Our motivation

Every human being is precious and valuable. So, we are deeply concerned when our fellow human beings with disabilities lack access to essential facilities and suffer injustice because of their disability.  

Improving vision with eye screenings, treatments, and assistive devices 

Ethiopia

People in Butajira can now access low vision care. In this way, people with poor eyesight, night blindness or visual field problems received tinted glasses, a reading or writing stand, or a white cane. Thanks to a custom-made aid, an older man with impaired vision is once again managing his paperwork independently. This enables him to maintain his income and play a more active role in the daily life of his village.  

Our partner GTM has taken significant steps towards greater professionalisation, efficiency and future-proofing its healthcare services by switching to a digital patient management system. 

• The mobile outreach team made eye care accessible to patients in remote villages, where 45,134 adults and children received an eye screening and/or treatment. 

• 3,936 people now have glasses or another visual aid, which improves their eyesight, daily functioning and performance at school or work. 

• 685 patients were treated for serious eye conditions, such as advanced trachoma, thereby significantly reducing the risk of blindness.  

• 17 new wells provide clean water to more than 6,000 people. Better hygiene reduces the risk of eye diseases. And women and girls who fetch water don’t have to walk as far, so they have time to go to school.  

 Sustainable change through a three-tiered approach

Rwanda

We are proud of the results from the SeeYou Learns pilot in Rwanda, which is realising lasting change for children with disabilities through a three-tiered approach: at home, at school and in the community. Together with our partner UCC, we support 30 children – 19 with disabilities and 11 with a family member who has a disability – and their families.  

• All 30 children received uniforms, (adapted) learning materials such as Braille teaching materials, medical care, and a daily breakfast and lunch to combat malnutrition and improve their concentration and physical development. School fees and transport were also taken care of to remove any potential barriers that might have prevented the children from attending school. 

• The parents of these children received practical training. They say they now understand their children better and can offer them more targeted support. They also set up a savings group to improve their financial situation and invest in their child’s school career. 

• 51 local leaders, care workers and coordinators from the National Council of Persons with Disabilities received training on topics including Down’s syndrome, albinism and spina bifida. They now feel better equipped to identify children with disabilities and support their families. 

• 12 school directors and teachers received training on inclusive education and reported having greater knowledge and confidence in applying inclusive teaching strategies. 

This pilot project, launched in 2024, was so successful that we extended it through to the end of 2025. We will now continue it with a multi-year follow-up project. In this follow-up, we are also supporting 45 children and their families in Musanze, where UCC has opened a new school for inclusive education. 

Inclusive pre-school education

Indonesia

Our partner, Pusat Rehabilitasi YAKKUM (PRY), provides inclusive education to 27 children at its own nursery school. And, as a centre of expertise, they share their knowledge with parents, teachers and care workers, support 88 pupils at other schools and promote an inclusive attitude among local communities. 

• Inclusive education has a positive impact on all pupils. Children with disabilities are increasingly participating in classroom activities, learning basic skills and becoming more sociable. At the same time, the 250 children without disabilities show greater empathy and actively help their classmates.  

• A mobile specialist team offered children the medical care that would otherwise have been inaccessible or too expensive. This care includes speech therapy, physiotherapy and psychosocial support.  

• Parents, teachers, and volunteers from local health centres were trained to better support children at home and at school. This led to noticeable improvements in the pupils’ speech, motor skills and social behaviour.  

This three-year project will run until March 2026. In preparation for the next phase of the project, PRY is developing a business plan to achieve financial independence for the nursery school.  

New! Education project for 1,200 children

Ethiopia

Our new five-year education project in Ethiopia began in April 2025. Together with our Christian partner, the Ethiopian Kale Heywet Church – Humanitarian Aid and Development Commission (EKHC-HADC), an expert in the field of education, we will be working towards three goals over the coming years, because every child is of equal value: 

1. 1,200 children with disabilities or developmental delays can attend school and receive an education tailored to their unique needs, thereby improving their well-being and future prospects.  
   
   
2. 30 schools and local communities are becoming more inclusive through greater involvement and improved skills. In this way, we work both within each child’s immediate and wider environment to bring about lasting change towards inclusion in society. 
   
   
3. Organisations for persons with disabilities and local authorities support and promote inclusive education through local policies.  

Just one year into the project, 243 children with disabilities – who previously did not attend school – now go to school.  

Education for children with a visual impairment 

Cambodia

2025 marked the final year of the project and our collaboration in Cambodia with our partner, People’s Action for Inclusive Development (PAfID). Together, we worked to promote inclusive education for visually impaired children. PAfID focuses on local collaboration, trains teachers in pedagogical skills to teach pupils with visual impairments, and raises awareness about inclusion. Limited resources for teaching aids and the practical implementation of inclusive teaching methods can sometimes be challenging. However, thanks to PAfID’s collaboration with local authorities and the Ministry for Education, Youth and Sports, inclusive education will continue to be developed in the future.  

• 189 pupils received an eye test.
• During school visits in four provinces, 37 teachers received technical support, and the care for 51 pupils with visual impairments was monitored.  
• 25 teachers received training, which improved their skills and, subsequently, had a positive impact on their pupils’ academic performance.  

Accessible healthcare and less stigma

Ethiopia

Every Life Matters in Ethiopia is committed to providing accessible medical care and sexual and reproductive healthcare (SRH) services for persons with disabilities. For example, wheelchair ramps and accessible toilets make a healthcare building physically more accessible. Whereas training, raising awareness, discussions about menstrual health, and influencing policy help to reduce stigma. Figures from our partners show that an increasing number of persons with disabilities are using healthcare services: 11,132 in 2025 compared with 7,871 in 2024. 

• 977 women and girls with disabilities received information on sexual and reproductive health during coffee breaks.  

• 136 people received financial assistance towards their medical expenses. 

• 165 healthcare workers took part in an awareness-raising training on inclusion, and the Washington Group Short Set on Functioning (externe link) (WG-SS) provided a six-question brief screening tool for physical and mental disabilities, designed to enable rapid identification and referral.

Inclusive healthcare for mothers

Rwanda

In five districts across Rwanda, our partner UPHLS is working to provide inclusive healthcare for mothers and children with disabilities. By reducing discrimination and stigma – including among the women themselves – women are more likely to access healthcare services and feel more confident doing so. By 2025, the number of persons with disabilities receiving care from our partners had doubled: from 1,497 in 2024 to 3,445 in 2025.  

• Poverty, a lack of information and transport problems are the main barriers to accessing healthcare. Through awareness-raising sessions for mothers, training for care workers, discussions with villagers and lobbying local authorities, Every Life Matters is committed to social inclusion. 
  
  
• 10 care centres were equipped with a screening tool to identify disabilities in children at an early age. Data were collected from 1,601 children, ranging from newborns to 6 years of age, to ensure timely support could be provided where necessary.  

Focus on mental health in 40 villages

Indonesia

Thanks to Every Life Matters, the situation of people with psychosocial disabilities has improved in 40 Indonesian villages. By actively involving the community, a more inclusive care system was created in which everyone – from family members and volunteers to village councils and primary care providers – shares responsibility.  

People with psychosocial disabilities developed greater self-confidence and gained more control over their lives. They took part in village activities and, for the first time, gave direction to their own recovery. At the same time, organisations representing persons with disabilities were given a greater role in local decision-making: they contributed their lived experience, helped to shape priorities and assisted in identifying barriers and stigma.  

This project demonstrates that sustainable improvement is possible when the community, the healthcare sector, and the government together invest in accessible, dignified, and stigma-free mental healthcare. 

Five years of We are Able! 

South Sudan, Sudan and Uganda 

2025 marked the final year of the five-year We are Able! programme. In this programme, we collaborated with other organisations, persons with disabilities, their advocacy groups, and local authorities to promote equal rights, inclusive policies, food security, and livelihood security in South Sudan, Sudan, and Uganda. 

Five years on, we can see that, in addition to improved food security and higher incomes, the programme has also resulted in more respect, equal opportunities, and structural change. Persons with disabilities have become more visible, better organised and more actively involved in decisions that affect their lives. Throughout the programme, significant investment has been made in strengthening organisations for persons with disabilities. The 2025 plan focused on making these organisations self-sustaining so they can continue their work even after the We are Able! project has been completed.  

We are Able! consisted of a consortium of organisations – ZOA, Leprosy Mission, VNG International, The Hague Academy for Local Governance and the African Disability Forum – and was part of the Power of Voices Partnerships for Strengthening Civil Society initiative run by the Dutch Ministry of Foreign Affairs.  

Highlights from We are Able! 

• More than 300,000 people were reached and supported on their journey towards a sustainable, rightful place in their society, which also brought them greater food security. 
  
  
• Local organisations and advocacy groups received support to make their voices heard, enabling them to be actively involved in policy and legislation. 
  
  
• We encouraged formal and informal dialogue between persons with disabilities and the authorities at the national and international levels. 
  
  
• An important step towards inclusion: in 2023, the Declaration on the Rights of Persons with Disabilities (UN CRPD) was signed in South Sudan. 

We are Able! in the Netherlands  

In the Netherlands, SeeYou, in collaboration with the Dutch Coalition on Disability and Development (DCDD), advocated for an inclusive development policy, which led to the adoption of a motion and the submission of parliamentary questions.  

Future for young persons with disabilities 

Rwanda

Throughout this three-year project, SeeYou, together with UPHLS and RNUD, focuses on equality, inclusion, respect, and a better future for young persons with disabilities in Rwanda.  

• After two years, we see progress in access to reproductive healthcare for women and girls with disabilities. Last year, 60 volunteers were trained, who subsequently provided information to 368 young people – 357 of whom were girls – with disabilities on family planning, menstruation, pregnancy, and gender-related violence. This knowledge increases their independence, control over their bodies and gender equality.  

• RNUD organised a dialogue on access to reproductive healthcare for deaf girls and young women. This resulted in a policy memorandum and commitments from ministries and the healthcare sector.  

• 24 healthcare workers from eight health centres underwent training on recognising various disabilities, communicating with deaf patients, and using inclusive materials, such as sign language posters.  

• 237 young people have completed vocational training, increasing their chances of employment and income. In 16 Youth Business Groups, they receive support to start their own businesses. 
   

• 25 vocational schools and entrepreneurs offered young people an internship. For example, in a furniture workshop, a bakery, and a car repair shop. They have also agreed to continue training young persons with disabilities after the project ends.  

As a result of the Shift of Power – equality between organisations in development cooperation – decision-making is increasingly shifting towards our implementation partners. Strengthening these advocacy groups is one of the key goals of this project. Last year, the position of chair was transferred to UPHLS, and next year, RNUD will become the chair.  

Towards sustainable fundraising 

57 funds and foundations supported our work, contributing a total of €1,528,075. Our fundraising from funds, foundations, and major donors was marked by increasing competition, growing sector complexity, and efforts to attract new funding. We paid close attention to building new relationships and deepening existing bonds. The fundraising for the Eye Health programme went well. We realised that we need to look for new networks to fund our SeeYou Learns programme. 

• Structural progress meetings and transparent reporting have strengthened collaborations, and several funds have expanded their support.  

• Programmatic and non-labelled fundraising contribute to greater financial flexibility and continuity. 

• Looking ahead to 2026 and future funding challenges, we have started a more targeted approach to raising major donations. This strategic preparation forms the basis for sustainable fundraising in the coming years. 

New in 2025: The SeeYou Grow Network

In April 2025, the SeeYou Grow Network was launched to bring together entrepreneurs from among our supporters. We started with 10 network partners. That number had already doubled to 20 in 2025, and we hope to reach 40 this year. In total, 68 companies supported our work with a combined contribution of €172,461 – almost a doubling of the total in 2024. 

• SeeYou Grow Event  
  During the SeeYou Grow Event on 15 April, our ambassador Jurjen van Houwelingen inspired entrepreneurs, funds, and foundations with his life story of resilience.  

• Impact Dinner  
  In November 2025, we organised the Impact Dinner at the Residence Rhenen – a partner of the SeeYou Grow Network. Gabriël Anthonio spoke during the dinner, and entrepreneurs generously offered auction items. We received many positive reactions about the event.  

Featured campaigns  

• Goal: 50,000 eye treatments 
  We set a very concrete, ambitious goal to raise funds for 50,000 eye treatments through our SeeYou Eye Health projects. Among other things, a Vacation Bible Week in Wapenveld and the auction during the Impact Dinner contributed to the impressive total of 37,054 eye treatments funded. We will continue with this campaign in 2026. 
• Campaign for inclusive education
  Our ambassador, Berdine Zwanepol, was the face of the ‘Every Child to School’ campaign, which we used to raise awareness about inclusive education for children with disabilities in Indonesia. 

• Be courageous, don’t look away 
  In the first quarter, we faced the discontinuation of USAID funds and budget cuts in the Netherlands. In response to that, we launched an additional campaign: ‘BE COURAGEOUS, DON’T LOOK AWAY’. With this, we wanted to speak out strongly against these cuts and strengthen support for development cooperation in the Netherlands.  

Equal partnership 

In all our projects, we work in partnership with local organisations. Through equality, appreciation for each other’s work, and the sharing of knowledge and expertise, we can create a greater impact together. Our partners know the situation, community, and culture, and possess the necessary specific expertise regarding (eye) care, education, or employment. Depending on the project, we also work with local schools, churches, or businesses.  

Giving a greater say to organisations representing persons with disabilities 

As SeeYou, we advocate for stronger collaboration and an equal partnership with organisations representing persons with disabilities. As part of a collaboration with the Leprosy Mission, a research volunteer investigated this. One of the conclusions was the importance of allocating resources for the involvement and capacity development of these advocacy groups. Then they can gain a greater say and responsibility in a project from its development through to its evaluation.  

Partner satisfaction  

During regular consultations and partner visits, we discuss not only the progress of projects with our partners, but also our mutual cooperation. Partners feel they are treated with respect and that a strong bond of trust exists. They appreciate the positive and open communication with SeeYou. We conduct a partner satisfaction survey every two years; we will do this again in 2026. 

Cooperation with Light for the World Belgium 

In 2025, we renewed our cooperation with Light for the World Belgium. After previous successful projects, we will be joining forces again. This time, as part of our expansion to Tanzania, where Light for the World Belgium has been performing valuable work for some time. With this, we are taking an important step in making quality eye care accessible to children in Tanzania. 

Adopted motion for inclusive development policy  

Together with the Dutch Coalition on Disability and Development (DCDD), we advocate for inclusive development policies from the Dutch government. For example, in the run-up to the Dutch general elections, we called upon parties in their political manifestos to devote attention to persons with disabilities in developing countries. At the initiative of DCDD, members of parliament Don Ceder (of the Christian party ChristenUnie) and Mpanzu Bamenga (of the social-liberal party D66) submitted a motion on inclusion in development cooperation policies. The motion was adopted! This led to discussions with the Ministry of Foreign Affairs, during which a report was presented that examined the inclusivity of Dutch development cooperation policies. We will continue these efforts in 2026.  

Working together in networks  

Through various networks and sector associations, we share our knowledge and continue to learn about inclusion, eye care, business operations, and fundraising. Through our membership in these networks, we are even better informed about national and international inclusion developments. 

Organisation structure

The guiding principles of our organisation are: short lines of communication, a clear division of roles, devolved responsibilities, and collaboration based on expertise. We achieve this with:  

Our team  

In 2025, we bid a warm farewell to two colleagues who had been associated with SeeYou for a long time. One of them retired, and the other colleague stopped due to health reasons. By the end of 2025, our team consisted of 10.85 FTEs, with 13 salaried employees and one self-employed professional. Absence due to illness remained approximately the same at 8.79% – consisting almost entirely of long-term absence.  

Quality

Our quality management system is structured according to the principles of ISO 9001 and the sector-specific Partos 9001.  

• In November 2025, we had an ISO/Partos audit. We scored well across the board, and the only point of attention we received was to better embed environmental and sustainability aspects in our policy.  

• We have rewritten our quality manual because we want to work professionally. Various separate procedures have been merged into a single handbook with process owners.  

Three quality marks  

Thanks to our quality marks and certifications, our donors can be certain that we contribute to a better world, use every euro we receive carefully, provide accountability, and undergo an independent audit. 

Complaints 

We handle the feedback we receive with care because it helps us to learn and to improve the quality of our work. Complaints regarding the behaviour of SeeYou employees, partners, and project execution can be submitted via the email address: complaints@seeyoufoundation.nl  

In 2025, we received a complaint regarding possible misconduct that took place at a collaboration partner. The partner in question engaged an external investigator, who found no evidence of wilful misconduct. We have been closely involved in the process, and the partner will follow up on recommendations from the research report to strengthen policy and the work environment.  

In addition, we received a complaint regarding the form of address in our communication. We have agreed to explicitly take this into account in future communication with this donor.  

 Integrity  

Integrity is high on our agenda. We know – and countless studies show this as well – that persons with a disability face a considerably higher risk of being abused. Safety, an open learning culture and a strong integrity policy are vital for preventing such abuse. Because we work directly with local partner organisations in Africa and Asia, we also make sure that our partners have a strong integrity policy in place.  

Revised Integrity Policy  

In 2025, we drafted a new version of our integrity policy. The previous version dated from 2022 and contained obsolete information. The main changes:

Furthermore, our integrity policy (externe link) states what ethical conduct we expect from ourselves and our partners. And the policy includes an Integrity Statement, Code of Conduct, Prevention Policy, Reporting Code, and references to underlying regulations such as the transparency & anti-corruption policy, confidential counsellors scheme, whistleblower scheme, and a complaints procedure.

Acting with integrity internally  

We also want our employees to experience a pleasant working atmosphere and a safe working environment. We therefore have measures for prevention, adequate support and aftercare, including internal and external confidential counsellors. The annual report of the external confidential counsellor shows that no reports were received in 2025. Within our organisation, the integrity officer and the Executive Director are primarily responsible for the theme of integrity.  

As part of our preventive measures, we regularly discuss the importance of acting with integrity and the concrete moral dilemmas this entails. Since 2025, we have been doing this annually through Moral Deliberation, a structured method for arriving together at a morally sound judgment on ethical questions.  

Integrity at our partners 

Partner organisations must demonstrate that they have an active integrity policy and sign the integrity principles stated in contracts. During our contacts with partner organisations and working visits, the topic of integrity is always on the agenda.  

In 2025, our integrity officer organised an integrity training for all partners in Rwanda together with UNABU. Partner PRY in Indonesia also took part in an integrity training. These training sessions were well received and strengthened mutual cooperation and awareness.  

One of our partners experienced an email hack last year, during which altered bank details were shared. Fortunately, vigilance prevented a payment from being transferred to a fraudulent account. In response to this, several procedures have been tightened, including confirming changes to bank details via a video call.  

Code of conduct  

Our core values are the basis of all our actions: every person is valuable, there is room for everyone, love your neighbour, and justice. We also endorse the Partos Code of Conduct (externe link), which includes guidelines on cooperation with civil society organisations in project countries, on setting up a professional organisation, and on communication and fundraising. 

We fully realise that we always work with the financial resources entrusted to us by others, such as donors, funds, and foundations. Therefore, to minimise the risk of abuse of these resources, we follow the guidelines as set out in our Transparency & Anti-corruption Policy. (externe link)

Corporate Social Responsibility (CSR)  

Our CSR policy statement is based on three principles:  

Risk management  

Our work often involves risks and uncertainties. Through our risk management, we prevent risks from becoming reality and limit their potential impact. We implement structured risk management, including a three-monthly risk analysis by the management team, and a sound policy on project expenditure, reporting, monitoring, and integrity. We foresee five important risks in the coming years.  

Our Supervisory Board  

The Supervisory Board safeguards our mission and identity and oversees the Managing Director, policies, and the plans of our organisation. Gerald van Dijk joined the Supervisory Board in 2025. He contributes years of experience in organisational development within the non-profit sector and would like to put his expertise to good use for SeeYou, with a specific focus on fundraising.  

The roles and responsibilities within the Supervisory Board are laid down in the Articles of Association and elaborated in the Regulations for the Executive Board and the Supervisory Board (externe link, opent in nieuw tabblad). Supervisory Board members do not receive financial compensation for their work, but they may claim reimbursement for expenses incurred in performing their duties as Supervisory Board members. In 2025, meeting expenses totalled €724, and travel allowances totalled €612. Good governance and supervision are part of the Erkenningsregeling Goede Doelen (Charitable Organisations Recognition Scheme) and are assessed to qualify for the CBF quality mark (externe link, opent in nieuw tabblad).

SeeYou’s Supervisory Board 

Executive Director’s salary  

The Supervisory Board has determined the remuneration policy, the level of remuneration for the Director and the size of other remuneration components. This is updated each year. For this, we follow the Salary Regulations for Directors of Charitable Organisations, as drawn up by the Dutch sector organisation Goede Doelen Nederland. Using these weighting criteria, the Supervisory Board has awarded our Director, Jolanda Omvlee-Tijhuis, a so-called baseline score for a management role (Dutch abbreviation: BSD) of 380 points.  

Her annual income in 2025 amounted to €66,439, including a holiday allowance and an end-of-year bonus. Her pension contribution was €7,601. As a result, the annual income, taxable allowances and additions, and the employer’s pension contribution remained well within the maximum limit included in the Remuneration Scheme. In the annual accounts under ‘Explanation stated income and expenses’, the size and composition of the remuneration is explained in greater detail.  

Additional positions of Executive Director Jolanda Omvlee-Tijhuis

• Owner Jolanda Omvlee-Tijhuis Executive Coach & Interim  
• Owner and founder of Pilgrim Leaders  
• Chair of the Supervisory Board of the Hannah group of schools in Bergentheim  
• Board member of the Dutch Coalition on Disability and Development (DCDD)  

Meetings and decision-making in 2025 

The Supervisory Board met on five occasions in 2025. This involved four regular meetings and a supervision training by an external expert. A strategy session was also held that day to discuss the impact of our programmes and fundraising.  

The Supervisory Board met to discuss, among other things, the 2024 annual report and financial statements, the 2025 annual plan and budget, the new multi-year strategy, our integrity policy, remuneration policy, and the employee satisfaction survey. The Audit Committee met three times to discuss, among other things, the annual accounts and the multi-year budget. The Programme Committee also met three times and discussed the partnership policy, monitoring and evaluation, and programmes in the 2025 annual plan. 

Financial results 2025 

In 2025, we once again achieved positive results, both in terms of realising our objectives and financially. Our income was higher than budgeted, our target spending percentage rose, and the percentage of donations from private individuals increased. At the same time, declining government funding has brought challenges. Below, we explain the key developments in income, expenses, and expenditures. The complete annual accounts are presented in the following chapter. 

Explanation of income, expenses and expenditure policy  

In 2025, we had 3.3 million euros from donations available to spend directly on projects, programmes, and awareness/education about eye care and inclusion.  

• Of the total expenditure, we spent 88.4% on our objective (compared to 87.2% in 2024). 81.9% was directed to our programmes and projects through local partners, and 6.5% was spent on education and awareness about eye care and inclusive development. 

• A growing share of our income consists of programmatic contributions. These earmarked sources of income can be flexibly deployed within predefined programmes, such as SeeYou Eye Health and SeeYou Learns. This positive development contributes to an efficient allocation of resources and reduces reliance on project-specific financing, which is consistent with a sustainable financing strategy. 

• Income from government funding decreased from 30% of the total income in 2024 to 22% in 2025. This is primarily due to the completion of the We Are Able! programme and the lack of new government contributions. As a result, the composition of the income has changed, and the relative importance of private fundraising has been increasing. 

These developments emphasise the importance of diversifying sources of income. Therefore, our focus is on strengthening fundraising activities and developing new propositions for funds and foundations, companies, and individual donors. 

Income 

Total income of over 4 million euros in 2025 were more than 15% over the budget. This allowed us to reach more people, especially through the screening programmes for the early detection and treatment of eye conditions. 

Higher contributions from private individuals and funds compensated for the lower income from companies and the government. We are using this growth in income to expand our project portfolio, thereby creating economies of scale and distributing costs more efficiently. 

 Expenditure 

We were able to spend 88.4% of the total expenditure of €3,760,294 on our objectives (budgeted: 85.3%). This higher percentage is partly due to lower organisational costs: in 2025, costs were below the amount budgeted. 

Result allocation 

We closed the financial year 2025 with a positive balance of €332,525 (compared to €292,900 in 2024). 

 Allocation: 

• Allocated funds: €227,524 

• Continuity reserve: €105,001 

Reserves policy 

Within the non-profit sector, we speak of reserves rather than equity, because funds always have a specific purpose. We use these reserves to ensure continuity and the absorption of risks. 

 Our reserves at the end of 2025:  

 Continuity Reserve: € 1,175,141 

• The Continuity Reserve remains well below the sector standard (maximum 150% of annual costs). We apply our own standard of at least 65%. For 2025, it is 84%. 
  
  
• Emergency Relief Reserve: € 75,000 
  The Emergency Relief Reserve was not used in 2025, but it remains available for rapid deployment in emergency situations. 

Allocated funds 

 Allocated funds concern donations earmarked for specific projects or programmes. These show a positive development:  

•  Balance end of 2024: €1,024,498 
• Balance end 2025: €1,252,022 

 This increase contributes to continuity and efficient project planning and is primarily due to:  

•  Early fundraising for future years 
• Multi-year projects 

Standard percentages and benchmark  

Our starting point is that our cost percentages for fundraising, management and administration remain below the applicable benchmark set by the Dutch charity sector organisation Goede Doelen Nederland. The income is used to achieve the statutory objective. 

The effective and sustainable implementation of this objective requires investments in fundraising and quality improvement. With this, we contribute to the continuity of our organisation, the quality of the programmes, and the support of our partners. 

In the table below, the cost percentages realised by See You are compared with the benchmark for fundraising institutions in the peer group International aid and human rights with an annual income exceeding 1 million euros. 

• The management and administration cost percentage is also below the benchmark in 2025. The decrease compared to 2024 is partly due to a decline in personnel costs.  
  
  
• The target expenditure percentage of expenditure amounts to 88.4% in 2025, compared to a benchmark of 83.4%. Therefore, the three-year average for 2023–2025 is 86%, indicating that our organisation consistently performs above the benchmark.
  
  
• The percentage of fundraising costs increased slightly in 2025 compared to 2024. This increase is related to an intensification of fundraising activities, partly as a result of the decline in government funding. The percentage remains within the applicable benchmark. 

Budget 2026 

 The 2026 budget is balanced, partly thanks to the use of allocated funds from 2025. 

 Key developments: 

• Discontinuation of We Are Able! (approximately €1 million per year) 
• Partial compensation through portfolio expansion 
• Further commitment to programmatic financing 
• Advance fundraising 

 Key priorities for 2026: 

• New fundraising strategies due to declining government support 
• More focus on non-earmarked donations 
• Growth of programmatic donations 
• Further cost control 
• Scaling up projects and expanding the portfolio 

 Financial overview: 

• Expected income: €2.8 million 
• Result: -€773,753 (covered by allocated funds) 
• Operating result: €4,306 positive 

 The 2026 budget is included as an annex to the 2025 financial statements. 

Multi-year budget (2025–2029) 

 The multi-year budget aligns with our new multiannual strategy 2026–2030 and shows a positive outlook. Thanks to timely scaling up and cost control, we remain a financially healthy and agile organisation in a dynamic world. 

 Four important trends: 

• Reduction in government grants 
• Scaling up our projects and portfolio 
• Growth through funds, companies, and individual donors 
• Further professionalisation and efficiency improvements 

What we have learned from 2025 

• We can make the impact and results of our programmes even more visible and transparent for our donors. 
• We need to further shape our partnership policy to achieve sustainable development. 
• We need to more fully integrate collaboration with organisations of persons with disabilities (OPDs) into our monitoring and evaluation.  
• The new setup of a major eye care campaign for SeeYou Eye Health, with a concrete target for eye treatments, was well received. 
• The increased focus on our relationship with funds and foundations, and major donors was successful and led to greater engagement. 

Looking ahead to 2026 

Looking ahead to 2026, we remain committed to quality eye care, accessible healthcare, education, and equal rights for persons with disabilities.  

•  We will expand our strategic partnerships and focus on further growth in our income and programme portfolio.  
  
  
•  We will set up a system for the structured storage of complaints, enabling us to analyse them, draw structural lessons, and further strengthen processes where necessary. We are also improving our ICT system.  
  
• We revised our integrity policy in 2025 and will reformulate the code of conduct in 2026. 
  
  
• We will expand SeeYou Eye Health. In Ethiopia, we will bring eye care to Afar, a remote region with severely limited eye care facilities. And in Tanzania, we will start a new project to prevent blindness together with the Kilimanjaro Christian Medical Centre and Light for the World Belgium. 
  
• We will carefully conclude the final year of the Access to a Future project in Rwanda by strengthening the advocacy organisations involved. Thanks to funding from the European Union, we can invest specifically in a healthy and meaningful future for young persons with disabilities.  
  
• We will work with our expert partners from SeeYou Learns in Rwanda and Indonesia on new projects to improve the enrolment of pupils with disabilities in pre-school and primary education. 
  
• In accordance with our multi-year strategy for 2026-2030, we will devote even more attention to structurally improving the lives of families and to their impactful stories.  
  
  
• We will continue our campaign for 50,000 eye treatments and develop new opportunities for donations and targeted fundraising.  

Just like 2024, 2025 also closes with a positive result. Project revenues still available at the end of 2024 were spent in 2025. New income was generated throughout the year, meaning we will conclude 2025 with a substantial portion of the allocated funds still available to spend on projects and programmes. This made it possible to renew contracts promptly and offer partners certainty. With this, the allocated funds have once again been deployed for full expenditure in the coming period.

This year, legacies once again made a positive contribution to supporting SeeYou in general.

Our policy concerning the reserves is further explained in the Notes to the balance (7.4).

You can find an explanation of the Results in the Explanation (Sections 8 and 9) and in Section 11, Comparative analysis. In addition, the Finances chapter of the Annual Report 2025 provides further details on the financial policy and results.

6. Accounting policies

7. Notes to the balance sheet

There is a slight increase in reserves compared to 2024, driven by improved coverage of the SeeYou costs, particularly from programmatic contributions.

The reserves are segmented according to the purpose assigned to them by the board. In 2025, these were the Continuity Reserve and the Emergency Relief Reserve. The Continuity Reserve is a financial buffer for recognised charities, under the CBF guidelines. It ensures that the organisation can bridge disappointing income (from donations, grants) for some time and, if necessary, take measures to reduce costs, and is considered part of good governance. SeeYou establishes the minimum size of the Continuity Reserve based on a risk analysis. The guiding principle is that the reserve must enable SeeYou to redress temporary setbacks so that projects can continue to achieve their results or, in the worst-case scenario, be properly wrapped up. This means that donations continue to be used well even when financial setbacks occur. As an organisation, SeeYou needs to be able to bridge such a financial dip and also provide short-term support to partners, for example, when support is suddenly withdrawn. Stability also allows a partner to better build sustainable local capacity rather than engage in ad hoc crisis management.

Since 2025, SeeYou has maintained a position of at least 65% of the organisation’s gross costs for the Continuity Reserve. The charity sector applies a maximum of 150% of the organisation’s annual costs; SeeYou remains well below that.

Earmarked reserves

In addition to the Continuity Reserve, SeeYou has established one earmarked reserve:

•  Emergency Relief Reserve: €75,000

The countries where SeeYou collaborates with partners are also regularly affected by natural disasters, conflicts, and other unexpected emergencies, such as the coronavirus pandemic. To respond quickly in these situations, a reserve has been established to immediately start and (pre-)finance initial activities, independent of fundraising. SeeYou supports partners in need on humanitarian grounds, provided that the local or international partners have the capacity to provide this assistance adequately. This also supports the progress of regular activities.

Any funds raised for this emergency aid will subsequently be returned to the reserve until the pre-financing position is replenished. This ensures that funds can be quickly made available again for a new emergency relief operation and deployed to benefit victims of natural disasters, conflicts, or other unexpected emergencies.

In 2025, these emergency relief funds were not called upon. However, emergency situations did arise, particularly in Rwanda due to border conflict and the sudden loss of third-party funding. Existing donors stepped in immediately, without the need for bridging from the emergency fund.

The funds allocated as of 31 December 2024 have all been deployed to projects in 2025. New funds were raised again during 2025. Some of these funds were confirmed in the second half of the year and were therefore not fully spent in the financial year 2025. SeeYou also strives to raise funds on time. With the funds available at the end of the financial year, the contracts for the projects can be signed with the partners in a timely manner, without inefficient interruptions while awaiting new funding. Multi-year funding and advance fundraising both contribute to this.

This provision was formed as a result of an inheritance received. Stichting SeeYou has taken upon itself the obligation to pay out this inheritance to the heirs of this estate. The payment is dependent on various factors, including indexation based on the Dutch Consumer Price Index. The provision is based on an actuarial calculation. The actuarial interest rate in 2025 is 3.26% (2024: 3.300%, 2023: 3.00%) based on the mortality table (male and female mortality between 2014 and 2019) using the SRA method.

7.7 Rights and obligations not included in the balance sheet

Multi-year financial obligations

An annual lease has been signed for our office space that runs from 1 August 2022 to 31 July 2027. The rent is indexed annually based on the Dutch Consumer Price Index. The total of the lease instalments that expire after the balance sheet date amounts to approximately €28,900 – €13,195 = €15,705 (price level 2024

Conditional advances

If partners do not spend all of the project funds allocated during the project period concerned, there is underspending. SeeYou Foundation then has the conditional right to reclaim these funds.

Underspending, once determined and communicated to the partner, is usually settled during the following agreed project period.

7.8 Events after the balance sheet date

The 5-year We Are Able! project ended on 31 December 2025. During the preparation of the final report by all consortium partners, an unforeseen overspend was identified in Q1 2026, resulting in partial adjustments to previous cost coverage agreements, agreed upon in consultation within the consortium. The SeeYou share in this has been calculated at 23,510 euros. That has been deducted from the assets and receivables.

The project passed-through costs consist of direct project costs (e.g., travel, evaluations), programme management costs directly attributable to the projects, and organisational costs allocated to the projects.

Fundraising costs turned out higher than budgeted due to the deployment of a new online marketing strategy and an additional fundraising campaign.

Overall, personnel costs decreased slightly. The number of FTEs fell slightly further to an average of 10.9 (2024: 11.65, 2023: 12.75, and 2022: 15.26).

The costs for the Executive Director are accounted for under 10. Salaries

Members of the Supervisory Board receive no remuneration for their work. During the reporting year, no loans, advances, or guarantees were provided to them.

SeeYou strives to keep office costs as low as possible. Following the sharp rise in energy prices in 2022, energy-saving measures were implemented to control those costs. Under depreciation, automation started later in the year, resulting in a lower depreciation this fiscal year. The depreciation of buildings could be discontinued.

10. Salaries

The costs of the Executive Director have been significantly reduced this year due to fewer hours and lower remuneration.

The Managing Director’s annual remuneration (employment contract) remains within the maximum amount of €129,292 (1 FTE, 12 months), corresponding to a BSD score of 380 points in accordance with the Remuneration Scheme for Directors of Charitable Organisations (amended December 2024).

Income

Income this financial year was 16% higher than budgeted, primarily due to contributions from major donors. The income from companies was slightly lower than estimated because some contributions were ultimately made as individuals or through foundations rather than as companies, and therefore ended up in that other category. Government grants were slightly less than budgeted because expenses for the MUB project continue into 2026.

The income from other non-profit organisations saw windfalls and was 18% higher than expected.

Expenditure

The total expenditure of €3,760,294 remained slightly below budget again this year, driven by a general cost-control policy. There is a slight underspend on projects because some planned activities started later, so not all costs have been incurred in 2025. Personnel costs decreased due to a small decrease in FTEs.

In 2025, it was possible to spend 88.4% on the objective of the organisation (2024: 87.2%, 2023: 82.5%). Of which 81.9% went to projects for inclusive development, strengthening the rights of persons with disabilities, and eye care worldwide. In addition, 6.5% went to activities related to information and awareness campaigns regarding the need for inclusive development in development cooperation.

You can read more about the cost-benefit indicators in the finance chapter of the annual report.

The 2026 budget differs from that of 2025 primarily due to the completion of the We Are Able! project. Over the past 5 years, this project had an annual budget of approximately 1 million euros. This income and expenditure will be discontinued. 2026 is a transition year in which SeeYou will work on expanding the portfolio to grow within the current organisational setup. The positive result of 2025 provides a good start for 2026, there is room for growth at SeeYou and its partners.

The balance of income and expenditure stands at -€773,753 for 2026, because more project expenditures are planned than new income. This is because SeeYou raises funds early, so a portion of the 2026 funds was already secured by the end of 2025. These funds are visible as allocated funds. The apparent deficit is thereby fully covered. Due to this advance fundraising, SeeYou can also conclude contracts with the implementing partners promptly, thereby supporting the continuity and efficiency of projects.