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

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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.

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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.

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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.

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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.

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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

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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 __________ __________

30 www.birdlife.org

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 membership@birdlife.org 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 howtohelp@birdlife.org or telephone

+44 (0) 1223 277318.