Donation Ceremony with Christina Studte, Carola Bach from pme, and Eva Funk
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pme Donates: NUSZ e.V. — A Children's Farm in the Heart of Berlin

We hope that even 30 years from now, former children will still say, “That was an important place in my childhood.”​​​​​​​ (Eva Funk)

It’s a little oasis for children amid the hustle and bustle of the big city: the children’s farm at the Ufa-Fabrik in Tempelhof. Here, children can care for animals, learn responsibility, and—far from the pressure to perform at school—find some peace and quiet. In 2025, the children’s farm received a donation of 10,000 euros from pme Familienservice. We spoke with Christina Studte from NUSZ e.V. and Eva Funk, director of the children’s farm. 

(Pictured, from left to right): Christina Studte, pme donation sponsor Carola Bach, and Eva Funk.

The UFA-Fabrik is a diverse place. How is the children's farm integrated into it?

NUSZ: The ufafabrik grounds are home to various initiatives and organizations offering a wide range of programs and activities, including ufafabrik e.V. and the International Cultural Center, which features a children’s circus, cultural events, and much more. The grounds are also home to the Neighborhood and Self-Help Center at the UFA-Fabrik e.V., which includes the Family Meeting Place and plays a major role in community outreach.

We work in partnership with an independent school located on the same grounds. We are separate institutions, but we share space. The children’s farm thus also serves as a “schoolyard” and a place of learning for the students.

At the same time, we see ourselves as part of a larger network: Through the neighborhood and self-help center, we can connect families to additional services and support in the neighborhood when needed—which is especially valuable for single parents whose children come to us.

What animals live on the children's farm?

We have several ponies—two that we actively work with, and two retired ponies that we, of course, take care of. We also have rabbits, guinea pigs, chickens, geese, three turtles, ferrets, and two bee colonies living here.

A beekeeper takes care of the bees, but they're obviously part of the family—and sometimes they make quite a racket. 


The children's farm is home to lots of animals that are lovingly cared for.

The children's farm is funded by the Youth Welfare Office. Is that enough to keep it running?

We receive annual funding from the Youth Welfare Office as a children’s recreational facility. This is very important and covers the costs of our educational staff, but unfortunately not the care of the animals, which is at the heart of our work. This is very labor-intensive and costly. For years, our biggest challenge has been covering the ongoing costs of food, veterinary care, animal care, and housing. 

That is why we are developing additional sources of income: childcare centers school classes that visit us in the morning pay a participation fee. Without donations and this additional income, caring for the animals the way we do here would not be possible. The program is free of charge for children in the afternoon.

What exactly does your offering look like—and who is it intended for?

Our main activity time is in the afternoon, when we offer open children’s and youth programs: Children and teens—mostly between the ages of 6 and 14—can simply come by, spend their free time on the farm, and take on responsibilities through activities like pony time.

On weekends, the farm is also open in the afternoon to families and other visitors, and we host a family afternoon. During school breaks, we stay open longer; many children stay all day, and we cook and eat together and organize special activities like a tent week.

Despite this openness, the children’s farm remains a safe space: as “adult-free” as possible, in a positive sense. The children should be among themselves, shape their own space, and feel safe—the adults are available in the background, but the children are the focus.

Do the children actually take advantage of this opportunity to strike up a conversation?

Yes, definitely. We often hear that children who tend to rub people the wrong way or “don’t quite fit in” elsewhere really thrive with us. That’s the great strength of open children’s and youth programs: Participation is voluntary, the setting is different, and the children can get involved at their own pace.

The animals are a huge help in this regard—they don’t judge and react immediately, which creates special connections.
Many children experience the children’s farm as a “third place” alongside their home and school—a place where they are taken seriously, where they can feel at home, and where they can simply be themselves.


Laika the pony urgently needed a medical inhaler. She is doing better now.

How were you able to Familienservice the donation from pme Familienservice ?

Part of the donation went directly toward purchasing a medical inhaler for our pony, Laika. Due to summer eczema, her mucous membranes are under particular strain. To prevent a chronic respiratory condition, she needs to use the inhaler during acute episodes. The special equine inhaler costs around 2,000 euros and is an important investment in her long-term health.

The rest of the donation helps us with day-to-day expenses in areas where there are always “little projects” to tackle: food and veterinary costs, art supplies for the children, potting soil and seeds for our raised beds, or a freshly painted fence. Over the course of the year, these costs really add up. Without donations like those from pme Familienservice , we Familienservice hardly Familienservice maintain the farm as it is today.

What are your hopes for the future of the children's farm?

We hope to ensure the long-term future of our animal care program—because without animals, the children’s farm simply wouldn’t be possible. And we hope that many children will continue to experience this place as “their” place: a place where they can take on responsibility, experience nature, build relationships with animals, and feel welcome even when they have worries.

And, of course, we very much hope that policymakers and society will take the value of such places for children seriously—and provide them with appropriate financial support.

We’d also love to make our long history more visible: The children’s farm is one of the oldest facilities in the organization, with a history dating back to the 1980s. For next year’s 40th anniversary, for example, we’re thinking about putting together a small photo exhibition titled “Then and Now.”

Above all, though, we hope that even 30 years from now, former children will still stop by here and say, “This was an important place in my childhood.”

Social commitment of the pme Familienservice

The "pme donates" fundraising campaign has been running for five years, giving pme team members the opportunity to nominate charitable organizations in the fields of "international development aid," "social work," "climate and animal protection," and "culture" for a donation that they actively support. All team members then vote on the organizations they want to support. The organizations with the most votes receive a donation from pme Familienservice.

In 2025, five national and international organizations received a total of €50,000 in donations—a joint demonstration that social engagement is an integral part of pme's corporate culture.

zero Burnout among employees: What managers need to know

Man on a tightrope in the mountain

Burnout among employees: What managers need to know!

When a team colleague returns to work after a burnout, colleagues and managers almost always ask themselves with some concern: How should we deal with him or her? Will he or she be back at work? Carola Kleinschmidt is a trainer and expert on burnout and knows how managers can manage this balancing act.

Psychologist and Managing Director of Oberbergkliniken. For many years, she established concepts for mental health in the workplace in companies. Kentgens gives many educational talks and workshops in companies of all sizes, and wherever she goes, she always encounters the same uncertainty: "How do I as a colleague or boss deal with the person coming back from illness?

This is a question that concerns a lot of people," explains Kentgens. "The questioners in another department have often seen someone come back to the office but only stay at work for a few hours and then go home again. And they asked themselves: Is he allowed to do that because he was ill? Will that always be the case now?".

Reintegration after burnout: in stages from four to eight weeks

"There is usually a misunderstanding here," explains psychologist Kentgens. Bosses and colleagues often don't know that those returning to work are doing a phased reintegration . During this time, they are still officially on sick leave and the health insurance companies pay the wage costs.

As a rule, a gradual reintegration takes four to eight weeks. This period gives returnees the opportunity to gradually acclimatize to everyday working life and their activities again - without too much pressure. "During this time, special arrangements apply that are underpinned by medical or therapeutic advice. There is an agreed step-by-step plan, which is ideally agreed between the returnee, the person receiving treatment, the manager, the HR department, the works council and the company doctor," explains Kentgens. This means that it is quite possible that only a few hours of work per day have been agreed initially or that other special regulations apply to the employee during this time. Ideally, the employee's resilience will increase continuously.

How to deal with a colleague?

Of course, colleagues who don't know this quickly see someone from the outside who is only able to cope with little stress. And it is not uncommon for this initial image of the returnee to become established. A vicious circle can begin: You don't trust the employee to do much - and thus deprive them of the chance to fully reintegrate into day-to-day business.

"We therefore advise managers to communicate the employee's current status within the company to the team. Temporary special arrangements that have been negotiated with the person concerned, such as no business trips or reduced customer contact, should also be communicated so that the team is aware."

Such agreements can still apply between managers and employees even after gradual reintegration. Even then, it is best to communicate this to everyone. This transparency makes it much easier to reintegrate the returnee into the team and prevents rumors, false consideration and gossip.

After the burnout: no false consideration

Once reintegration is complete, which is usually the case after four to eight weeks, the employee is healthy again and can be fully deployed in the company.

"After reintegration and when any special arrangements have expired, the employee is considered fully resilient again," explains Kentgens. From the psychologist's point of view, this is the right thing to do, as there is a risk, especially after a mental health crisis, that the person will remain in a certain protective posture - or be pushed into the corner of "he's no longer resilient" by those around him out of false consideration."

Such developments are counterproductive for health and, above all, for recovery," explains Kentgens. The aim of reintegration is therefore for the employee to be able to return to their old job with the usual stresses and strains. Ideally, after successful treatment, the employee's attitude, resilience and resistance to stress will have improved - including the ability to say "no" from time to time.

"The biggest concern of those affected is that they will be looked at the wrong way when they return to the company."

If the employee notices before returning to work or during the reintegration process that they no longer want to carry out certain activities that were previously part of their duties, then it is not up to the manager or team to automatically take them off their hands. Rather, it is up to the employee to change their tasks and workload, explains Kentgens. This means that they can negotiate their tasks with their manager and also at HR department level in order to make the work suitable for them.

Talks as part of the reintegration process can also be the place for such adjustments. For example, some burnout sufferers want to reduce their working hours or look after fewer customers than before, and in some cases also want to move to other positions with less responsibility. "This clear appeal to the personal responsibility and clarity of those formerly affected may sound rigid," says Kentgens. But she knows from the everyday experience of therapists who work with burnout sufferers: "The biggest concern of those affected is that they will be looked at the wrong way for months after returning to the company, that they are no longer trusted to do anything and that this is precisely why they will not be able to perform again". Clarity in the reintegration process counteracts this discrimination and is therefore beneficial - for everyone involved.

 

About Carola Kleinschmidt:

Carola Kleinschmidt is a graduate biologist, journalist and certified trainer (additional training in communication psychology, Schulz-von-Thun Institute/University of Hamburg).

She has been working on the topic of "health and the world of work" for 15 years. Stern magazine described her non-fiction book "Bevor der Job krank macht" (Before the job makes you ill) as "one of the best books on the subject of burnout". It has sold over 25,000 copies. Follow-up books: "Das hält keiner bis zur Rente durch" (2014), "Burnout - und dann?" (2016). Carola Kleinschmidt gives lectures and workshops in organizations and companies on the topic of "Good Work & Mental Health". www.carolakleinschmidt.de

 

 

 

Literature tip: "Burnout - and then?" (2016)

Every year, millions of people get back to life after a burnout. They all ask themselves: How will my life go on? Should I expect relapses? What and how much do I need to change in my life?

Carola Kleinschmidt has accompanied many sufferers over the years. She describes what life is like after the crisis, what difficulties arise in the new everyday life and what characterizes the people who leave the spiral of exhaustion behind them for good. Short interviews with experts place the individual experiences in a broader picture and explain which strategies are most suitable. The result is a comprehensive picture of how to find your way back to a positive attitude to life after a burnout and ensure that it stays that way.