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BirdLife International
(The Secretariat to the BirdLife International Partnership)
Financial Statements for the year ended 31 December 2015
together with Trustees’ and Auditors’ reports
Company registration number: 2985746
Charity registration number: 1042125
BirdLife International Trustees’ Report and Financial Statements 2015
www.birdlife.org
Page
Trustees Report
Introduction 1
Objectives and Activities 2
Reference & Administrative Information
Officers, Trustees and Senior Staff 3-4
Offices 4
Principal Professional Advisers 5
Structure, Governance and Management 6
Strategic Report
Achievements and Performance 7-10
Plans for Future Periods 11
Financial Review 11-12
Risk and Uncertainty 12-13
Auditors 13
Acknowledgements 13
Independent Auditors’ Report 14
Consolidated Statement of Financial Activities 15
Balance Sheets 16
Consolidated Cash Flow Statement 17
Notes to the Accounts 18-37
Supporting the Work of BirdLife International 38
BirdLife International Trustees’ Report and Financial Statements 2015
1 www.birdlife.org
Trustees’ Report
Introduction
Trustees’ Report and Financial statements The Trustees present their report and the financial statements,
together with the auditors’ report, for the year ended 31
December 2015 for BirdLife International (the Secretariat to the
BirdLife International Partnership).
BirdLife International is a UK registered charity and company
that in itself is only one component of a Partnership of
independent organisations working in 120 countries and
territories around the world. This annual report and the
accounts reflect the activities of the Secretariat, but do not report
on the full activities of the BirdLife International Partnership.
The company and charity in this context refer only to the
Secretariat, which itself operates across all continents. However,
to better understand what the Secretariat is and what it does, it is
necessary to outline the context of the Partnership. The Trustees’
report sets out the main elements of the Partnership strategy and
then describes the Secretariat in more detail.
The BirdLife International Partnership BirdLife is a worldwide nature conservation Partnership that
works locally, nationally and globally for birds, for nature and
for people. Nature is crucial to Earth’s life support systems and
for people’s well-being and quality of life. Saving nature is both
a moral imperative and a practical necessity. BirdLife’s work
embraces all nature, with a special focus on birds, which make
biodiversity more visible and understandable and inspires
positive action.
Why does BirdLife exist? BirdLife’s Vision… is of a world rich in biodiversity with
people and nature living in harmony, equitably and sustainably.
BirdLife’s Mission… is to conserve birds, their habitats and
global biodiversity, working with people toward sustainability
in the use of natural resources.
How does the Partnership work? Three strands run through all BirdLife’s work: partnership,
science and action.
BirdLife itself is a unique Partnership of national, membership-
based conservation organisations in 120 countries and territories
across the world.
Partners plan and work together, sharing ideas, information,
experience and support. Elected Partner representatives provide
governance for BirdLife.
BirdLife’s priorities and programmes are based firmly on
science, underpinned by the best available evidence. Our work
to conserve biodiversity focuses on birds, because they are very
good indicators for the natural world as a whole, as well as
being important in their own right. Birds are popular, appealing
and – as a result – exceptionally well-known, providing an
excellent scientific foundation for BirdLife’s work. By saving the
habitats and ecosystems important for birds, we effectively
conserve a much broader array of biodiversity.
BirdLife takes practical action. We work with and for people – to
improve their quality of life alongside, and as a result of, nature
conservation. We collaborate with others wherever possible, at
local, national, regional or global levels, linking with community
groups, governments, businesses, universities and other non-
governmental organisations (NGOs) to increase the impacts of
our efforts.
BirdLife’s unique structure BirdLife’s formal network comprises Partners, Affiliates and a
Secretariat.
Partners are like-minded NGOs with a focus on conserving birds
and the environment. Each Partner is an independent,
supporter-based, grassroots organisation governed by a
democratic body. Through their members and supporters,
volunteers and local groups they represent civil society and local
communities.
Every Partner represents a constituency from a unique
geographical country or territory and normally only one Partner
can represent a country or region. The Partners have chosen to
organise themselves into Regional groups for the purposes of
planning and implementing regional programmes. Every four
years the whole Partnership meets to adopt global strategies and
programmes, elect governing bodies and agree priorities for
shared action. The next Global Partnership meeting will take place
in Singapore in October 2017.
In some areas of the world where there is no BirdLife Partner
organisation the Council appoints an Affiliate. A BirdLife
International Affiliate is an organisation that is the BirdLife contact
in its geographical territory which actively promotes the BirdLife
strategy and programmes.
The Secretariat is the body of global and regional staff who co-
ordinate and facilitate the BirdLife International strategies,
programmes and policies.
BirdLife International Trustees’ Report and Financial Statements 2015
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Objectives and Activities
BirdLife’s charitable objectives, as set out in its governing
documents, are to conserve all wild bird species and their
habitats throughout the world.
BirdLife’s Strategy 2014-2020 BirdLife’s Strategy has four pillars – Save Species, Conserve
Sites and Habitats, Encourage Ecological Sustainability and
Empower People for Positive Change – which taken together
constitute BirdLife’s approach to conservation.
Each strategic pillar comprises two to three strategic objectives.
The Strategy directly supports the commitment of the world’s
governments to take urgent and effective action to halt the loss
of biodiversity, and to achieve the 20 Aichi biodiversity targets
by the year 2020.
BirdLife’s Strategic Objectives in Summary Pillar 1 – Save Species
1.1 Prevent extinctions
1.2 Keep common birds common
Pillar 2 – Conserve Sites and Habitats
2.1 Identify, conserve, restore and monitor the sites
and habitats important for birds and other
biodiversity
2.2 Promote resilient ecological networks
Pillar 3 – Encourage Ecological Sustainability
3.1 Demonstrate and advocate nature’s values
3.2 Promote policies that support sustainability
Pillar 4 – Empower People for Positive Change
4.1 Catalyse support for nature
4.2 Promote local conservation action
4.3 Strengthen the global BirdLife Partnership
Conservation Programmes to deliver the
Strategy The Strategy is translated into action through a set of BirdLife
Global and Region-specific Conservation Programmes.
Nine Global Conservation Programmes were developed since
the adoption of the last strategy and in place for the planning
period 2014-2020.
Some are well established (e.g. the Preventing Extinctions
programme), others more recent and responding to specific
conservation issues and opportunities (e.g. Forests of Hope,
which addresses rampant tropical deforestation and its role in
global warming, and aspires to use innovative funding
mechanisms for better forest protection). These programmes are
co-ordinated across all the regions and therefore global in
character.
Other programmes may be specific to a region, like the
grassland programme in the Americas, or the agriculture policy
programme in Europe and Central Asia, appropriately reflecting
region-specific priorities and focus.
The diagram below shows the relationship between the BirdLife
Strategy, Conservation Programmes and Regional Plans.
These Global and Region-specific Conservation Programmes
help the Partnership focus and work together around common
priorities, communicate our work more clearly and mobilise
resources. The Programmes promote coherence and cohesion
across the Partnership, and make it easier to explain and
demonstrate BirdLife’s work.
By 2020, each Programme is expected to deliver on a set of high-
level Expected Results. Targets for the Expected Results are in
development and will continue to be refined and reviewed. The
Global and Region-specific Conservation Programmes and their
Expected Results form the basis for each regional Partnership to
choose their priorities and contribution to the global BirdLife
Strategy. These priorities are decided by each BirdLife region
(Africa, the Americas, Asia, Europe and Central Asia, the Middle
East and the Pacific) and outlined in Regional Plans, which bring
together the collective plans (for the four-year period between
Global Partnership Meetings) of Partners in each region.
The Global and Region-specific Conservation Programmes are a
planning, communications and fundraising tool. They are not
intended to cover all of BirdLife’s work comprehensively. Thus,
additional activities will be identified and undertaken regionally
and globally to ensure effective delivery of the BirdLife Strategy.
BirdLife International Trustees’ Report and Financial Statements 2015
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Reference and Administrative Information
Officers, Trustees and Senior Staff
Honorary Officers [For the Partnership and Secretariat]
Honorary President Honorary President Emeritus
Her Imperial Highness Princess Takamado of Japan Her Majesty Queen Noor of Jordan
Honorary Vice Presidents Honorary Presidents of the Rare Bird Club
Baroness Young of Old Scone (UK) Margaret Atwood & Graeme Gibson (Canada) (stepped down
October 2015) Gerard A Bertrand (USA) October 2015)
Peter Schei (Norway)
Anastasios P Leventis (UK)
Benjamin Olewine IV (USA)
BirdLife Council Members and Trustees The Council members of the BirdLife International Partnership act as the Trustees of the Secretariat (BirdLife International the charity) and
as Directors of BirdLife International as a UK company limited by guarantee. The following people served in the capacity of Trustee and
Director during 2015:
Chair: Treasurer:
Khaled Irani (Jordan) Nick Prentice (UK)
Other Council Members:
Africa Asia
Achilles Byaruhanga (Uganda) Sarath Kotagama (Sri Lanka)
Idrissa Zeba (Burkina Faso) Shawn Lum (Singapore)
Americas Europe & Central Asia
Peg Olsen (USA) Fred Wouters (Netherlands)
Yvonne Arias (Dominican Republic)
Mike Clarke (UK)
David Diaz (Ecuador) (resigned June 2015)
David Diaz (Ecuador) David Diaz (Ecuador) Jaqueline Goerck
(Brazil)
Luis Costa (Portugal)
N
Jaqueline Goerck (Brazil) (appointed November 2015) Nada Tosheva-Illieva (Bulgaria)
Middle East Pacific
Imad Al Atrash (Palestine) Philippe Raust (French Polynesia)
Assad Adel Serhal (Lebanon) Paul Sullivan (Australia)
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Senior Management of the Secretariat
Chief Executive
Patricia Zurita (appointed February 2015)
Hazell Thompson (Acting Chief Executive February 2014 – January 2015)
Global Directors
Conservation: Richard Grimmett
Partnership & Communities: Hazell Thompson
Finance & Administration: Chris Spreadbury (resigned April 2016)
Development: Phil Woollam (appointed January 2016)
Science, Policy & Information: Melanie Heath (appointed
February 2015)
Regional Directors
Africa: Julius Arinaitwe Americas: Amiro Perez-Leroux
Asia: Cristi Nozawa (resigned April 2016)
Europe & Central Asia: Angelo Caserta
Middle East: Ibrahim Khader Pacific: Don Stewart
Secretariat Offices
Global Partnership Secretariat and Registered Office:
Until December 2015
BirdLife International
Wellbrook Court, Girton Road,
Cambridge, CB3 0NA
United Kingdom
From December 2015
BirdLife International
The David Attenborough Building,
Pembroke Street, Cambridge, CB2 3QZ
United Kingdom
Regional Partnership Secretariat Offices:
Africa Partnership Secretariat
P.O. Box 3502, 00100 GPO,
Nairobi,
Kenya
Americas Partnership Secretariat
17-17-717
Quito
Ecuador
Asia Partnership Secretariat
354 Tanglin Road, #01-16/17,
Tanglin International Centre,
Singapore 247672
Europe and Central Asia Partnership Secretariat
Avenue de la Toison d’Or 67,
B-1060, Brussels,
Belgium
Middle East Partnership Secretariat
PO Box 2295,
Amman 11953,
Jordan
Pacific Partnership Secretariat
GPO Box 18332,
Suva,
Fiji
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Principal Professional Advisers
Principal Bankers & Investment Managers
Barclays Bank PLC UBS AG
9-11 St Andrews Street London Branch
Cambridge CB2 3AA 3 Finsbury Avenue
United Kingdom London EC2M 2AN
United Kingdom
CAF Bank Limited
25 Kings Hill Avenue
Kings Hill, West Malling
Kent ME19 4JQ
United Kingdom
Principal Solicitors
Mills & Reeve
Botanic House, 100 Hills Road
Cambridge CB2 1PH
United Kingdom
Registered Auditors Principal Pension Advisors
Crowe Clark Whitehill LLP NW Brown Group Limited
Chartered Accountants and Registered Auditors Richmond House
St. Bride's House 16 - 20 Regent Street
10 Salisbury Square Cambridge CB2 1DB
London EC4Y 8EH United Kingdom
United Kingdom
Several other bankers, solicitors and auditors are also used around the world providing support to all our Regional Offices,
Country Programmes and Site Projects.
BirdLife International Trustees’ Report and Financial Statements 2015
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The BirdLife International Secretariat
Structure, Governance and Management
BirdLife International structure BirdLife International is a company limited by guarantee
(company number 2985746) and a UK registered charity (charity
number 1042125). The governing instrument is a Memorandum
and Articles of Association. BirdLife International applies its
income and property to the promotion of its objectives, which
are to conserve all wild bird species and their habitats
throughout the world. In the event that income exceeds
expenditure in any year, such surplus shall not be distributed
but retained by the company for the promotion of its objectives.
The BirdLife Partnership comprises the regional groupings of
NGO Partners in Africa, the Americas, Asia, Europe & Central
Asia, Middle East, and the Pacific. All regions have their own
Secretariat office supporting their respective network. In several
countries with high biodiversity but no suitable NGO Partner in
country, BirdLife International has established its own projects
and Country Programmes.
Governance Every four years the Partnership holds Global Partnership
Meetings to adopt strategies, programmes and policies and elect
a board of directors (known as Council) and Trustees (known as
Council Members). A series of advisory Regional Committees
are also elected. The Council appoints a Chief Executive to head
a decentralised international Secretariat – the BirdLife
International staff. The Secretariat co-ordinates and supports the
Partnership to achieve BirdLife International’s aims and
objectives.
Council comprises a Chairperson, a Treasurer, and other
Trustees elected by the Partnership at the Global Partnership
Meeting. In addition, up to four positions are normally available
to be co-opted by the remaining members of Council. Each
elected Council member can serve up to two consecutive four-
year terms, but a third consecutive term is possible if one or two
of the terms were served as Chairperson or Treasurer. The
maximum period of consecutive service on Council is 12 years.
After an absence of four years re-election to the Council is
possible. Trustees are elected by the Partnership on the basis of
their relationship with particular Partners or groups of Partners.
They have been informed that they must exercise their
responsibilities independently of their links with each
organisation. Once a new Council is elected an induction is
given to ensure that the roles and responsibilities as Trustees are
fully understood.
There is also a separate Finance Committee a Sub Committee of
Council that meets before each Council meeting that oversees
and advises the Trustees on financial matters. Other sub-
committees of Council operate from time to time working on
different strategic issues.
Trustees The Trustees who served during the year are shown on page 3.
Management Strategic issues, documents, and annual work programmes and
budgets for the Secretariat are prepared by the management
team of senior staff, for consideration of the Trustees. The
management team formally report to the Trustees at least twice
per year. The Trustees delegate the day to day running of the
organisation to the Chief Executive.
Pay and remuneration BirdLife International’s pay philosophy is to be fair, competitive
and sustainable. In order to attract and retain high calibre
people, remuneration is set at a level which is locally
competitive, whilst maintaining a consistency of approach across
geographic teams. BirdLife undertakes an annual pay review,
taking account of inflation, affordability, organisational
performance and external markets. Council is responsible for
determining the Chief Executive’s remuneration. Remuneration
for the Management Team is determined and reviewed by the
Chief Executive and Head of Human Resources. Remuneration
for all other staff is determined by the Chief Executive, Human
Resources and the Management Team.
Trustees’ responsibilities The Trustees are responsible for preparing the Trustees' Report
and the financial statements in accordance with applicable law
and regulations. Company law requires the Trustees who are
also the Directors to prepare financial statements for each
financial year. Under that law the Trustees have elected to
prepare the financial statements in accordance with United
Kingdom Generally Accepted Accounting Practice (United
Kingdom Accounting Standards) and applicable law. Under
company law the Trustees must not approve the financial
statements unless they are satisfied that they give a true and fair
view of the state of affairs of the company and the group and of
the surplus or deficit of the group for that period. In preparing
these financial statements, the Trustees are required to:
select suitable accounting policies and then apply them
consistently;
observe the methods and principles in the Charities SORP;
make judgments and accounting estimates that are
reasonable and prudent;
state whether applicable UK Accounting Standards have
been followed, subject to any material departures disclosed
and explained in the financial statements;
prepare the financial statements on the going concern basis
unless it is inappropriate to presume that the company will
continue in business.
The Trustees are responsible for keeping adequate accounting
records that are sufficient to show and explain the company and
group's transactions and disclose with reasonable accuracy at
any time the financial position of the charity and group and
enable them to ensure that the financial statements comply with
the Companies Act 2006. They are also responsible for
safeguarding the assets of the charity and group and hence for
taking reasonable steps for the prevention and detection of fraud
and other irregularities.
The Trustees are also responsible for ensuring that adequate
arrangements are in place to manage risk and uncertainty as
expanded further on page 12. The Trustees confirm that they
have paid due regard to the guidance contained in the Charity
Commission’s general guidance on public benefit when setting
the charity’s objectives and planning its activities. This report
explains the Charity’s activities and demonstrates how they
contribute to the Charity’s purposes and provide public benefit.
BirdLife International Trustees Report and Financial Statements 2015
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Strategic Report
Achievements and Performance
2015 Selected Programme Highlights
Preventing Extinctions
Thousands of plants and animals around the world are currently
experiencing rapid declines. The numbers are clear: today, one
in eight of the world’s 10,000 bird species are threatened with
extinction, of which more than 200 are categorised as Critically
Endangered, the highest category of threat of extinction.
BirdLife International is the official IUCN Red List Authority for
birds and, in this capacity, coordinates the categorisation and
documentation of all bird species for the IUCN Red List. In the
latest assessment in 2015, 1,375 species (roughly one in eight of
the total) were considered threatened with extinction.
The plight of Africa's Vultures was big news for the 2015 Red
List update. Six of Africa’s 11 vulture species – the continent’s
largest and most recognisable birds of prey – are now at a higher
risk of extinction, according to the latest assessment. The main
causes of the drop in African vulture populations are thought to
be indiscriminate poisonings, where birds are drawn to
poisoned baits, use of vulture body parts in traditional medicine
and deliberate targeting by poachers.
BirdLife Partners came together in 2015 to take action for African
vultures - making a commitment to save 'Nature's clean-up
crew'. An appeal was launched during the year to raise funds
and awareness for a decade long science-based conservation
programme for these birds, working alongside local
communities, governments and institutions as well as other
conservation organisations to try and halt – and ultimately
reverse – these precipitous declines.
Important Bird and Biodiversity Areas (IBAs)
Since the late 1970s, the BirdLife Partnership has been working
collectively to identify, document and protect all places on earth
of greatest significance for the conservation of the world’s birds.
As a result, over 12,000 Important Bird and Biodiversity Areas
(IBAs) have been identified.
Since birds have been shown to be effective indicators of wider
biodiversity, the protection of these sites would help ensure the
survival of a correspondingly large number of other animal and
plant species.
During 2015 work progressed in the Mediterranean Basin
Biodiversity Hotspot which is identified as one of the world's 35
biodiversity hotspots, earth’s most biologically rich - yet
threatened - areas. Since 2012 the Critical Ecosystem Partnership
Fund (CEPF) has been granting civil society within the
Mediterranean Basin biodiversity hotspot. So far $7.9million has
been invested through 91 grants, funding 83 organisations who
are undertaking specific conservation action within developing
countries in the region.
BirdLife International in its role of Regional Implementation
Team (RIT), is supporting CEPF to manage the portfolio of
projects and has developed a new mapping tool to showcase the
investment so far. CEPF grants and Key Biodiversity Areas
(KBAs) are now, for the first time, collated onto a simple
interactive ESRI-powered online map, called a Storymap. It
allows users to travel down through the story to learn about the
pressures affecting wildlife and where CEPF grantees are already
making significant change. CEPF has funded projects on the
ground in 38 KBAs (72% of eligible KBAs), with a number of
grants working on the improved management of 26 protected
areas, covering 370,000 ha. With CEPF investment through to
December 2016 the Storymap will continue to evolve as grantees
achieve greater things, so please continue to explore our portfolio
of projects.
During 2015 the European Commission was considering
changing the Birds and Habitats Directives, this is environmental
legislation that protect wildlife and nature in Europe. They called
it a ‘fitness check’ and invited public opinion on the measure. In
response, BirdLife International, WWF, the European
Environmental Bureau and Friends of the Earth Europe set up
Naturealert.EU, an e-action to help common citizens bring their
voice to the Commission against dismantling of the directives.
At the end of July 2015, when the Commission closed the public
consultation phase, the response was an overwhelming 520,325
(94% of the participants) said they did not want the Directives
tampered with, instead they want them fully implemented and
enforced.
Migratory Birds and Flyways
BirdLife is the global authority on the status of birds. Our work
shows that most migratory birds are declining. There are
BirdLife Partners throughout the world's major flyways, so we
are ideally placed to take joined-up action to conserve migratory
birds. BirdLife’s national Partners are working together to
protect chains of protected areas (Important Bird and
Biodiversity Areas, IBAs) used by migrating birds. BirdLife also
advises governments, industries and development banks on
reducing threats to migratory birds. Two thousand species of
birds, 20% of all known species, make regular seasonal
movements. Many travel thousands of miles between their
breeding places and their wintering grounds. More than 40% of
these migratory species are declining, and nearly 200 are now
classified as globally threatened.
BirdLife International Trustees Report and Financial Statements 2015
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During 2015 BirdLife International’s first review into the illegal
killing of birds in the Mediterranean was published – and it’s
uncovered the shocking death toll suffered by a number of the
region’s species.
Unlawfully shot, trapped or even glued: the review estimates 25
million birds are being killed illegally each year. With the help of
BirdLife Partners, a list of the ten Mediterranean countries with
the highest number of birds thought to be killed each year has
been compiled. Countries currently hit by conflict, such as Syria
and Libya, featured highly in the rankings, but so did some
European nations too. Italy comes second only to Egypt for the
estimated mean number of illegal killings each year. Meanwhile,
the Famagusta area of Cyprus has the unenviable position of
being the single worst location in the Mediterranean under the
same criteria.
Other European countries featuring in the top 10 are Greece,
France, Croatia and Albania. Despite not ranking in the top 10
overall, Malta sees the region’s highest estimated number of
birds illegally killed per square kilometre.
The review further demonstrated why the Birds Directive, which
was under examination by the European Commission during
2015, should be better implemented, rather than re-opened.
The review also exposed some of the common methods of killing
in use across the Mediterranean; which include illegal shooting,
capture in nets and recordings of bird sounds used to lure them
to illegal trapping locations. Many of the cruel methods used,
such as lime sticks that glue the birds to branches, cause
considerable suffering before resulting in the bird’s death.
As a result of this review BirdLife launched the Keeping the
Flyway Safe fundraising campaign to help target resources for
conservation in the worst affected locations.
Marine
Influencing international and regional conservation policies is
vital, and BirdLife works with the world’s Regional Fisheries
Management Organisations to reduce bycatch. It is also
important to work on practical solutions with fishers and others
to find and implement the right measures to prevent
unnecessary seabird deaths.
BirdLife has formed the ground-breaking Albatross Task Force,
the world's first international team of seabird bycatch mitigation
instructors working at-sea on commercial fishing vessels.
BirdLife has recently exported this successful model for seabird
conservation to Europe, where the Seabird Task Force has been
established. BirdLife are also leading global research and at-sea
testing of new measures to prevent bycatch, including in gillnet
fisheries.
During 2015, the Global Seabird Tracking Database – one of the
largest marine conservation collaborations in the world – passed
5 million data points. The database was established in 2003
when data on the movements of 16 species of albatross and
petrel were brought together for the first time. From albatrosses
to penguins, the database now holds more than five times as
many species, provided by over 120 research institutes. The data
has not only furthered conservationists understanding of seabird
ecology, but is increasingly being used to identify the most
important places for seabirds at sea and ensure their protection.
The BirdLife Partnership has been at the forefront of these
efforts, resulting in new Marine Protected Areas in Portugal,
Spain and New Zealand as well as the identification of sites
where risk of accidental capture in fisheries in highest.
Also in 2015 The BirdLife Council for Africa Partnership (CAP)
meeting was held in October. The meeting was attended by
representatives from 23 of the 24 BirdLife Partners in Africa
including representatives from five others countries, four
supporting Partners. A marine session, ‘Giving wings to marine
conservation in Africa's Atlantic and Mediterranean Coasts’, was
organized with the aim to explain why a separate regional
marine strategy is needed to address marine issues in West
Africa, to raise the profile of the marine programme in the Africa
Partnership and share information on how BirdLife International
intends to use the Alcyon Project (seabird & marine IBAs
project) as a case study for raising its profile in marine sectors in
the region.
Invasive Alien Species
Invasive alien species are animals and plants that have been
introduced into a natural habitat. In the last 500 years, species like
rats, cats and mice have driven more than 70 bird species to
extinction. They remain one of the greatest threats to our natural
world. The BirdLife Invasive Alien Species programme unites the
world’s largest Partnership of national non-governmental nature
conservation organisations to tackle the global extinction crisis.
From a local-to-global level, BirdLife is developing and sharing
our expertise to tackle invasive alien species. BirdLife is
BirdLife International Trustees Report and Financial Statements 2015
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eradicating or controlling exotic species at sites where they
constitute a major conservation problem, and implementing
locally-led biosecurity measures to ensure they don’t return.
Together BirdLife is calling for more effective national, regional
and international policies to address non-native invasive species.
During 2015, BirdLife International, with Société d’Ornithologie
de Polynésie (SOP Manu—a BirdLife Partner in French Polynesia)
and Island Conservation, completed an ambitious conservation
operation on six remote islands in the Tuamotu (Acteon group)
and Gambier archipelagos in July 2015.
The project makes an unprecedented contribution to saving one
of our world’s rarest birds and a number of other endangered
species from extinction. With the support of local people,
government and NGO organizations—many helping directly in
project implementation—this operation has reset the native
ecological balance to a time probably not known on these islands
since Polynesian colonization. Local livelihoods are also expected
to benefit as a result of the project’s success.
Using island restoration methods proven on more than 400
islands around the world, the team created much-needed safe
habitat for the resident and Critically Endangered Polynesian
Ground-dove, Endangered Tuamotu Sandpiper (locally know as
Titi) and Endangered Polynesian Storm-petrel, as well as a
number of Critically Endangered plant species. It will be one year
before the island can be declared rat-free, but initial signs are very
positive.
Forests of Hope
Tropical forests are the most ecologically rich of all forest types.
They are home to around 70% of the world’s vascular plants,
30% of all bird species and 90% of invertebrates. Forests of Hope
is helping to develop and implement forest management,
governance and financing systems that will conserve this
biodiversity in perpetuity.
The BirdLife Partnership has been working in tropical forest
conservation for decades, and in over 50 countries. The
grassroots, bottom-up nature of BirdLife enables us to deliver
results and demonstrations on the ground, ensure benefit
sharing from tropical forest conservation, and feed lessons
upwards into national and global policy. So far, 20 forests have
been put forward by BirdLife Partners as Forests of Hope
BirdLife's Forests of Hope programme aims to achieve large-
scale forest conservation and restoration to benefit of people and
nature. The programme focuses on developing and supporting
innovative and locally appropriate approaches to forest
governance, management and finance and includes 19 sites
globally. The conservation prospects at one particular Forests of
Hope site have just had a huge lift.
The survival of North-Central Vietnam’s lowland forests - one of
South-East Asia’s richest biodiversity hotspots - have been
boosted thanks to an innovative new agreement that aims to see
such forests protected.
At a special ceremony in February 2015, a 30-year environmental
lease of 768 ha of lowland broadleaved evergreen forest at Dong
Chau – Khe Nuoc Trong Forest – was signed between members
of the Viet Nature Conservation Centre and local Vietnamese
authorities and environmental officials. It is the first partnership
agreement of its kind in Vietnam.
The announcement may have come just in time. Once,
Edwards’s Pheasant Lophura edwardsi occurred widely in the
lowlands of North-Central Vietnam but now, Critically
Endangered and with no confirmed sightings since 2000, its
survival prospects were bleak. It is one of many species in
North-Central Vietnam -including the Saola Pseudoryx
nghetinhensis (a Critically Endangered forest antelope) and Red-
shanked Douc Langur Pygathrix nemaeus (an Endangered
primate) that had alerted BirdLife scientists and government
officials through their declines that this important forest habitat
was facing increasing pressure from illegal logging and hunting
and trapping of wild animals for international trade.
Climate Change
BirdLife International delivers ground-breaking research on the
impacts of climate change on biodiversity, to inform better
decisions on the ground, and by working to conserve and
manage forests, peatlands and other habitats, BirdLife’s
Partnership of 120 national organisations is helping to reduce
greenhouse gases in the atmosphere.
During 2015 a BirdLife delegation attended the United Nations
Conference on Climate Change which was held in December in
Paris. Despite the talks being very long, tough and complex,
with fundamental and intertwined issues of ambition,
differentiation and finance proving the most challenging,
BirdLife welcomes the adoption of the Paris agreement on
climate change. However, the Paris agreement is only the
beginning as many details will be thrashed out over the next few
years and the agreement will need to be translated nationally.
The BirdLife International Partnership will have a key role to
play in the success of this agreement due to its massive
geographic reach with over 120 national Partners.
Also during 2015, working jointly with the National Audubon
Society, and funding from the John D and Catherine T
MacArthur Foundation, a report was published called The
Messengers: What birds tell us about threats from Climate
Change and solutions for nature and people. This global
synthesis, is an assessment of hundreds of peer-reviewed
studies, and shows global warming already threatens
BirdLife International Trustees Report and Financial Statements 2015
10 www.birdlife.org
ecosystems, and that risks will amplify as warming continues. In
recent decades, birds have shifted their distributions to higher
latitudes and elevations, and the timing of migrations and
breeding cycles have shifted. In many cases this has already
resulted in population declines, with twice as many species
showing negative responses to recent climate change than have
benefited. Despite the dire current and future danger posed by
climate change, the report offers hope. Its collection of nature-
based solutions, including those led by BirdLife International
Partners around the world, are examples of the kind of
ecosystems-based adaptation and mitigation necessary to curtail
this threat—for the protection of birds and humans. [The full
report is available online at climatechange.birdlife.org]
Local Engagement & Empowerment
Working with people locally is critical to effective, sustainable,
equitable conservation. This attention to local values and voices
finds expression across BirdLife’s programmes, from policy
influence and poverty reduction, to climate change adaptation
and monitoring of species and sites. Conservation cannot
succeed without the consent and participation of the people who
live in or near, obtain their livelihoods from, or simply enjoy the
sites that threatened bird species depend on. With limited
resources for conservation work, the survival and recovery of
species and ecosystems depends on the willingness and ability
of local people to manage and protect them.
BirdLife and its Partners have already established more than
2000 Local Conservation Groups at Important Bird and
Biodiversity Areas. The ultimate aim is for all 12,000 IBAs
around the world to be looked after by community-based
organisations with the commitment and expertise to conserve
their sites and wildlife, and to use them sustainably for their
own benefit and for the use and enjoyment of generations to
come.
During 2015 the NatureWatch app was launched. The app
allows users to plan wildlife adventures, share experiences and
help conserve some of the best sites for wildlife in the world, it
covers 533 Important Bird Areas in Australia, Fiji, Lebanon,
Malaysia and South Africa.
Capacity Development
BirdLife is two-thirds of the way towards being represented in
all countries and territories of the world. BirdLife’s capacity
development efforts are directed towards strengthening existing
national BirdLife organisations, and identifying and building
candidate organisations for key countries currently
unrepresented in the BirdLife Partnership.
The Partnership, Capacity and Communities Department
(PCCD) has worked with the Regional Secretariats and
Partnerships to support an expansion of the BirdLife network
from 111 countries in 2009 to 120 countries in 2014
Some BirdLife Partners have been conserving birds and nature
for more than a century. Others are just a few years old, and may
be the first national conservation NGOs ever established in their
countries. Of these, some were founded by young
conservationists and grew in institutional capacity, effectiveness
and influence with the help of the BirdLife Partnership, while
others evolved out of or in parallel with BirdLife’s Country
Programmes. Over half of BirdLife’s Partners are in developing
countries.
High priority targets for the capacity development programme
are mega-biodiverse countries where there is currently no
BirdLife organisation, or where the BirdLife organisation needs
strengthening, such as DR Congo, Cambodia and Peru.
During 2015 work has moved forward on the second phase of
the Arcadia/BirdLife Conservation Partnership Fund. The
project is working towards strengthening local conservation
capacity in a total of 12 BirdLife NGOs in Liberia, Cote d’Ivoire,
Ghana, Madagascar, Ecuador, Dominican Republic, Philippines,
Vietnam, Armenia, Latvia, Cook Islands, and Fiji. Annual grants
for core funding, coupled with technical expertise, have been
provided to the BirdLife organisations involved to develop
towards stability and sustainability and achieve high
conservation impact.
The Conservation Leadership Programme (CLP) celebrated its
30th year during 2015, during the year 22 Conservation Grants
worth US$300,000 involving 110 early career conservationists
from 26 developing countries were awarded.
More up to date information on activities of the Secretariat and
Partnership around the world can be accessed from our website:
www.birdlife.org
BirdLife International Trustees Report and Financial Statements 2015
11 www.birdlife.org
Plans for future periods
The Secretariat, under the leadership of the new Chief Executive,
will continue to support the Partnership to deliver conservation,
focused increasingly around the nine principal global
conservation programmes adopted by the Partnership.
A significant focus will be on strengthening our fundraising,
marketing and communications and supporting the partnership
to build ever further on its unique and worldwide grassroots
supporter base.
Having adopted a revised strategy and conservation programme
framework in 2013, further development on the programmatic
planning and implementation is a key focus moving forward.
During 2016, a few highlights of programmatic focus include:
Complete the 2016 update of the Red Lists of Birds, on
behalf of IUCN.
Further work on the Vulture programme in Africa,
Europe and Asia
Update and monitoring of Important Bird Areas
across the BirdLife network
Further work on the Illegal Killing campaign
Launch of the Trillion Trees project under the Forests
of Hope programme of work
Participation at the IUCN World Conservation
Congress
Work with national Partners on the implementation of
the Paris Climate Change agreement
Ongoing work with the Partnership to build capacity
and grow the network
Beginning preparation for the BirdLife World
Congress in 2017 in Singapore
Financial Review
Review of finances
The Trustees review, approve and monitor performance against
the annual budgets of the Secretariat. Expenditure is planned to
optimise the benefits towards the strategic objectives of the
Partnership, while maintaining a financially stable Secretariat.
The Secretariat continued to gain financial support for its
conservation objectives from various United Nations and
European Union budgets, from national government budgets,
from foundations including the MacArthur Foundation, the
Aage V Jensen Foundation, Packard Foundation, the Critical
Ecosystems Partnership Fund, Arcadia Foundation, Mava
Foundation and a significant number of trusts, companies and
individuals.
The financial support from within the Partnership, including
joint fundraising for programmes (as disclosed on pages 35 and
36) is critical to the stability that allows the Secretariat to service
the Partnership.
The Secretariat’s total income remained steady at £13.7 million in
2015 compared to £13.9 million in 2014. The Secretariat’s total
expenditure did however increase to £14.0 million in 2015
compared to £13.1 million in 2014. The increase in expenditure is
in line with the 2015 budget of £14.2 million, however income
was slightly lower than budgeted, but most of this is just timing
on the receipt of restricted income.
The Secretariat results showed a deficit of £375,138 (compared to
a surplus of £13,793 in 2014). 2015 has been a transitional year
after our new Chief Executive started in February 2015. The 2015
budget contained some ambitious fundraising targets, but not all
of these were met by the end of the year. This has led to a
recognition that further investment in fundraising and
communications was needed, and towards the end of 2015 and
going into 2016 most of the required changes were put in place
which included restructuring the communications team and
recruiting a Chief Development Officer.
The financial outlook for the next few years looks as challenging
as ever, with governments forced to change their economic
priorities and environmental NGOs fighting to maintain the
level of support needed towards achieving their objectives.
Securing unrestricted income remains a key challenge. Now a
Chief Development Officer (who started in January 2016) has
been recruited fundraising will be a significant focus in 2016. A
statement of financial activities is set out on page 15.
Financial reserves
BirdLife holds financial reserves to be applied to future activities
in a number of categories:
• Unrestricted – available to be applied, at the discretion of the
trustees, to any of BirdLife’s charitable purposes.
• Restricted – to be applied to the specific purpose(s) intended
by the donor.
• Endowment – Endowment funds are restricted funds that are
to be retained for the benefit of the Charity as a capital fund.
Permanent endowments require the capital to be maintained
and only the income and capital growth can be utilised. With
expendable endowments the capital may also be utilised.
The Trustees review BirdLife's reserves at least annually.
BirdLife maintains unrestricted income reserves sufficient to
maintain BirdLife’s operations, in the event that income is
unexpectedly reduced from budgeted levels. The Trustees
consider the probability of a reduction in and security of, each
source of income together with the ability to reduce expenditure
in a planned manner and also the risk associated with the equity
investments, in which a proportion of the reserves are held.
Over the last few years a reserves policy was maintained with a
target of holding unrestricted reserves (made up of Unrestricted
funds and Expendable endowment funds) of 2 to 3 months of
planned expenditure. These targets were set when reserves
were well below this level, with the intention to grow them
steadily while at the same time maintaining key operations
supporting the Partnership. At the end of 2015 total reserves
were £11.3 million (2014: £11.6 million). Of this £5.7 million is
restricted funds and not available for general purposes (2014:
£5.6 million), and £3.9 million is permanent endowment funds
(2014: £3.9 million). The remaining £1.7 million is unrestricted
income reserves (2014: £2.1 million), this is approximately 1.5
months of planned expenditure levels (2014: 1.8 months). The
Trustees recognise that the reserves are currently below the
minimum target set by them in the policy, however under the
new leadership of the Chief Executive the Trustees support the
current investment plans in 2015 and 2016 in order to grow the
organisation in the future. Budgetary decisions for 2016 and 2017
take into account these levels, in addition to the challenging
economic climate.
BirdLife International Trustees Report and Financial Statements 2015
12 www.birdlife.org
Going concern
The Trustees consider that BirdLife is in a strong position and is
well placed to manage the business risks we face. This position is
supported by a sufficient level of reserves, good relationships
with key funders and proven ability to secure new funding. The
Trustees therefore have a reasonable expectation that the
organisation has sufficient resources to continue in operational
existence for the foreseeable future and believe that there are no
material uncertainties that call into doubt the ability of BirdLife
International to continue as a going concern. Planning processes,
including financial projections, take into consideration the
current economic climate and its potential impact on the various
sources of income and planned expenditure.
Fixed assets and investments
The movements in tangible fixed assets during the year are set
out in note 11 to the accounts. Fixed asset investments are
disclosed in note 12 to the accounts.
Summary of investment policy
The Trustees (Global Council) of BirdLife International have
delegated investment decisions to the Finance Committee.
The Finance Committee are charged with agreeing a suitable
asset allocation strategy for the reserves with the investment
manager. They are also charged with recommending to the
Trustees primary investment management arrangements,
advising on the balance of practical operational considerations
versus diversification of management arrangements.
Investment management is delegated to an authorised
professional investment manager, UBS AG, regulated by the
Financial Conduct Authority.
Investment objectives
BirdLife seeks to produce the best financial return within
an acceptable level of risk.
The investment objective for the general long term reserves
is to generate a return in excess of inflation over the long
term whilst generating an income to support the on‐going
activities of BirdLife.
The investment objective for the general short term reserves
is to preserve the capital value with a minimum level of
risk. Assets should be readily available to meet
unanticipated cash flow requirements.
Specific funds may exist for specific purposes, for which
specific investment criteria will be tailored to these
purposes.
The Charity has adopted an ethical investment policy to ensure
that its investments do not conflict with its aims. It has adopted
a set of principles for direct corporate sector engagement which
have a general exclusion for: i) Armaments, ii) Tobacco, iii)
Trade in globally threatened flora and/or fauna, iv) Trade in
timber from old-growth forests, v) Animal testing for cosmetic
or other non-medical products, vi) Trade in fish from, or at-sea
with history of practising IUU (illegal, unregulated or
unreported) fishing.
The Charity's ethical investment policy is to align with the
principles above, in as far as practical. The investment portfolio
is structured in a manner to allow for sufficient screening against
significant investment in companies engaged in these sectors.
The Finance Committee have responsibility for agreeing strategy
and monitoring the investment assets. They are also charged
with overseeing and judging the degree of ethical alignment
versus balance of financial and practical considerations.
Performance of the long term reserves will be measured against
inflation and agreed market indices. The return of the short term
reserves will be monitored against benchmark cash rates. The
level of capital volatility will be monitored to ensure the risk
profile remains appropriate for the Charity.
Towards the end of 2013 US$3 million was received from
Singapore Airlines to set up a permanent endowment to help
fund the Harapan Rainforest Initiative. This was invested in
2014 in a tailored US Dollar based portfolio, managed by UBS,
with investment objectives aligned to the initiative.
Investments underpinning BirdLife’s other endowment funds,
set up with aligned investment objectives, were pooled into a
Stirling-based main portfolio.
During 2015, the level of invested assets closed a little higher
than at the beginning of the year, with the combined portfolio at
£4.7 million (2014: £4.6 million).
Subsidiary holding
The Charity had one wholly owned subsidiary; BirdLife Services
Ltd. This has remained dormant since 2001, as disclosed in note
24.
Grants and awards policy
BirdLife works on varied conservation projects around the
world and makes grants or awards to further the conservation
objectives of the organisation. The determination of recipients is
case dependent.
The aim of making grants to Partner organisations and other
conservation NGOs is to develop the world-wide network of
bird conservation organisations, and support their conservation
work. One of the roles of the BirdLife Secretariat is to help
develop the capacity of local and national organisations to carry
out conservation work in their own countries. Grants are made
following cost benefit analysis on the conservation impacts that
such grants will achieve, the grant expenditure is then closely
monitored.
For the majority of programmes, funding is specifically sought
for collaborative work with identified partner organisations. The
grant/subcontracting arrangements then follow appropriate
processes deriving from specific funder requirements.
Risk and Uncertainty
The Trustees have overall responsibility for ensuring that
BirdLife International has appropriate system of controls,
financial and otherwise. They are also responsible for keeping
proper accounting records which disclose with reasonable
accuracy at any time the financial position of the group and
enable them to ensure that the financial statements comply with
the Companies Act 2006. They are also responsible for
safeguarding the assets of the group and hence for taking
reasonable steps for the prevention and detection of fraud and
other irregularities and to provide reasonable assurance that:
BirdLife International is operating efficiently and effectively
Its assets are safeguarded against unauthorised use or
disposition
Proper records are maintained and financial information
used within the charity or for publication is reliable
BirdLife International complies with relevant laws and
regulations
BirdLife International Trustees Report and Financial Statements 2015
13 www.birdlife.org
The systems of internal control are designed to provide
reasonable, but not absolute, assurance against material
misstatement or loss. They include:
A strategic plan, annual budgets and work plans approved
by the Trustees
Consideration by the Trustees of financial results and
forecasts, variance from budgets, and progress against work
plans at each of its meetings and also by the Finance Sub
Committee of Council
Delegation of authority and segregation of duties
Identification and management of risks
The Trustees have introduced a rigorous risk management
process to assess business risks and implement risk management
strategies. This involves identifying the types of risks and issues
the charity faces, prioritising them in terms of potential impact
and likelihood of occurrence, and identifying means of
mitigating the risks.
Risk are allocated to these main categories:
• Key competitive advantage: Network of National
Grassroots NGOs
• Key competitive advantage: Science Programme
• Reputation
• Funding
• Finance, Property and Infrastructure
• Employees
• Disasters
For 2015 the Trustees consider the following to be just some of
the main risks the organisation faces:
Key competitive advantage: Network of National Grassroots
NGOs
Risk: Another International NGO seeks to create a network of
national NGOs using the BirdLife model (perhaps by
incorporating parts of the BirdLife network).
2015 update: Chief Executive and Directors maintaining watching
brief on other key NGOs activity
Action: Council need to be kept up to date and ready to respond
if appropriate
Key competitive advantage: Science Programme
Risk: Important data loss (destruction) from electronic (or other)
systems by error, sabotage or other means
2015 update: Attempted hacking through website of the
WBDB/Datazone. Relevant Information Management, Website
and ITS staff acted to address the issue and reviewed the
oversight mechanism.
Action: Information Management Team continue to monitor
arrangements.
Reputation
Risk: BirdLife name linked to a corporate scandal. (BirdLife
becomes known for supporting environmentally damaging
corporates), resulting in a loss of support.
2015 update: No specific issues to report. Corporate engagement
continues to be on the agenda of recent Council meetings.
Action: Corporate Working Group supporting due diligence
processes for specific engagements.
Funding
Risk: Reduced income leads to a series of deficits on core funds.
2015 update: Secretariat budget continues to require prudence.
Action: 2016 budget needs prudence. (Mindful of need to invest
in key areas). Fundraising plans need implementation to boost
unrestricted funding. Need plan to increase unrestricted reserves
Finance, Property and Infrastructure
Risk: Security of invested funds in the event of bank collapses.
2015 update: No specific issues to report.
Action: Need to keep watch at each operating location.
Employees
Risk: Loss of key staff
2015 update: 2015 transition year with new Chief Executive, some
reorganisation and the move of headquarters has increased
immediate risk in this area.
Action: Directors monitor the situation closely. Specific response
in relation to headquarters move risks, with significant senior
management involvement managing different components of
risk.
As part of this process the Trustees have reviewed the adequacy
of the charity’s current internal controls. The Trustees make
reference to the specific guidelines issued by the Charity
Commission on internal financial controls. Following the most
recent risk review, the Trustees are satisfied with the controls in
place and the steps taken to manage risk.
Auditors Each of the persons who is a Trustee at the date when this report
is approved confirms that:
So far as the Trustee is aware, there is no relevant audit
information of which the charitable company’s auditors are
unaware: and
The Trustee has taken all the steps he/she ought to have
taken as a Trustee to make himself/herself aware of any
relevant audit information and to establish that the
charitable company’s auditors are aware of that information
This confirmation is given and should be interpreted in
accordance with the provisions of s418 of the Companies Act
2006.
Crowe Clark Whitehill LLP has expressed its willingness to
continue as auditor for the next financial year.
Acknowledgements The staff of the Secretariat are a highly valued resource, as are all
our supporters. It is through them that we can ensure that time
and money are well spent towards achieving the longer term
conservation goals.
The Trustees would like to take this opportunity to thank
everyone who has shown their dedication and commitment to
our organisation.
The Trustees' Annual report and Strategic Report therein has
been approved by the Board of Trustees on 13th June 2016 and
signed on their behalf by:
Khaled Irani
Chair
BirdLife International Trustees Report and Financial Statements 2015
14 www.birdlife.org
Independent Auditor’s Report to the
Members of BirdLife International
We have audited the financial statements of BirdLife
International for the year ended 31 December 2015 which
comprise the Consolidated Statement of Financial Activities, the
Group and Company Balance Sheets, the Consolidated Cash
Flow Statement and the related notes numbered 1 to 26.
The financial reporting framework that has been applied in their
preparation is applicable law and FRS 102, The Financial
Reporting Standard applicable in the UK and Republic of
Ireland
This report is made solely to the charitable company’s members,
as a body, in accordance with Chapter 3 of Part 16 of the
Companies Act 2006. Our audit work has been undertaken so
that we might state to the charitable company’s members those
matters we are required to state to them in an auditor’s report
and for no other purpose. To the fullest extent permitted by law,
we do not accept or assume responsibility to anyone other than
the charitable company and the company’s members as a body,
for our audit work, for this report, or for the opinions we have
formed.
Respective responsibilities of trustees and auditor
As explained more fully in the Statement of Trustees'
Responsibilities, the trustees (who are also the directors of the
charitable company for the purpose of company law) are
responsible for the preparation of the financial statements and
for being satisfied that they give a true and fair view.
Our responsibility is to audit and express an opinion on the
financial statements in accordance with applicable law and
International Standards on Auditing (UK and Ireland). Those
standards require us to comply with the Auditing Practices
Board's Ethical Standards for Auditors.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts and
disclosures in the financial statements sufficient to give
reasonable assurance that the financial statements are free from
material misstatement, whether caused by fraud or error. This
includes an assessment of: whether the accounting policies are
appropriate to the charitable company's circumstances and have
been consistently applied and adequately disclosed; the
reasonableness of significant accounting estimates made by the
trustees; and the overall presentation of the financial statements.
In addition, we read all the financial and non-financial
information in the Strategic report and the Trustees’ Annual
Report and any other surround information to identify material
inconsistencies with the audited financial statements and to
identify any information that is apparently materially incorrect
based on, or materially inconsistent with, the knowledge
acquired by us in the course of performing the audit. If we
become aware of any apparent material misstatements or
inconsistencies we consider the implications for our report.
Opinion on financial statements
In our opinion the financial statements:
give a true and fair view of the state of the group’s and the
charitable company’s affairs as at 31 December 2015 and of
the group’s incoming resources and application of
resources, including its income and expenditure, for the
year then ended;
have been properly prepared in accordance with United
Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of
the Companies Act 2006.
Opinion on other matter prescribed by the Companies Act
2006
In our opinion, based on the work undertaken in the course of
our audit, the information given in the Strategic Report and
Directors' Report for the financial year for which the financial
statements are prepared is consistent with the financial
statements and has been prepared in accordance with the
applicable legal requirements.
In the light of the knowledge and understanding of the company
and its environment obtained in the course of the audit we have
not identified any material misstatements in the Strategic Report
and Directors’ Report.
Matters on which we are required to report by exception
We have nothing to report in respect of the following matters
where the Companies Act 2006 requires us to report to you if, in
our opinion:
the parent charitable company has not kept adequate
accounting records, or returns adequate for our audit have
not been received from branches not visited by us; or
the parent charitable company financial statements are not
in agreement with the accounting records and returns; or
certain disclosures of trustees' remuneration specified by
law are not made; or
we have not received all the information and explanations
we require for our audit.
Naziar Hashemi
Senior Statutory Auditor
For and on behalf of
Crowe Clark Whitehill LLP
Statutory Auditor
London
BirdLife International Trustees Report and Financial Statements 2015 Consolidated Statement of Financial Activities (incorporating income and expenditure account)
For the year ended 31 December 2015
15 www.birdlife.org
Unrestricted Restricted Endowment Total Total
funds funds funds 2015 2014
Notes £ £ £ £ £
Income and endowments from:
Donations and legacies
Partner membership contributions 27 709,383 - - 709,383 706,866
Subscriptions 163,388
- - 163,388 115,095
Other donations and legacies 318,942 733,928 - 1,052,870 1,254,525
Other trading activities
Event income 148,679 519,934 - 668,613 696,165
Trading activities 5,903 - - 5,903 4,653
Income from investments 4 11,824 - 144,300 156,124 102,171
Income from charitable activities
Partner organisations 27 621,753 636,777 - 1,258,530 1,302,964
Governmental institutions 12,474 1,650,160 - 1,662,634 2,585,556
Trusts and foundations 777,029 5,207,144 - 5,984,173 5,436,539
Corporations - 1,988,464 - 1,988,464 1,628,551
Other income 20,615 29,238 - 49,853 34,134
________ ________ ________ ________ ________
Total income 5 2,789,990 10,765,645 144,300 13,699,935 13,867,219
________ ________ ________ ________ ________
Resources expended
Expenditure on raising funds 6 703,312 131,388 46,370 881,070 764,054
Expenditure on charitable activities 6
Preventing Extinctions 92,848 788,233 - 881,081 932,960
Important Bird and Biodiversity Areas 368,269 2,226,124 - 2,594,393 2,284,129
Migratory Birds and Flyways 212,071 1,340,535 - 1,552,606 2,200,903
Marine 171,451 721,730 - 893,181 741,547
Invasive Alien Species 152,546 546,964 - 699,510 408,649
Forests of Hope 147,841 994,821 65,472 1,208,134 1,153,927
Climate Change 82,901 151,541 - 234,442 211,101
Local Engagement & Empowerment 192,380 547,588 - 739,968 595,869
Capacity Development 325,739 1,438,471 - 1,764,210 1,597,738
Conservation Science 568,399 391,672 - 960,071 895,492
Conservation Policy 239,609 1,390,745 - 1,630,354 1,280,428
________ ________ ________ ________ ________
Total resources expended 5 3,257,366 10,669,812 111,842 14,039,020 13,066,797
________ ________ ________ ________ ________
Net gains/(losses) on investments - - 102,644 102,644 146,270
________ ________ ________ ________ ________
Net income/(expenditure) before transfers 16 (467,376) 95,833 135,102 (236,441) 946,692
Transfers between funds 16 92,238 - (92,238) - -
________ ________ ________ ________ ________
Net income/(expenditure) after transfers (375,138) 95,833 42,864 (236,441) 946,692
________ ________ ________ ________ ________
Net movement in funds (375,138) 95,833 42,864 (236,441) 946,692
Total funds brought forward 1,312,555 5,601,017 4,659,458 11,573,030 10,626,338
________ ________ ________ ________ ________
Total funds carried forward 937,417 5,696,850 4,702,322 11,336,589 11,573,030
________ ________ ________ ________ ________
BirdLife International Trustees Report and Financial Statements 2015 Balance Sheets
As at 31 December 2015
Company registration number: 2985746
16 www.birdlife.org
Group Company
2015 2014 2015 2014
Notes £ £ £ £
Fixed assets
Tangible assets 11 32,529 44,416 32,529 44,416
Investments 12 4,674,317 4,636,433 4,674,319 4,636,435 __________ __________ __________ __________
4,706,846 4,680,849 4,706,848 4,680,851 __________ __________ __________ __________
Current assets
Debtors 13 1,874,371 1,795,784 1,874,554 1,795,967
Cash at bank and in hand 6,247,612 6,574,523 6,247,427 6,574,338 __________ __________ __________ __________
8,121,983 8,370,307 8,121,981 8,370,305
Creditors: Amounts falling due within one
year 14 (1,492,240) (1,478,126) (1,492,240) (1,478,126) __________ __________ __________ __________
Net current assets 6,629,743 6,892,181 6,629,741 6,892,179 __________ __________ __________ __________
Net assets 11,336,589 11,573,030 11,336,589 11,573,030 __________ __________ __________ __________
Funds
Income Funds
Restricted funds 17 5,696,850 5,601,017 5,696,850 5,601,017
Unrestricted funds 937,417 1,312,554 937,417 1,312,554 __________ __________ __________ __________
6,634,267 6,913,571 6,634,267 6,913,571 __________ __________ __________ __________
Endowment funds
Expendable endowment 16 804,441 812,248 804,441 812,248
Permanent endowments 16 3,897,881 3,847,211 3,897,881 3,847,211 __________ __________ __________ __________
4,702,322 4,659,459 4,702,322 4,659,459 __________ __________ __________ __________
11,336,589 11,573,030 11,336,589 11,573,030 __________ __________ __________ __________
The accounts on pages 15 to 37 were approved by the Trustees on 13th June 2016 and were signed on their behalf by:
Nick Prentice
Treasurer
The accompanying notes form an integral part of these accounts.
BirdLife International Trustees Report and Financial Statements 2015 Consolidated Cash Flow Statement
For the year ended 31 December 2015
17 www.birdlife.org
Notes 2015 2014
£ £
Cash flows from operating activities 21 (477,087) 367,459 __________ __________
Cash flows from investing activities
Purchase of tangible fixed assets (12,331) (3,284)
Purchase of investments - (2,619,472)
Proceeds of realisation of investments 162,507 2,621,370 __________ __________
Net cash flow from investing activities 150,176 (1,386)
__________ __________
Increase/(Decrease) in cash 22 (326,911) 366,073 __________ __________
All activities in both years arise from continuing operations. There were no recognised gains or losses other than those
shown in the statements above. The accompanying notes form an integral part of these accounts.
The income and expenditure account includes only the unrestricted and restricted funds.
BirdLife International Trustees Report and Financial Statements 2015 Notes to accounts
18 www.birdlife.org
1 Charity information
BirdLife International is a company limited by guarantee (company number 2985746) and a UK registered charity (charity number 1042125),
which is incorporated and domiciled in the UK. The address of the registered office is The David Attenborough Building, Pembroke Street,
Cambridge, CB2 3QZ, United Kingdom.
2 Transition to FRS 102
In preparing the accounts, the Trustees have considered whether in applying the accounting policies required by FRS 102 and the Charities
SORP FRS 102 the restatement of comparative items was required. In their estimation, the impact of transitioning is not material to the
financial statements and therefore the restatement of comparative items is not required. The transition date was 1 January 2014.
3 Accounting policies The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended
Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and
Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK
and Republic of Ireland (FRS 102) and the Companies Act 2006.
The principal accounting policies adopted in the preparation of the accounts are as follows:
a) Basis of accounting
The accounts are prepared in accordance with the historical cost convention as modified by the revaluation of certain fixed assets. After
making enquires, the trustees have reasonable expectation that the charity has adequate resources to continue its activities for the
foreseeable future. Accordingly, they continue to adopt the going concern basis in preparing the financial statements as outlined in the
Financial Review on pages 11 and 12.
b) Consolidation
The consolidated statement of financial activities and balance sheet include the financial statements of the company and its subsidiaries for
the year ended 31 December 2015. Intragroup transactions are eliminated fully on consolidation. In accordance with the exemption
provided by section 408 of the Companies Act 2006, the charity has not presented its own Statement of Financial Activities.
c) Restricted funds
Restricted funds are those where a use has been specified by the donor and include grants from statutory bodies.
Deficits within restricted project funds occur when income is not entitled to be recognised in the current financial period, and are carried
forward to the next period. Where further funding is not anticipated, a transfer is made from unrestricted funds to cover the deficit.
d) Endowment funds
Endowment funds represent assets retained for the benefit of the charity as a capital fund. Details of the nature and purpose of each
endowment fund is set out in note 16.
The expendable endowment fund represents a fund from which capital and interest can be drawn down for unrestricted use.
e) Incoming resources
Income is accounted for when the charity has entitlement, there is reasonable assurance of receipt and the amount can be measured.
Incoming resources are deferred only when the donor has imposed preconditions on the expenditure of resources. Income from
government and other grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the
grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.
BirdLife International Trustees Report and Financial Statements 2015 Notes to accounts
19 www.birdlife.org
3 Accounting policies (continued)
f) Resources expended and cost allocation
Expenditure, inclusive of an element of non-reclaimable VAT, is charged on an accruals basis.
Resources expended are disclosed under the following headings: cost of generating funds, charitable expenditure and governance costs.
Charitable expenditure is further analysed, based on the judgement of BirdLife International management into:
Preventing Extinctions
Important Bird and Biodiversity
Areas (IBAs)
Migratory Birds and Flyways
Marine
Invasive Alien Species
Forests of Hope
Climate Change
Local Engagement &
Empowerment
Capacity Development
Conservation Science
Conservation Policy
These categories follow the categories of policy and review of BirdLife International Activities as set out and discussed within the Trustees’
report. Support activities include day to day operational management and have been split out into the above categories as guided by the
SORP 2015; that is, they have been allocated between the Charitable Expenditure headings. This has been done on the basis of percentage of
direct costs charged to these headings. The cost allocation includes an element of judgement and BirdLife International has had to consider
the cost benefit of detailed calculations and record keeping. Governance costs include those activities relating to the governance and
strategic management of the charity.
Grants and awards made in furtherance of BirdLife’s charitable objectives are accrued when terms have been agreed with the beneficiary.
Grants and awards where the beneficiary has not been informed, or has to meet certain conditions before the release of funds, are not
accrued, but noted as financial commitments.
g) Employee information
Staff employed in the day to day operational running of the charity (which includes financial and support staff who are involved in project
activities) are classified within the charitable activities, generating funds or support activities functions as indicated in Note 9. The
management and administration function includes only the role of, and support to, the Chief Executive.
h) Pension costs
The company operates defined contribution pension schemes. The assets of the schemes are held separately from those of the company in
independently administered funds. The pension cost charge represents contributions payable by the company to the schemes. The
company provides no other post-retirement benefits to its employees.
i) Operating leases
Costs in respect of operating leases are charged on a straight line basis over the lease term.
j) Foreign currencies
Assets and liabilities denominated in foreign currencies are retranslated at the rates of exchange ruling at the balance sheet date. Profits and
losses arising on retranslation are taken to the statement of financial activities. Transactions in the period are translated at the rate of
exchange ruling at the time of the transaction.
k) Tangible fixed assets and depreciation
Fixed assets purchased for on-going use in the UK are capitalised, where cost exceeds £500 and disclosed at cost less depreciation.
Depreciation is charged at a rate calculated to write off the cost of the asset (less residual value) over its expected economic life and is
classified as support activities expenditure. Depreciation is written off on a straight line basis at the following rates per annum:
- Office equipment and furniture 20%
- Computer equipment 25%
- Vehicles 20%
BirdLife International Trustees Report and Financial Statements 2015 Notes to accounts
20 www.birdlife.org
3 Accounting policies (continued)
Improvements to leasehold property are written off over the length of the lease, based on the earliest determinable date of the lease.
Equipment purchased using restricted funds are not capitalised but charged in full to “Resources expended” when purchased. This is
because the expected useful life is significantly reduced in such programmes and is often less than one year for the majority of these assets.
Where equipment is purchased with restricted funds, it is common that the equipment reverts to the funder on completion of the project.
l) Investments
Investments are stated at market value at the balance sheet date. The Statement of Financial Activities includes the net gains and losses
arising on revaluations and disposals throughout the year.
m) Financial activities of the holding company
There is no difference between the net movement in funds for the company and the group. Therefore, the directors have taken advantage of
the exemptions available and not disclosed a separate statement of financial activities or income and expenditure account for the company.
n) Financial instruments
The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments
are initially recognised at transaction value and subsequently measured at their settlement value.
o) Cash at bank and in hand
Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from
the date of acquisition or opening of the deposit or similar account.
4 Investment income
2015 2014
£ £
Income from fixed asset investments 144,300 93,034
Interest from unrestricted fund bank accounts 11,824 9,137 __________ __________
156,124 102,171 __________ __________
This can be analysed as follows:
2015 2014
£ £
BirdLife Fund 25,221 17,946
RBC Fund 40,804 30,083
Harapan Fund 68,056 37,637
Other endowment funds 10,219 7,368
Unrestricted funds 11,824 9,137 __________ __________
156,124 102,171 __________ __________
The investment portfolio is predominantly held in European, North American, United Kingdom and Socially Responsible
investment trusts (see note 12). Investments are held for capital growth rather than for Investment Income.
BirdLife International Trustees Report and Financial Statements 2015 Notes to accounts
21 www.birdlife.org
5 Consolidated Statement of Financial Activates Comparatives for the year ended 31 December 2014 Unrestricted Restricted Endowment Total
funds funds funds 2014
£ £ £ £
Incoming and endowments from:
Donations and legacies
Partner membership contributions 706,866 - - 706,866
Subscriptions 115,095 - - 115,095
Other donations and legacies 414,385 840,140 - 1,254,525
Other trading activities
Event income 226,098 470,067 - 696,165
Trading activities 4,653 - - 4,653
Investment income 9,137 - 93,034 102,171
Income from charitable activities
Partner organisations 608,706 694,258 - 1,302,964
Governmental institutions - 2,585,556 - 2,585,556
Trusts and foundations 513,468 4,923,071 - 5,436,539
Corporations - 1,628,551 - 1,628,551
Other 21,265 12,869 - 34,134
________ ________ ________ ________
Total income 2,619,673 11,154,512 93,034 13,867,219
________ ________ ________ ________
Resources expended
Expenditure on raising funds 658,191 87,237 18,626 764,054
Expenditure on charitable activities
Preventing Extinctions 149,487 783,473 - 932,960
Important Bird and Biodiversity Areas 284,508 1,999,621 - 2,284,129
Migratory Birds and Flyways 309,813 1,891,090 - 2,200,903
Marine 134,090 607,457 - 741,547
Invasive Alien Species 99,368 309,281 - 408,649
Forests of Hope 167,467 986,460 - 1,153,927
Climate Change 72,225 138,876 - 211,101
Local Engagement & Empowerment 152,008 443,861 - 595,869
Capacity Development 216,623 1,381,115 - 1,597,738
Conservation Science 303,523 591,969 - 895,492
Conservation Policy 142,539 1,137,889 - 1,280,428
________ ________ ________ ________
Total resources expended 2,689,842 10,358,329 18,626 13,066,797
________ ________ ________ ________
Net gains/(losses) on investments - - 146,270 146,270
Net income.(expenditure) before transfers (70,169) 796,183 220,678 946,692
Transfers between funds 83,963 - (83,963) -
________ ________ ________ ________
Net income/(expenditure) after transfers 13,794 796,183 136,715 946,692
________ ________ ________ ________
Net movement in funds 13,794 796,183 136,715 946,692
Total funds brought forward 1,298,761 4,804,834 4,522,743 10,626,338
________ ________ ________ ________
Total funds carried forward 1,312,555 5,601,017 4,659,458 11,573,030
________ ________ ________ ________
22 www.birdlife.org
6 Analysis of total resources expended
Direct Support Governance 2015 2014
Costs Costs Costs* Total Total
£ £ £ £ £
Cost of generating funds 654,486 198,182 28,402 881,070 764,054
Charitable expenditure
Preventing Extinctions 669,301 183,378 28,402 881,081 932,960
Important Bird and Biodiversity Areas 2,014,147 551,844 28,402 2,594,393 2,284,129
Migratory Birds and Flyways 1,196,407 327,797 28,402 1,552,606 2,200,903
Marine 678,799 185,980 28,402 893,181 741,547
Invasive Alien Species 526,779 144,329 28,402 699,510 408,649
Forests of Hope 940,098 239,634 28,402 1,208,134 1,153,927
Climate Change 161,730 44,310 28,402 234,442 211,101
Local Engagement & Empowerment 558,537 153,029 28,402 739,968 595,869
Capacity Development 1,362,504 373,304 28,402 1,764,210 1,597,738
Conservation Science 731,303 200,366 28,402 960,071 895,492
Conservation Policy 1,257,435 344,517 28,402 1,630,354 1,280,428
__________ __________ __________ __________ __________
Total resources expended 10,751,526 2,946,670 340,824 14,039,020 13,066,797
__________ __________ __________ __________ __________
Programme areas are highly diverse and most projects overlap the different programme areas.
*Governance costs are allocated evenly to each activity and includes elements of direct and support costs.
Analysis of expenditure by cost type
Direct Regional Global Governance Total Total
Costs Support Support Costs 2015 2014
£ £ £ £ £ £
Staff costs 4,012,233 626,703 633,409 306,742 5,579,087 4,966,422
Support grants 3,993,529 - - - 3,993,529 4,051,516
Travel & conferences 839,750 151,291 6,858 34,082 1,031,981 1,038,557
Professional services 1,392,233 201,540 213,385 - 1,807,158 1,302,226
Office accommodation 76,757 201,410 288,132 - 566,299 515,338
Equipment & supplies 135,267 37,188 25,618 - 198,073 180,934
Communications 125,163 63,060 35,270 - 223,493 174,571
Event costs 254,525 13,702 - - 268,227 279,313
Audit 5,435 9,148 37,000 - 51,583 52,032
Foreign exchange losses (135,053) 148,064 (41,732) - (28,721) 82,173
Other costs 51,687 131,132 165,492 - 348,311 423,715 _________ _________ _________ _________ _________ __________
Total 10,751,526 1,583,238 1,363,432 340,824 14,039,020 13,066,797 _________ _________ _________ _________ _________ _________
Support Costs are included in the expenditure reported on the Statement of Financial Activities and have been allocated
between the Charitable Expenditure headings on the basis of percentage of direct costs charged to these headings. The cost
allocation includes an element of judgement and BirdLife International has had to consider the cost benefit of detailed
calculations and record keeping. Regional support costs relate to Secretariat office bases outside the UK. Global support
costs relate to the UK headquarters.
23 www.birdlife.org
7 Net incoming resources
The net incoming resources to funds is stated after charging:
2015 2014
£ £
Auditors’ remuneration:
UK charity audit 37,000 36,900
Grant funder audits 3,845 4,261
International offices* 10,738 10,871
Depreciation of tangible fixed assets 21,984 24,392
*Paid to firms other than Crowe Clark Whitehill LLP
8 Trustees' remuneration
The trustees received £Nil remuneration (2014 - £Nil) except for the reimbursement of certain travel and subsistence costs to
attend Board meetings and committee meetings. The total amount reimbursed was £14,636 to 11 trustees (2014 - £11,325 to
10 trustees).
9 Employee information
The average monthly number of persons employed by the group during the year was:
2015 2014
Number Number
Analysed by primary function
Charitable activities 141 132
Generating funds 10 9
Support activities 22 22
Management and administration of charity 4 2 _________ _________
177 165 __________ __________
2015 2014
Number Number
Analysed by geographical region
Africa 26 22
Americas 10 10
Asia 39 35
Europe 88 82
Middle East 5 6
Pacific
9 10
__________ __________
177 165
__________ __________
24 www.birdlife.org
9 Employee information (continued)
2015 2014
£ £
The costs for employing staff were:
Wages and salaries 4,742,727 4,245,721
Social security costs 464,933 407,391
Pension costs (see note 19) 371,427 313,310 __________ __________
5,579,087 4,966,422 __________ __________
The number of employees who received aggregate emoluments within the following ranges were:
2015 2014
Number Number
£60,000 to £69,999 1 1
£70,000 to £79,999 3 2
£80,000 to £89,999 1 1
£90,000 to £99,999 1 1
£100,000 and over 1 - __________ __________
7 5 __________ __________
7 employees earning more than £60,000 were members of the defined contribution pension scheme, employer’s
contributions payable during the year in respect to these 7 employees amounted to £50,660 (2014 – 5 employees £26,988).
Key management personnel as defined by the trustees are the Chief Executive and Management Team. The total
remuneration of key management personnel during the year was £784,074 (2014 £619,527).
25 www.birdlife.org
10 Grants and awards
Grants and awards to the value of £3,993,529 (2014: £4,051,516) were given to other organisations during the year, for work
directly supporting BirdLife’s charitable activities. Individual organisations are disclosed where total grants paid are a
material amount.
2015 2014
£ £
SAVE Brazil
Capacity Development 26,998 15,897
Migratory Birds and Flyways 21,244 20,270
Important Birds and Biodiversity Areas 15,228 9,943
Preventing Extinctions 12,295 9,254
Conservation Policy 9,580 9,134
Forests of Hope 4,161 84,882
Marine 2,464 5,199
Local Engagement & Empowerment - 1,261
NATURAMA (Burkina Faso)
Migratory Birds and Flyways 70,790 55,352
Capacity Development 15,978 9,286
Local Engagement & Empowerment 13,130 3,017
Preventing Extinctions 2,242 813
Royal Society for the Protection of Birds (UK)
Marine 320,968 173,261
Capacity Development 71,660 4,825
Preventing Extinctions 55,142 22,224
Conservation Policy 13,211 -
Important Bird and Biodiversity Areas 8,958 603
Conservation Science 502 445
Société d'Ornithologie de Polynésie (MANU) (French Polynesia)
Invasive Alien Species 80,694 19,219
Local Engagement and Empowerment 18,196 7,401
Preventing Extinctions 14,132 15,015
Ligue pour la Protection des Oiseaux (France)
Important Bird and Biodiversity Areas 87,282 77,627
Conservation Policy 12,747 -
Migratory Birds and Flyways 1,289 -
Forests of Hope 129 -
University of East Anglia (UK)
Preventing Extinctions 104,524 77,267
Conservation Science 104,524 75,267
Grupo Jaragua (Dominican Republic)
Important Bird and Biodiversity Areas 54,487 26,327
Forests of Hope 32,590 37,800
Capacity Development 12,674 13,341
Preventing Extinctions 568 376
Migratory Birds and Flyways 413 4,184
Nature Fiji Mareqeti Viti
Forests of Hope 67,809 69,287
Invasive Alien Species 8,301 22,001
Capacity Development 6,530 11,611
Local Engagement & Empowerment 6,427 18,653
Preventing Extinctions
- 12,069
26 www.birdlife.org
10 Grants and awards (continued)
2015 2014
£ £
Nature Iraq
Important Bird and Biodiversity Areas
45,540
108,000
Viet Nature (Vietnam)
Conservation Policy 48,588 36,015
Forests of Hope 38,897 34,876
Capacity Development 12,496 12,424
Preventing Extinctions 9,132 7,061
Migratory Birds and Flyways 9,001 7,601
Important Birds and Biodiversity Areas 3,247 20,692
Marine 1,624 2,432
Local Engagement and Empowerment - 2,432
Other Institutions
Important Birds and Biodiversity Areas 470,332 661,545
Migratory Birds and Flyways 425,248 492,952
Conservation Policy 373,656 254,451
Local Engagement & Empowerment 371,742 143,638
Forests of Hope 188,916 122,637
Capacity Development 138,735 416,981
Preventing Extinctions 109,092 211,312
Marine 105,974 141,698
Invasive Alien Species 44,468 107,358
Climate Change 7,306 15,052
Conservation Science 7,253 9,700
Fundraising - 6,843
Other Individuals
Capacity Development 296,137 288,179
Migratory Birds and Flyways 8,278 15,975
Important Birds and Biodiversity Areas - 11,777
Preventing Extinctions - 6,774
__________ __________
3,993,529 4,051,516 A full list of grants and awards is available at BirdLife’s registered office.
__________ __________
27 www.birdlife.org
11 Tangible fixed assets – group and company
Leasehold
improvements Equipment Total
£ £ £
Cost
At 1 January 2015 64,895 225,183 290,078
Additions - 12,331 12,331
Disposals (64,895) (135,746) (200,641) __________ __________ __________
At 31 December 2015 - 101,768 101,768 __________ __________ __________
Depreciation
At 1 January 2015 62,726 182,936 245,662
Disposals (64,094) (134,313) (198,407)
Charge 1,368 20,616 21,984 __________ __________ __________
At 31 December 2015 - 69,239 69,239 __________ __________ __________
Net book value
At 31 December 2015 - 32,529 32,529 __________ __________ __________
At 31 December 2014 2,169 42,247 44,416 __________ __________ __________
12 Investments
Group and company
2015 2014
£ £
Market value at 1 January 4,636,433 4,412,729
Additions at cost - 2,619,472
Disposals proceeds
Investments Income*
Management Charges*
(162,688)
144,298
(46,370)
(2,621,370)
93,034
(13,702)
Net gains/(losses) arising on revaluations during year 102,644 146,270 __________ __________
Market value at 31 December : Group 4,674,317 4,636,433
Add: Shares in subsidiary undertaking 2 2 __________ __________
Total market value at 31 December : Company 4,674,319 4,636,435 __________ __________
Analysis of investments:
Investments managed from UK 4,674,319 4,636,435 __________ __________
4,674,319 4,636,435
__________ __________
28 www.birdlife.org
12 Investments (continued)
*Following the change of investment portfolio and management arrangement, investment income and professional
management fees are accrued/deducted from the portfolio. In prior years these were paid separately.
Group Company
2015 2014 2015 2014
£ £ £ £
Shares in group undertaking - - 2 2
Other investments 4,674,317 4,636,433 4,674,317 4,636,433 __________ __________ __________ __________
4,674,317 4,636,433 4,674,319 4,636,435 __________ __________ __________ __________
The shares in the group undertaking are the holding in the 100% owned subsidiary BirdLife Services Limited and are
included at cost. Further information is in note 24.
Other investments consist of the investment portfolio which is invested as follows:
2015 2014
£ % £ %
Main Portfolio: GBP denominated
- Equities 1,792,274 69.3 1,887,708 72.6
- Bonds 554,333 21.5 518,721 19.9
- Cash 238,901 9.2 195,088 7.5
2,585,508 100 2,601,517 100
Harapan Endowment: USD denominated
- Equities 1,081,585 51.8 1,087,732 53.5
- Bonds 850,980 40.7 805,154 39.6
- Cash 156,244 7.5 142,030 6.9
2,088,809 100 2,034,916 100
Total 4,674,317 4,636,433
During 2014, following a review of investments, UBS were appointed as professional fund managers and restructured our
portfolio away from equity tracker funds towards an actively managed portfolio. The Harapan endowment fund was also
established with investment parameters aligned to project aims and agreed with the funder.
29 www.birdlife.org
13 Debtors
Group Company
2015 2014 2015 2014
£ £ £ £
Amounts owed by group undertaking - - 183 183
Amounts due from funders 1,682,982 1,609,482 1,682,982 1,609,482
Other debtors 44,679 29,130 44,679 29,130
Prepayments 146,710 154,480 146,710 154,480
Other taxation and social security - 2,692 - 2,692 __________ __________ __________ __________
1,874,371 1,795,784 1,874,554 1,795,967 __________ __________ __________ __________
Amounts due from funders:
Much of BirdLife’s work is funded through project or programme funding under various types of grants or other
agreements. The above relates to balances which are recoverable under funding agreements.
14 Creditors: amounts falling due within one year – group and company
2015 2014
£ £
Trade creditors 84,120 57,765
Other taxation and social security 77,923 63,308
Other creditors 214,318 117,878
Accruals 1,096,716 1,217,175
Deferred income 19,163 22,000 __________ __________
1,492,240 1,478,126 __________ __________
Deferred income is analysed as follows:
2015 2014
£ £
Balance at 1 January 22,000 105,462
Amount released to incoming resources (22,000) (105,462)
Amount deferred in the year 19,163 22,000 __________ __________
Balance at 31 December 19,163 22,000 __________ __________
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15 Financial instruments
2015 2014
£ £
Financial assets measured at amortised cost 1,682,982 1,609,482
Financial liabilities measured at amortised cost 84,120 57,765
The entity’s income, expense, gains and losses in respect of financial instruments are
summarised below:
2015 2014
£ £
Total interest income for financial assets held at amortised cost - -
16 Capital funds – group and company
Balance at Gains/(losses) Balance at
1 January Incoming Resources and 31 December
2015 resources expended transfers 2015
£ £ £ £ £
BirdLife Fund 812,248 25,221 (8,716) (24,312) 804,441
Rare Bird Club Fund 1,410,800 40,802 (14,207) (38,214) 1,399,181
Harapan Fund 2,034,915 68,056 (19,898) 2,952 2,086,025
Sundry Funds 401,496 10,219 (3,549) 4,509 412,675 _________ _________ _________ _________ _________
Total 4,659,459 144,298 (46,370) (55,065) 4,702,322 _________ _________ _________ _________ _________
Net gains and transfers are represented above by:
£
Transfer to unrestricted income funds (157,710)
Gain on revaluation of investments 102,645 __________
Total (55,065) __________
Details of the nature of each endowment fund are as follows:
BirdLife Fund – An expendable endowment fund.
Rare Bird Club Fund – A permanent endowment fund, from which a sustainable return can be drawn down for unrestricted use
Harapan Fund – A permanent endowment fund, from which a sustainable return can be drawn down for use on the Harapan
Rainforest Initiative.
Sundry funds include:
Sumatra (Harapan Forest) Fund – A permanent endowment fund, from which a sustainable return can be drawn down for use on the
Harapan Forest project.
Helmut Sick Fund – A permanent endowment fund, from which a sustainable return can be drawn down for use in ornithological
projects in Brazil.
The Rare Bird Club, Helmut Sick and Sumatra permanent endowment funds work on the basis of total return policies as agreed at the
establishment of each fund. All investment income and capital value changes aggregate in the funds, and the maximum permitted
drawdown is 4.5% of a rolling 5 year average fund value. The Harapan Fund was established in agreement with the funder, with specific
terms of use.
During the year £157,710 (2014 - £83,962) was withdrawn from the BirdLife and Rare Bird Club funds to contribute towards operating costs.
31 www.birdlife.org
17 Restricted income funds – group and company
The income funds of the charity can be analysed as follows:
Balance at
01-Jan 2015
Incoming
resources
Expenditure,
gains/(losses)
and transfers
Balance at
31-Dec 2015
£ £ £ £
Global and Multi-Regional Programmes Preventing Extinctions 769,285 674,124 (826,187) 617,222
Important Bird and Biodiversity Areas 562,516 1,130,200 (944,203) 748,513
Migratory Birds and Flyways 165,312 420,745 (427,486) 158,571
Marine 171,237 650,546 (552,017) 269,766
Forests of Hope 265,276 23,664 (198,022) 90,918
Climate Change 32,064 88,720 (118,957) 1,827
Conservation Science 251,895 186,922 (312,838) 125,979
Local Engagement & Empowerment 68,816 233,862 (241,319) 61,359
Capacity Development 86,534 1,045,803 (1,042,132) 90,205
Conservation Policy 9,690 109,536 (108,068) 11,158
Global and Multi-Regional Programmes - Other 210,042 1,214 (131,471) 79,785
2,592,667 4,565,336 (4,902,700) 2,255,303
Africa Important Bird and Biodiversity Areas 182,955 793,204 (625,382) 350,777
Migratory Birds and Flyways 86,171 345,896 (231,976) 200,091
Capacity Development 115,658 337,662 (244,790) 208,530
Africa – Other 101,165 195,192 (215,092) 81,265
485,949 1,671,954 (1,317,240) 840,663
Americas Important Bird and Biodiversity Areas 137,445 146,704 (184,144) 100,005
Migratory Birds and Flyways 242,492 240,959 (257,047) 226,404
Forests of Hope 71,891 121,358 (107,854) 85,395
Americas - Other 76,994 100,715 (124,441) 53,268
528,822 609,736 (673,486) 465,072
Asia Preventing Extinctions 96,765 93,636 (90,382) 100,019
Important Bird and Biodiversity Areas 151,027 313,124 (260,997) 203,154
Migratory Birds and Flyways 45,881 109,116 (101,450) 53,547
Forests of Hope 418,145 611,777 (555,160) 474,762
Conservation Policy 146,142 225,825 (255,152) 116,815
Asia – Other 127,215 223,253 (187,257) 163,211
985,175 1,576,731 (1,450,398) 1,111,508
Europe & Central Asia Important Bird and Biodiversity Areas 28,157 139,272 (98,174) 69,255
Migratory Birds and Flyways 28,157 163,951 (122,852) 69,256
Conservation Policy 222,443 1,215,195 (867,881) 569,757
Europe & Central Asia - Other 82,927 160,809 (153,829) 89,907
361,684 1,679,227 (1,242,736) 798,175
Middle East Migratory Birds and Flyways 100,595 105,728 (206,323) -
Middle East - Other 6,076 88,870 (69,586) 25,360
106,671 194,598 (275,909) 25,360
Pacific Invasive Alien Species 370,950 175,932 (546,882) -
Forests of Hope 29,716 110,917 (112,733) 27,900
Local Engagement & Empowerment 50,928 143,988 (111,180) 83,736
Pacific – Other 88,455 37,226 (36,548) 89,133
540,049 468,063 (807,343) 200,769
BirdLife total 5,601,017 10,765,645 (10,669,812) 5,696,850
Where it is judged that the terms of the grants have been sufficiently fulfilled to establish the entitlement to funding, income is accrued, and
any balance included under Amounts due from funders in Note 12.
32 www.birdlife.org
18 Analysis of net assets between funds
Tangible Net current 2015 2014
fixed assets Investments assets Total Total
£ £ £ £ £
Endowment funds
BirdLife Fund - 804,441 - 804,441 812,248
Rare Bird Club Fund - 1,399,181 - 1,399,181 1,410,800
Harapan Fund - 2,088,810 (2,785) 2,086,025 2,034,915
Sumatra Fund - 199,447 63,198 262,645 256,166
Helmut Sick Fund - 150,030 - 150,030 145,330
Restricted funds - - 5,696,850 5,696,850 5,601,017
Unrestricted funds 32,529 32,410 872,478 937,417 1,312,54 _________ _________ _________ _________ _________
32,529 4,674,319 6,629,741 11,336,589 11,573,030 _________ _________ _________ _________ _________
The analysis of net assets between funds for the company would be exactly the same as above, except for;
- Investments, which would show an additional £2, included within the unrestricted funds, for the investment
in BirdLife Services Limited, and
- Net current assets, which would be £2 less, included within the unrestricted funds, for the net amount owed
by BirdLife Services Limited.
19 Pension obligations
The company operates defined contribution pension schemes. The assets of the schemes are held separately from those of
the company in independently administered funds. The pension cost charge represents contributions payable by the
company to the funds and amounted to £371,427 (2014 – £313,310). Pension contributions payable to the funds at the year-
end were £ Nil (2014 – £Nil).
20 Indemnity insurance
An indemnity insurance premium amounting to £5,915 (2014 - £6,496) was paid for the year. The insurance indemnifies:
The trustees or other officers for error or omission committed in good faith in their capacity as trustees or officers;
The charity for loss arising from fraudulent or malicious conduct by trustees and officers.
33 www.birdlife.org
21 Reconciliation of changes in resources to net cash flow from operating activities
2015
£
2014
£
Net income/(expenditure) for the reporting period (as per the Statement of
Financial Activities)
Adjustments for:
(236,441) 946,692
Depreciation on tangible fixed assets 21,984 24,392
Losses on disposal of tangible fixed assets 2,415 14
(Increase) in debtors (78,587) (491,585)
Increase in creditors 14,114 113,548
(Gain) on investments (200,572) (225,602) __________ __________
Net cash (outflow)/inflow from operating activities (477,087) 367,459 __________ __________
22 Analysis of net funds and reconciliation of net cash flow to movement in net funds
Group 2015 2014
£ £
Net funds, being cash at bank and in hand, at 1 January 6,574,523 6,208,450
(Decrease)/Increase in cash in the year (326,911) 366,073 __________ __________
Net funds, being cash at bank and in hand, at 31 December 6,247,612 6,574,523 __________ __________
23 Operating lease commitments
BirdLife International has commitments under non-cancellable operating leases for land and buildings as follows:
2015 2014
£ £
Commitments expiring within one year 3,040 107,510
Commitments expiring in 2 – 5 years 71,365 56,038
Commitments expiring after 5 years 172,179 57,495
Of the above commitments £115,390 (2014: £82,560) relates to the lease of the Head Office premises in Cambridge (UK) due
to expire after 5 years.
24 Trading subsidiary
The charity has one wholly owned subsidiary which is registered in England and Wales. BirdLife Services Limited formerly
acted as the trading subsidiary of BirdLife International, and last traded in 2001. The entity continued to be dormant in the
year ended 31 December 2015. The net assets of Birdlife Services Limited at the year-end were £2.
34 www.birdlife.org
25 BirdLife International branches
The Secretariat to the BirdLife International Partnership (BirdLife International, the UK registered Charity and Company)
operates across all continents. In order to do this it has branches which are controlled and managed by BirdLife
International. In certain countries, where it has been necessary, branches of the Secretariat have been set up and locally
registered. These branches, as with all other Secretariat branches are not treated as separate from the main charity for the
purposes of these financial statements. The results contributing to the results of BirdLife International are summarised
below. These are all fully integrated into the main charity accounts.
Stichting BirdLife Europe is a registered entity in the Netherlands. It comprises activities of the Secretariat’s European and Central
Asia Division, which primarily operates from an office in Belgium. It is controlled by the board of Stichting BirdLife Europe who
are employees of BirdLife International.
Ippan Shadan Houjin BirdLife International Asia Division is an association registered in Japan. It is controlled by a Board
comprising of staff of BirdLife International. Senior staff are employed by BirdLife International.
BirdLife International (Asia) Limited is a registered company limited by guarantee and charity in Singapore. The majority of the
Board are staff of BirdLife International.
Entity Income
(£’000)
Net Assets/(Liabilities)
(£’000)
Stichting BirdLife Europe 927 (61)
Ippan Shadan Houjin
BirdLife International Asia
Division
975 444
BirdLife International
(Asia) Limited 312 (614)
26 Connected organisations
American Friends of BirdLife International Inc. is a tax exempt organisation incorporated in the USA. Its objectives are in
support of the objectives of the BirdLife International Partnership. One of the Trustees of BirdLife International and one
staff member of BirdLife International act on the board of directors of the organisation.
Yayasan Konservasi Ekosistem Hutan Indonesia (Yayasan) is an Indonesian charitable foundation. Its objectives are in
furtherance of conservation of biodiversity in Indonesia. One of the Trustees of BirdLife International acts on the board of
directors of the organisation.
27 Contributions from and payments to BirdLife Partners
BirdLife International acts as an umbrella organisation for entities with similar objectives throughout the world. These
Partner organisations provide funding for projects and maintenance of the Secretariat. The Secretariat works closely with
Partners on project activities and co-ordination. It also sub-contracts work to, and obtains funding for, Partner
organisations. Although the Partners do not necessarily constitute related parties, as defined within FRS 102, disclosure of
transactions with the Partners is made on the basis that the information is of interest to the Partnership. The tables on pages
35, 36 and 37 show the levels of contributions to the Secretariat from various Partners, and payments from the Secretariat to
the Partners.
35 www.birdlife.org
Contributions from BirdLife Partners 2015 2014 Unrestricted Restricted Total Unrestricted Restricted Total Country/Territory Partner £ £ £ £ £ £ Argentina Aves Argentinas (AOP) 1,529 - 1,529 1,193 - 1,193
Australia* BirdLife Australia 5,978 - 5,978 5,570 - 5,570
Austria BirdLife Austria 2,117 - 2,117 2,292 - 2,292
Bahamas Bahamas National Trust 900 - 900 - - -
Belgium Natuurpunt 63,761 - 63,761 56,368 - 56,368
Belgium Natagora 16,353 - 16,353 16,282 - 16,282
Belize Belize Audubon Society (BAS) 320 - 320 330 - 330
Bolivia Asociacion Civil Armonia (ACA) 312 - 312 291 - 291
Bulgaria* Bulgarian Society for the Protection of Birds (BSPB) 566 - 566 590 - 590
Burkina Faso* Fondation des Amis de la Nature (NATURAMA) 296 - 296 287 - 287
Canada Nature Canada (NC) 2,695 - 2,695 5,906 - 5,906
Canada Bird Studies Canada (BSC) 2,458 50,342 52,800 2,290 66,677 68,967
Cyprus BirdLife Cyprus 606 - 606 581 - 581
Czech Republic Czech Society for Ornithology (CSO) 1,834 - 1,834 1,861 - 1,861
Denmark Dansk Ornitologisk Forening (DOF) 17,131 - 17,131 11,777 - 11,777
Ecuador* Aves y Conservacion - - - 308 - 308
Estonia Eesti Ornitoloogiauhing (EOU) 545 - 545 547 - 547
Ethiopia Ethiopian Wildlife & Natural History Society (EWNHS) 318 - 318 297 - 297
Falkland Islands Falklands Conservation 327 - 327 300 - 300
Finland BirdLife Suomi–Finland 9,209 - 9,209 9,164 - 9,164
France Ligue pour la Protection des Oiseaux (LPO) 27,807 - 27,807 32,812 - 32,812
French Polynesia* Societe’ d’Ornithologie de Polynesie “Manu” 318 - 318 289 - 289
Germany Nature and Biodiversity Conservation Union (NABU) 49,742 10,296 60,038 55,922 - 55,922
Ghana Ghana Wildlife Society (GWS) - - - 303 - 303
Gibraltar Gibraltar Ornithological and Natural History Society (GONHS) 327 - 327 604 - 604
Greece Hellenic Ornithological Society (HOS) 716 - 716 1,118 - 1,118
Hong Kong Hong Kong Birdwatching Society (HKBWS) 1,190 - 1,190 - - -
Hungary Hungarian Ornithological and Nature Conservation Society (MME) 4,180 1,465 5,645 4,366 - 4,366
India Bombay Natural History Society (BNHS) 2,347 - 2,347 2,471 - 2,471
Ireland BirdWatch Ireland 2,282 - 2,282 2,481 - 2,481
Israel Society for the Protection of Nature in Israel (SPNI) - 8,564 8,564 7,631 5,872 13,503
Italy Lega Italiana Protezione Uccelli (LIPU) 18,756 3,162 21,918 22,182 8,635 30,817
Japan Wild Bird Society of Japan (WBSJ) 3,222 2,738 5,960 1,338 - 1,338
Jordan* Royal Society for the Conservation of Nature (RSCN) 314 - 314 289 - 289
Kenya Nature Kenya 312 - 312 291 - 291
Latvia Latvijas Ornitologijas Biedriba (LOB) 312 - 312 291 - 291
Lebanon* Society for the Protection of Nature in Lebanon (SPNL) 322 - 322 282 - 282
Luxembourg Natur & Emwelt 2,342 - 2,342 2,184 - 2,184
Malaysia Malaysian Nature Society (MNS) 1,519 - 1,519 3,487 - 3,487
Malta BirdLife Malta 716 - 716 1,964 - 1,964
36 www.birdlife.org
Contributions from BirdLife Partners (continued)
2015 2014
Unrestricted Restricted Total Unrestricted Restricted Total
Country/Territory Partner £ £ £ £ £ £
Netherlands* Vogelbescherming Nederland (VBN) 117,149 182,923 300,072 136,983 213,688 350,671
New Zealand Forest and Bird 8,583 - 8,583 7,976 - 7,976
Nigeria Nigerian Conservation Foundation (NCF) 311 - 311 308 - 308
Norway Norsk Ornitologisk Forening (NOF) 6,508 2,979 9,487 6,552 7,203 13,755
Palau Palau Conservation Society (PCS) 330 - 330 270 - 270
Palestine* Palestine Wildlife Society (PWLS) 303 - 303 293 - 293
Panama Sociedad Audubon de Panama (PAS) - - - 308 2,081 2,389
Paraguay Guyra Paraguay (GP) 618 - 618 569 - 569
Philippines Haribon Foundation (HF) 312 - 312 - - -
Poland Polish Society for the Protection of Birds (OTOP) 716 - 716 1,709 - 1,709
Portugal* Sociedade Portuguesa para o Estudo das Aves (SPEA) 1,631 - 1,631 1,888 - 1,888
Romania Romanian Ornithological Society (SOR) 742 - 742 602 - 602
Seychelles Nature Seychelles - - - 291 - 291
Sierra Leone Conservation Society of Sierra Leone (CSSL) 304 - 304 265 - 265
Singapore* Nature Society (Singapore) 857 - 857 801 - 801
Slovakia Slovak Ornithological Society / BirdLife Slovakia (SOS) 706 - 706 568 - 568
Slovenia Drustvo Za Opazovanje in Proucevanje Ptic Slovenije (DOPPS) 700 - 700 719 - 719
South Africa BirdLife South Africa (BLSA) 1,101 5,074 6,175 4,234 4,945 9,179
Spain Sociedad Espanola de Ornitología (SEO) 10,038 2,057 12,095 11,339 1,073 12,412
Sweden Sveriges Ornitologiska Förening (SOF) 14,537 - 14,537 12,302 - 12,302
Switzerland Schweizer Vogelschutz (SVS) 46,734 14,514 61,248 45,560 51,165 96,725
Taiwan Chinese Wild Bird Federation (CWBF) 922 - 922 893 - 893
Thailand Bird Conservation Society of Thailand (BCST) 496 - 496 460 - 460
Uganda* Nature Uganda (NU) 366 - 366 341 - 341
UK* Royal Society for the Protection of Birds (RSPB) 773,216 292,859 1,066,075 733,942 342,836 1,076,778
Ukraine Ukrainian Society for the Protection of Birds (USPB – TOPU) - - - 291 - 291
USA* Audubon 99,663 59,804 159,467 88,568 - 88,568
Zimbabwe BirdLife Zimbabwe (BLZ) 314 - 314 289 - 289
_________ _________ _________ _________ _________ _________
1,331,136 636,777 1,967,913 1,314,860 704,175 2,019,035
_________ _________ _________ _________ _________ _________
37 www.birdlife.org
Payments to BirdLife Partners
2015 2014
Country/Territory Partner £ £ Argentina Aves Argentinas (AOP) 50,483 51,164
Australia* BirdLife Australia 341 320
Austria BirdLife Austria 40,672 34,239
Bahamas Bahamas National trust 11,633 -
Belize Belize Audubon Society 644 -
Bolivia Asociacion Civil Armonia (ACA) 19,432 35,351
Burkina Faso* Fondation des Amis de la Nature (NATURAMA) 102,140 68,467
Canada Nature Canada (NC) 8,237 33,766
Canada Bird Studies Canada 3,880 -
Cyprus BirdLife Cyprus 40,493 10,674
Czech Republic Czech Society for Ornithology (CSO) 2,272 27,385
Ecuador* Aves y Conservacion 15,930 26,679
Ethiopia Ethiopian Wildlife & Natural History Society (EWNHS) 47,186 12,824
France Ligue pour La Protection des Oiseaux (LPO) 101,447 77,627
French Polynesia* Societe d’Ornithologie de Polynesie “Manu” 113,023 41,635
Germany Nature and Biodiversity Conservation Union (NABU) 10,104 6,757
Ghana Ghana Wildlife Society (GWS) 30,989 65,862
Greece Hellenic Ornithological Society (HOS) 3,306 -
Hong Kong Hong Kong Bird Watching Society (HKBWS) 23,788 10,010
Hungary Hungarian Ornithological and Nature Conservation Society (MME) - 5,000
India Bombay Natural History Society (BNHS) 28,287 7,002
Ireland Birdwatch Ireland 15,715 2,481
Israel Society for the Protection of Nature in Israel - 8,458
Italy Lega Italiana Protezione Uccelli (LIPU) 75,594 39,923
Jordan* Royal Society for the Conservation of Nature (RSCN) - 11,090
Kenya Nature Kenya 36,221 31,294
Latvia Latvijas Ornitologijas Biedriba (LOB) 12,767 11,570
Lebanon* Society for the Protection of Nature in Lebanon (SPNL) 31,459 11,675
Malaysia Malaysian Nature Society (MNS) 22,639 10,368
Malta BirdLife Malta 58,010 16,592
Netherlands Vogelbescherming Nederland (VBN) 1,198 -
New Caledonia Société Calédonienne d’Ornithologie (SCO) 29,687 -
New Zealand Forest and Bird 51,046 22,039
Nigeria Nigerian Conservation Foundation (NCF) 16,797 53,774
Palau Palau Conservation Society (PCS) 14,046 28,932
Palestine* Palestine Wildlife Society (PWLS) 1,410 9,511
Panama Sociedad Audubon de Panama (PAS) 650 -
Paraguay Guyra Paraguay (GP) 15,385 17,571
Philippines Haribon Foundation (HF) 42,437 39,510
Poland Polish Society for the Protection of Birds (OTOP) 83,699 83,108
Portugal* Sociedade Portuguesa para o Estudo das Aves (SPEA) 3,653 7,214
Seychelles Nature Seychelles 1,404 -
Sierra Leone Conservation Society of Sierra Leone (CSSL) 9,071 12,440
Slovakia Slovak Ornithological Society / BirdLife Slovakia 17,049 3,892
Slovenia Drustvo Za Opazovanje in Proucevanje Ptic Slovenije (DOPPS) 75,249 74,043
South Africa BirdLife South Africa (BLSA) 62,906 2,792
Spain Sociedad Espanola de Ornitología (SEO) 21,993 69,339
Tunisia Associacion “Les Amis des Oiseaux” 29,045 -
Uganda* Nature Uganda (NU) 42,483 31,296
Ukraine Ukrainian Society for the Protection of Birds (USPB) - 1,680
UK* Royal Society for the Protection of Birds (RSPB) 470,441 201,358
USA* Audubon 11,226 13,027
Zimbabwe BirdLife Zimbabwe (BLZ) 7,880 21,360
_________ _________
1,915,447 1,351,099
_________ _________
*Partner organisations that had representatives on the board of directors of BirdLife International during 2015.
The above relate to contributions received and payments made to further the cause of conservation programmes in the country of the
Partner, and/or for activities of BirdLife International programmes.
BirdLife International Trustees Report and Financial Statements 2015 Supporting the work of BirdLife International
38 www.birdlife.org
Supporting the work of BirdLife
International
The BirdLife Partnership and Secretariat faces ever
increasing demands to deliver more conservation actions
in the battle to save the world’s birds from global
extinction and to protect our natural environment.
There are many ways in which you can help us at local,
national or international levels and a few are highlighted
below.
How you can help locally and nationally
You can join or make a donation to your local or national
BirdLife Partner in country where you live or have a
special interest in. All Partner organisations desperately
need grant aid from trusts and foundations as well as
voluntary and regular donations from individuals. Most
BirdLife Partners offer supporter membership schemes
with varying benefits including publications and the
opportunity to visit and see or participate in their
conservation work.
Please visit our web site at www.birdlife.org or telephone
+44 (0) 1223 277318 for contact details and how you can
support a BirdLife Partner.
How you can help internationally
At the heart of the BirdLife Partnership is the Secretariat
which works globally to strengthen and enable the
Partners to deliver effective conservation actions in the
field.
All of our international projects and programmes need
grant aid from organisations and donations from
individuals. Put simply the Secretariat is the lifeblood to
the BirdLife Partnership and please help this core work.
Individuals can give their support through the
international membership schemes of either the Rare Bird
Club or the World Bird Club.
Please e-mail [email protected] or telephone
+44 (0) 1223 277318 for full details about international
membership schemes.
Alternatively you can donate to our campaigns and
appeals by visiting www.birdlife.org and donating on
line or telephone +44 (0) 1223 277318.
We need your help and support both now and in the
future. A legacy pledge in your will to Birdlife
International or a BirdLife Partner is a simple and
effective way of helping us to create a world richer in
wildlife, that’s more beautiful and inspiring than it is
today. With your help we can provide real hope for
nature and people. For more information on how to write
BirdLife into your will or to obtain your free legacy pack,
then please e-mail [email protected] or telephone
+44 (0) 1223 277318.