Introduction

Stichting Tiko (formerly Triggerise Stichting) (the Foundation), incorporated on 29 October 2014, is a non‑profit institution for the public benefit (ANBI) incorporated in the Netherlands. The Foundation’s statutes and its activities demonstrate its public‑benefit purpose and charitable objects.

Management of the Foundation

Pursuant to the Foundation’s Articles of Incorporation and its actual activities, no individual or legal entity shall have decisive control. No person may dispose of the Foundation’s assets as if they were their own. Decision‑making is exercised by the executive management under the oversight of the Supervisory Board in accordance with Article 8 of the Articles of Incorporation. The Supervisory Board provides independent oversight and approves the strategy, budgets and annual accounts.

Vision and mission

Vision

Our vision is a world where all youth have the power to choose where, when, and how they meet their sexual reproductive health needs.

Mission

Founded in 2014, Tiko is a non-profit organisation that enhances the potential and fosters the resilience of adolescent girls and young women (AGYW) in Sub-Saharan Africa by addressing the critical “Triple Threat”: early pregnancy, HIV, and sexual and gender-based violence (SGBV).

Leveraging a technology-enabled, community-driven approach, Tiko collaborates with local and national health systems to drive sustainable, transformative change

Statutory framework

Article 2. Objects

2.1 The objects of the Foundation are to create, foster, invest in and/or manage businesses and philanthropic solutions to underserved market segments worldwide.

2.2 The Foundation seeks to realise its objects, inter alia, by:

• raising funds and donations from partners, authorities, foundations, associations, institutions, individuals and companies by means of direct requests, publicity, campaigns and fundraising activities;
• managing and using such funds, donations and any other income for the realisation of the Foundation’s objectives through investments in and/or donations to initiatives worldwide;
• consulting, supporting and cooperating with organisations, individuals and institutions that support these objectives;
• undertaking any and all acts conducive to the realisation of the Foundation’s objects in the broadest sense.

2.3 The funds of the Foundation consist of grants, donations, bequests, assets obtained from testamentary dispositions and other benefits.

2.4 The Foundation serves the public interest and does not aim to make a profit.

Strategic focus areas

• Transform Tiko into an integrated, girl-centric, platform delivering critical services to target the Triple Threat of unwanted pregnancies, new HIV infections and SGBV.
• Take Tiko to scale in 5 key markets and maintain in 2 additional ones in Sub-Saharan Africa to reach 3.5 million girls a year by 2030.
• Strengthen local ecosystems (CBOs, peer educators, private and public providers) and broader healthcare systems in countries of operations.
• Deliver more value through a data-driven organisation, a lean operating model and scalable technology solutions.
• Design, pilot and scale complementary sustainability pathways to better refine endgame implications.

Work performed by the Foundation

Tiko uses a tech-enabled model to connect otherwise fragmented stakeholders on the ground, such as private and public medical service providers, community-based organisations (CBOs) and pharmacies, so that girls have access to high-quality health and wellbeing services and products, at no cost to them.



Tiko’s model removes social and financial barriers to care, ultimately empowering girls as agents in their sexual and reproductive health journey.

Method of fundraising

Our fundraising approach focuses on: 

1. Deepening and expanding existing donor partnerships

We prioritize retaining existing donors by demonstrating impact, sustainability, and strategic clarity—while actively growing the size, duration, and ambition of their commitments. This includes converting annual grants into larger, multi-year investments, engaging donors as long-term partners and champions, and aligning them to Tiko’s evolving strategy through tailored stewardship and reporting.

2. Crowding in new donors through strategic positioning and platforms

We proactively attract new funders by segmenting donor audiences and tailoring value propositions that speak to their priorities—whether innovation, scale, outcomes, or systems change. We leverage existing donor platforms and tools, including outcomes-based financing and blended finance structures, alongside peer validation, co-investment, and endorsement from trusted funders, to create credible entry points, activate networks, and expand Tiko’s donor base.

3. Strengthening internal systems, processes, and execution

We are investing in robust internal systems and processes to support high-quality proposal development, donor management, and retention. This includes clearer workflows within the BD team, stronger cross-organizational coordination, improved knowledge management, and disciplined pipeline tracking—ensuring fundraising is efficient, strategic, and scalable as Tiko grows.

Together, these pillars enable Tiko to mobilize catalytic, sustained capital that supports program scale, innovation, and long-term.

The administration of income and funds

The recording of income, expenditure, assets and liabilities is administered in the ERP (enterprise resource planning), Netsuite. The Foundation’s consolidated financial statements for the year ended 31 December 2024 were audited by KPMG, an independent audit firm of Stichting Tiko in accordance with the ‘Verordening inzake de onafhankelijkheid van accountants bij assurance-opdrachten’ (ViO, Code of Ethics for Professional Accountants, a regulation with respect to independence) and other relevant independence regulations in the Netherlands. The audit was conducted in accordance with Dutch law, including the Dutch Standards on Auditing.

How income and funds will be spent and to which objectives

Forecasted revenue for 2025 is EUR 25.9 million, of which EUR 0.6 million is governmental subsidies, EUR 2.0 million is from investors in development impact bonds and EUR 23.2 million from other non-profit organizations. The 2025 annual operating budget of EUR 25.3 million was presented, discussed and approved by the Supervisory Board. The approved budget consists of program expenses EUR 21.7 million, fundraising expenses EUR 0.9 million and management and administration expenses EUR 2.7 million. 

Organisation

Members of the Supervisory Board:

• Phinah Kodisang
• Werner Strydom
• Refilwe Maluleke
• Twebese Mugisha
• Samukeliso Dube

The Supervisory Board members are not remunerated in their capacity as Supervisory Board members. All resolutions shall be adopted by an absolute majority of the votes cast.

Date updated: 25 April 2025

This Policy Plan was updated to reflect the Foundation’s 2024 annual results and strategic position as set out in the 2024 Annual Report. Date updated: April 2025.