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Financial structure

Background - 11 April, 2011

Greenpeace as a whole

All National/Regional Offices, as well as Greenpeace International, clearly articulate and regularly review their long-term development plans to ensure programme and development coherence, realistic budgeting, and long-term financial self-sufficiency. These development plans are drawn up and evaluated annually in mutual consultation.

All Licensed Greenpeace offices fulfil financial management and control criteria that are considered accepted good practice within the territory they operate in. Their accounts are annually audited by independent certified public accountants whose examination complies with locally accepted auditing standards and requirements.

Greenpeace's funding structure is designed to reflect our independent offices' aim to work together globally as "One Greenpeace": a truly global organisation, since environmental issues and their solutions do not stick to national borders. This is achieved as follows: 

  • Our incremental contribution system ensures that significant funds from established offices with higher income can be redirected to support and build independent Greenpeace offices in developing regions.
  • National / regional campaign work is designed to strategically support the jointly agreed international programme priorities.

This way we ensure optimum use of our supporters' donations, maximising the global effectiveness and reach of our campaigns.

Greenpeace International

A core function of Greenpeace International is to act as the conduit for redistributing global Greenpeace income according to global priorities; and to coordinate the process of establishing the long-term organisational development plans for all offices.

Greenpeace International is funded by the National/Regional Offices through the incremental annual contribution system. Its annual operating budget consists of the following elements:

  • All global campaign work that happens directly under the managerial auspices of Greenpeace International, plus associated staff costs, communication and operational activities, including management of the Greenpeace ships;
  • National / Regional office development budget, including grants to new, priority and developing offices;
  • The global Greenpeace IT service: hosting services and developing internet tools and software for Greenpeace offices worldwide
  • A budget for international support to national/regional offices' fundraising work;
  • A modest budget for direct supporter interface work through the internet; and for fundraising from major donors and foundations in countries where Greenpeace does not have an established presence;
  • Organisational and administrative costs.

Greenpeace International's accounts are subject to annual auditing by independent public accountants, whose examination complies with International Standards of Auditing.