in accordance with International Standards on Auditing and generally accepted auditing standards
in Sweden. These standards require the authorised public accountant to
comply with standards of professional ethics and plan and perform the
audit to obtain reasonable assurance that the Annual Report is free from
material misstatement.
An audit involves obtaining evidence through various actions about the
amounts and disclosures in the Annual Report. The auditor chooses which
actions are to be carried out, including assessing the risks of material misstatement in the Annual Report, whether caused by fraud or error. During
this risk assessment, the auditor takes into account those aspects of internal control that are relevant to how the organisation prepares the Annual
Report to provide a true and fair view, with the aim of developing auditing
measures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the organisation’s
internal controls. An audit also involves evaluating the appropriateness of
the accounting policies that have been used and the reasonableness of
the Board of Directors’ and Managing Director’s estimates in the report,
as well as an evaluation of the overall presentation of the Annual Report.
Report on other requirements in accordance
with laws and other regulations and statutes
In addition to our audit of the Annual Report we have also carried out
an audit of the Board of Directors’ and Managing Director’s management
of the Swedish Cooperative Centre for the 2012 financial year.
Responsibilities of the Board of Directors
and the Managing Director
The Board of Directors and Managing Director are responsible for the
management of the organisation.
Auditor’s responsibility
It is our responsibility, on the basis of our audit, to express an opinion
with reasonable assurance on the management of the organisation. We
have conducted the audit in accordance with generally accepted auditing
standards in Sweden.
As a basis for our opinion on discharge of liability, we have, in addition
to our audit of the Annual Report, examined significant decisions, measures and conditions in the organisation in order to assess whether any
member of the Board or the Managing Director has engaged in any act,
or been guilty of misconduct that could give rise to liability for damages.
We believe that we have obtained sufficient and appropriate audit
evidence as a basis for our opinion.
Statement of opinion
We recommend that the general meeting of the organisation discharge
the members of the Board and the Managing Director from liability for
the financial year.
Stockholm, March 22, 2013
Fredrik Sjölander
Authorised Public Accountant
KPMG AB
a n n ua l r e p o r t 2 0 12
Birgitta Lönegård
Appointed Auditor
s w e d i s h c o o p e r at i v e c e n t r e 17
THE BOARD OF DIRECTORS
The Board of Directors of the Swedish Cooperative Centre
Nina Jarlbäck
Anniqa E Nygård
Göran Krona
Anders Lago
Tomas Norderheim
Chairperson of the Board
Vice Chairperson
LRF (Board member) and
Lantbrukare
Elected to the Board: 2009
Born: 1964
HSB Riksförbund (Chairperson)
Elected to the Board: 2012
Born: 1956
Folksam (Deputy CEO)
Kooperativa Förbundet, KF
(Chairperson)
Elected to the Board: 2006
Born: 1946
Riksbyggen (Press Manager)
Elected to the Board: 2006
Born: 1954
Chairperson of the Board of
SYVAB (Sydvästra stockholms­
regionens VA-verks AB),
member of the boards of
Stockholms stadsmission,
Socialdemokraterna and
Södertälje kommunfullmäktige.
Chairperson of the Board of
Svenska Stöldskyddsföreningen
(Swedish Theft Prevention
Association). Member of the
Board of Folksam LO Fond AB
(publ.)
Other key assignments:
Other key assignments:
Other key assignments:
Elected to the Board: 2007
Born: 1955
Other key assignments:
Chairperson of the Board of
Vi Agroforestry, Kooperativa
Förbundet, Svea Consumer
Association and Folksam Liv.
Member of the boards of
KF Invest, Riksbyggen and
the foundation Teskedsorden.
Former local government
commissioner and member
of government-appointed
boards.
Vice Chairperson of LRF riksförbund and LRF Konsult, co-owner
and Board member
of Edgården AB.
Camilla Robinson Seippel
Ines Uusmann
Ing-Marie Östling
Maja Norell
Anneli Rogeman
Swedbank (Head of Public
Affairs)
Elected to the Board: 2012
Born: 1971
OK Ekonomisk förening
(Chairperson)
Konsumentföreningen
Stockholm (Board member)
Elected to the Board: 2006
Born: 1948
Union representative
MD
Swedish Cooperative Centre
Born: 1957
Chairperson of the Board of
Byggmästare Axel Alm’s foundation and Första Sparbanken’s
foundation for scientific research.
Member of the Board of the
Raoul Wallenberg Institute of
Human Rights and Humanitarian
Law and Arena för Tillväxt
(Arena for Growth).
Chairperson of Mistra
Urban Futures and
Vice Chairperson of the Board
of Vi Agroforestry.
Member of the Board of OKQ8,
Stena Renewable AB and
Psoriasis­förbundet (the Psoriasis
Association). Member of various
governmental expert bodies.
Former Communications
Minister and Director General
of Boverket (Swedish National
Board of Housing, Building
and Planning).
Swedish Cooperative Centre
(Assistant Department for
Development & Policy)
Co-opted since: 2009
Born: 1952
Other key assignments:
Elected to the Board: 2010
Born: 1948
Other key assignments:
18 s w e d i s h c o o p e r at i v e c e n t r e
Other key assignments:
Marketing consultant, member
of Allmänna reklamations­
nämnden (National Board
for Consumer Disputes).
Other key assignments:
MD of Vi Agroforestry since 2011.
Other key assignments:
Chairperson of the Union club at
the Swedish Cooperative Centre.
a n n ua l r e p o r t 2 0 12
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a n n ua l r e p o r t 2 0 12
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