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2021-12-31-accounts

ANNUAL REPORT AND FINANCIAL STATEMENTS 31 DECEMBER 2021

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CONTENTS

This page: Guardians of Nimla Ha’, WLT’s largest appeal to date, funded the protection of tropical forests, wetlands and mangroves in Guatemala last year. Image: © FUNDAECO-Archive

Cover: WLT’s Borneo appeal of June 2021 allowed HUTAN to safeguard habitat for eight of Asia’s 10 hornbill species, including the Rhinoceros Hornbill. Image: SANJITPAAL SINGH / JITSPICS.COM©

worldlandtrust.org

REPORT FROM OUR CHAIR

Dr Mark Avery, Chair of WLT Trustees

On the 22nd of May 2022, World Land Trust’s (WLT) founder and long-time

chief executive, John Burton, passed away. Whilst this is our 2021 Annual Report it’s important that we acknowledge John’s remarkable conservation legacy. An obituary celebrating John’s life, achievements, and role in founding WLT – written by journalist, author, WLT ambassador and WLT council member Simon Barnes – can be found on our website.

I’ll start with a simple (and hugely encouraging) fact: 2021 was a record-breaking year for WLT. We raised more funds (£8,192,000) and gave more to our partners (£6,393,000) than in any other year in our history. It’s a tough world out there, but in spite of all the pressures they faced in 2021, our supporters showed us what’s important to them. WLT was then able to support our partners working on the ground and

deliver conservation impacts, at an impressive scale. I think the figures bear that out.

Last year, donations to WLT helped to protect 182,754 ha of priority habitats and connect 1,976,237 ha more through WLTfunded corridors. Those donations also planted 161,300 native trees and funded 44 rangers working in 12 countries. 2021 even saw us offset more emissions – 82,966 tCO2e (tonnes of carbon dioxide equivalent) – than ever before. So many people want to make a difference and WLT’s varied programmes make it possible for all to contribute to conserving wildlife, storing carbon and working with local communities in biodiversity hotspots. With the window for effective climate action rapidly closing, I’m particularly grateful for the growth in Carbon Balanced supporters we saw in 2021.

There were some standout projects that were funded by the year’s three appeals. Supporters created 20,000 ha of community reserves

in Tanzania’s coastal forests, saved five crucial plots of rainforest in Malaysian Borneo, and tripled the size of Guatemala’s Laguna Grande Reserve. Another highlight was the 95,500 ha Belize Maya Forest, saved thanks to a global alliance which counts WLT as a member.

I mentioned before that it’s a tough world out there – tough for people and tough for wildlife. Climate change, habitat loss, the illegal wildlife trade – it’s not getting easier for the natural world that we all care about. I understand that in 2022 and the years to follow, many of us will feel a financial pinch, and it will be more difficult to donate to organisations like WLT. That’s why I’m more thankful than ever for those of you who stand by us, who trust us and our partners to deliver for conservation when and where we’re needed most. Together, I know we can keep making a real and growing difference – and continue to build on John Burton’s legacy.

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© Peter Lawrence1 World Land Trust Year ended 31 December 2021 1
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REPORT FROM OUR CEO

Dr Catherine Barnard, World Land Trust CEO

In 2021, the impact WLT and our partners

made against biodiversity loss and climate change felt all the more momentous because of the global backdrop – one of a world where the window to act is narrowing. But also a world where awareness of the need to act continued to increase.

The first year of the WLT Strategic Plan (2021-2025) also marked a pivotal moment in a decade scientists tell us will decide the fate of Earth, and planetary crises dominated the spotlight like never before. The year was defined in particular by the COP26 climate summit in Glasgow in November 2021, when myself and others at WLT repeated our message that countries need to start treating climate change like the existential threat it is; to match words with action, funding, and regulation at the scale and speed required.

The jury is definitely still out on whether leaders will honour the promises they made at COP26: to cut emissions in line with a watered-down Glasgow climate pact, to ‘end’ deforestation by 2030, and others. As I write this in early 2022, the feet-dragging seen so far in the talks around a separate, Paris-style UN deal on biodiversity targets post-2020 doesn’t bode well, especially when considered alongside the fact that countries comprehensively failed to deliver the agreed biodiversity goals by 2010 and 2020.

While WLT will continue to add our

voice to those pressing leaders for systemic change – reminding them that to protect nature is above all an act of self-survival for the human species, as evidenced by the Professor Sir Partha Dasgupta review that came out in early 2021 – we in civil society cannot forget our own power to make a difference. Charities like WLT will (and must) push on with direct © Peter Lawrence action for the planet now, armed with proof of the impact our acres around the world by 2025 supporters are making. Every year will naturally follow. the evidence keeps building, and Doing more for WLT partners and 2021 was no different.

Doing more for WLT partners and supporters will require reinforcing the organisation that connects them. We’re already heavily investing in a greener, fairer, nimbler WLT, with a renewed drive for equity, diversity and inclusion. From a ranger in South Africa to a donor in Swansea or one of our staff in Suffolk, no two people part of the WLT movement are alike, but we’re all united by our passion for the planet we all share. Only when all our voices are heard and celebrated, can we be effective in its protection.

Take the businesses who last year protected carbon-rich forests by offsetting their unavoidable, residual emissions with us. Or our Tanzania, Borneo and Guatemala appeals, all of which exceeded – in one case doubling – their targets. In 2021, WLT supporters did not wait to see whether leaders fulfilled their promises; they acted to save the habitats future generations will need. Year after year the appetite for direct action swells, a tide of conservation hope that WLT will harness, and enlist new supporters to, in this makeor-break decade.

This is our promise to our supporters and stakeholders: after the strong start we made last year towards our 2021-2025 targets, we will save millions of acres more in the coming years because that is exactly the power donations to WLT have. We’ve got a solution scientists agree is one of the most effective against climate change – the protection of nature – and scaling it up now is both a moral obligation and an exciting challenge. We hope you will continue to join us in this journey.

People have always been, and will remain, the engine of everything WLT achieves and that is our chief mission in the 2021-2025 Strategic Plan years and beyond: to continue acting as the bridge connecting the WLT supporters who want to fund direct action and the WLT partners whose impactful projects need funding; to inspire and invest in both sides. Get that right, and our target to fund the protection of millions of

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worldlandtrust.org

THE FIRST OF FIVE YEARS OF CHANGE

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Our 2021 impact in the context of WLT’s Strategic Plan

The world is facing interlinked biodiversity and climate crises and a sixth mass extinction event, with one million species threatened with extinction. The most immediate threats to biodiversity are the direct impacts of climate change and the ongoing loss and degradation of natural habitat, with more than half of the world’s land now covered by agriculture, forestry and built-up areas.

carbon that those habitats store and the species that depend upon them. With that in mind, in 2021 we approved a WLT Strategic Plan setting out how we would scale up our impact between 2021 and 2025, protecting even more land, more habitats, more carbon, more species and support local people over those five years.

The WLT Strategic Plan 2021-2025 focuses on delivery of the aims and objectives shown in our strategic map (see next page). We believe that WLT will have the greatest impact by:

WLT works directly to tackle these threats on the ground by bringing land into conservation in partnership with local conservation organisations and groups who are best placed to ensure its ongoing management and protection. This simple approach has underpinned WLT’s work for the last 30-plus years and over this period and as of the end of 2021, WLT has directly brought nearly 1,000,000 ha (2,409,420 acres) of land into long-term protection, and a total area with cofunders of over 2,200,000 ha (more than 5,580,000 acres).

We know that local conservation ownership protects habitats, protects the

Five years of impact: Our KPIS for 2021-2025

Turn to pages 9-10 to find out how WLT performed against these KPIs during 2021, the first year of the WLT Strategic Plan

3 World Land Trust Year ended 31 December 2021

STRATEGY MAP

How WLT will deliver its 2021-2025 plan

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VISION: Protect the world’s most threatened habitats and
species for the future
MISSION: Helping people across the world protect and restore
their land to safeguard biodiversity and the climate
PLANET PARTNERSHIP PEOPLE
To protect larger,
To develop
more connected and To be an inspirational
partnerships to
climate-resilient organisation that
deliver sustainable land
Strategic landscapes that empowers positive
and management for
Aims contribute to local actions for nature
conservation
and international
and climate
biodiversity goals
Develop strong, Inspire and engage
Deliver tangible
long-term benefits long-term partnerships supporters in the work
for nature, climate and that deliver effective, we do and empower
local communities replicable and scalable a movement of action
conservation for nature
Ensure Develop effective Ensure we value Deliver inspiring
operational partnerships and and nurture every and compelling
excellence strategic alliances supporter stories
Objectives
Develop organisational
capabilities and Invest in our
Invest in digital
systems and seek staff to be the
transformation
continuous best they can be
improvement
Grow our income Deploy our staff and resources
strategically and efficiently
VALUES POSITIVE HONEST FOCUSED SUPPORTIVE
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worldlandtrust.org

Protected by WLT and more than a dozen other organisations in 2021, the Belize Maya Forest is a living symbol of how the Buy an Acre approach – first pioneered by WLT in 1989 – can fight planetary crises at scale: 95,000-plus-ha safeguarded for hundreds of species, land owned by local conservationists, and an estimated, aggregate millions of carbon tonnes worth of climate benefits.

REPORT OF THE WLT TRUSTEES

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Impact in the year of COP26

The Trustees present their annual Trustees’ Report of the charity and its subsidiaries for the year ended 31 December 2021, which are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes. The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association and Accounting and Reporting by Charities: Statement of Recommended Practice applicable in the UK and Republic of Ireland (FRS 102) (second edition, effective 1 January 2019)

In 2021, the urgency of planetary crises was starker than ever before. Ahead of the COP26 summit, Intergovernmental Panel on Climate Change (IPCC) experts said only “immediate, rapid and large-scale” cuts in emissions can now prevent runaway climate change. In parallel, scientists echoed prior warnings that a lack of decisive action would see current rates of biodiversity loss give way to a sixth mass extinction event, threatening the natural ecosystems that form the basis of the health and prosperity of every being on Earth.

WLT and its partners have spent decades advancing one of the most effective climate strategies – the protection of nature – and in 2021, the first year of WLT’s Strategic Plan, our joint impact showed no signs of abating: over 180,000 ha protected and over 160,000 trees planted; 11.7 million ha connected; lives improved for the communities who own and protect the land they know best – this and more was funded and facilitated in 2021 by WLT supporters, our partners and external allies, as you can read in the coming pages.

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worldlandtrust.org

182,754 HA PROTECTED THROUGH LAND ACQUISITION

If land acquisition was already an impactful approach back when WLT was created, its relevance has only increased as planetary crises. In 2021, at the dawn of a decisive decade for Earth, it remained at the core of WLT’s conservation programmes.

Last year, WLT helped to bring 182,754 ha (451,594 acres) into conservation across seven countries in the Americas, three in Africa and two in Asia, through direct WLT funding (85,511 ha), co-funding by others (97,240 ha) and leveraging* (3 ha). Over half (106,386 ha) of the 182,754 ha total was protected through land purchases by WLT partners, followed by reserve declarations (73,015 ha), compensation payments (2,500 ha) and community reserves (853 ha). The hectares added in 2021 mean that between 1989 and the end of 2021, WLT has helped to protect 2,288,506 ha (5,655,021 acres) through funding, co-funding and leveraging – a tract of habitats the size of Belize.

Our Strategic Plan commits WLT to prioritising funding for world areas where the greatest biodiversity (the metric known as rarity-weighted species richness) lies at the greatest risk and many of the acquisitions we supported last year mirrored this. In Ecuador, for instance, WLT’s Action Fund financed projects by partners Fundación EcoMinga (expansion of the Río Zuñac Reserve) and Naturaleza y Cultura Ecuador (declaration of the Santiago Municipal Reserve) which, while relatively small in size, fell within Key Biodiversity Areas (KBAs) and the Tropical Andes Hotspot – an

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WLT’s appeals helped to fund land protection at scale, such as our March 2021 campaign to help TFCG protect 20,000 ha for lions and more in Tanzania

area known to rank exceedingly highly in terms of bird, mammal and amphibian endemism.

Further WLT-funded acquisitions fitting that description – rarityweighted areas where relatively small purchases can make an outsized impact – took place last year in Kenya, with the Action Fund financing the creation of a reserve (Nature Kenya’s Kamale Kilifi Weaver Reserve) part of a KBA and a global biodiversity hotspot, and in Colombia, where we funded the expansion of a small reserve (Guanacas Bosques de Niebla) protecting areas with high bird, mammal and amphibian richness.

*Three approaches behind the 182,754 ha

During our WLT Strategic Plan years (2021-2025), WLT will use a triple approach to maximise its impact: direct funding (this was 85,511 ha of 182,754 ha in 2021), collaborations with co-funding third parties (97,240 ha of 182,754 ha in 2021) and negotiating, where possible, so that WLT’s support leverages governments or landowners to add further areas into protection (3 ha of 182,754 ha in 2021).

Also set out under the WLT Strategic Plan, the main other acquisition approach last year were areas with lower rarity-weighted species richness but with large, intact landscapes our partners were still in time to protect. That was the case with the 20,000ha chain of community reserves funded by our ‘Saving Tanzania’s Coastal Forests’ appeal or the declaration of four vast community forest areas surrounding Zambia’s Kasanka National Park. However, perhaps the most iconic such acquisition in 2021 was seen in Belize, where WLT’s Buy an Acre supporters joined over a dozen other organisations to secure the 95,000-plus-ha Belize Maya Forest – filling a key gap in the protected Selva Maya forest chain of Central America.

The Maya Forest project embodied like no other a strategic axis for WLT in 2021-2025 and beyond: the forming of alliances to inject scale into conservation, both with WLT-supported partners – our network numbered 34 in 2021, after four joined from Africa and two from America – and with external organisations. Together, by focusing on the right areas, we unlocked connectivity at scale: the addition in 2021 of 108,893 ha across just four WLT-supported projects in Belize, Malaysian Borneo, Ecuador and Kenya allowed our partners to connect 1,976,237 ha of protected areas over the year. This staggering annual total means that over WLT’s history and as of the end of 2021, WLT has helped to link a cumulative, protected 11,777,054 ha worldwide – an area bigger than Bulgaria.

7 World Land Trust Year ended 31 December 2021

RESTORATION AND RANGERS WHEN IT MOST MATTER

161,300 trees planted worldwide with WLT funds

In 2021, the year when the UN launched its Decade on Ecosystem Restoration, WLT supporters funded the planting of 161,300 native trees across the world, split between Africa’s Mount Kenya (50,000 trees), India’s D’ering-Dibru corridor (44,400), Vietnam’s Bac Huong Hoa Nature Reserve (28,700), Armenia’s Caucasus mountains (15,000), Ecuador (10,000), Malaysian Borneo (6,700) and Honduras (6,500). The 2021 intake means that between 1989 and the end of 2021, donations to WLT have funded a total of over 2,464,000 trees worldwide, helping to restore at least 2,540 ha (6,276 acres) of threatened habitats across Africa, America, Asia and beyond. WLT’s strategic focus for tree planting is to prioritise areas with the highest biodiversity and under the greatest threat on land that our partners have already protected through purchase or other approaches. This has guided reforestation work that did not just revive habitats for orangutans, elephants, leopards, gibbons, and countless birds and other species in 2021. It also brought local jobs, protected water sources, green tax rebates, and other benefits to the communities who work at tree nurseries and reforestation sites. Last year, WLT’s four Plant a Tree projects helped to directly advance 10 UN Sustainable Development Goals, from No Poverty to Quality Education or Clean Water and Sanitation.

44 Keepers of the Wild for threatened habitats

Land acquisition is only ever the first step for conservation to be effective and with help from WLT supporters, our partners have continued to

work hard to manage their reserves. WLT aims to ensure that all land secured for our overseas partners also includes funding for a ranger for several years after acquisition. During 2021, our Keepers of the Wild programme funded 44 rangers with 15 partners across 12 countries, from Argentina to Armenia, Belize, Bolivia, Brazil, Colombia, Ecuador, Honduras, Kenya, Malaysian Borneo, Paraguay and Venezuela.

Like every other year, 2021 saw Keepers of the Wild contribute to conservation and communities far beyond their usual duties of reserve patrolling and wildlife monitoring. In Ecuador’s Río Zuñac Reserve, the Recalde family of Fundación EcoMinga Keepers of the Wild helped to discover four new tree species – with one, Sciodaphyllum recaldiorum , named in their honour – while in Paraguay, Guyra’s Keeper of the Wild Lourdes Matoso spoke of her efforts to unlock jobs for local women, in addition to her tireless work keeping the Chaco-El Pantanal Reserve safe. In Honduras, AESMO’s Keepers of the Wild welcomed a new generation as Eva Ardón, the daughter of former Keeper of the Wild Carlos Ardón, joined the roster.

Credits: Top © HUTAN; bottom © Tatiana Galluppi-Guyra Paraguay

In 2021, the reforestation projects funded by WLT continued to be led by and bring benefits to local people. In northeast India, WLT-backed treeplanting at the D’eringDibru corridor saw villagers being hired for nursery management, quality seedling production, restoration site preparation and tree-planting itself.

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worldlandtrust.org

NUMBERS OF AN IMPACTFUL YEAR

WLT’s Strategic Plan KPI performance during 2021

Biodiversity maintained in WLT-backed reserves

Priority land saved

YEAR TARGET

YEAR TARGET 2021 98% of key indicator species population persistence levels 2022 >98% 2023 >98% 2024 >98% 2025 >98%

2021 160,000 ha 2022 340,000 ha (+180,000 ha) 2023 540,000 ha (+200,000 ha) 2024 760,000 ha (+220,000 ha) 2025 1,000,000 ha (+240,000 ha)

Performance in 2021:

KPI ACHIEVED

Performance in 2021: KPI ACHIEVED

182,754 ha brought by WLT into conservation in 2021 through direct funding, entering co-funding alliances and leveraging of support.

98.88% biodiversity maintained across WLT-backed reserves in 2021. This average is based on the most complete data available at the time of writing, drawn from 18 WLT partners. WLT will update this average as new 2021 data is disclosed by our partners over the year.

Priority habitats connected

YEAR TARGET

Number of ~~ac~~ tive WLT partners

2021 400,000 ha 2022 800,000 ha 2023 1,200,000 ha 2024 1,600,000 ha 2025 2,000,000 ha

YEAR TARGET

2021 30 2022 33 2023 36 2024 39 2025 42

Performance in 2021:

KPI ACHIEVED

1,976,237 ha connected by our partners in 2021 with help from four WLT-funded corridors (108,893 ha in all) in Belize, Borneo, Ecuador and Kenya.

Performance in 2021:

KPI ACHIEVED

WLT worked with 34 active partners in 2021, including four organisations joining from Africa and two from the Americas last year.

Forests maintained in WLT-backed reserves

YEAR TARGET

2021 Forest loss rates not surpassing -0.35% 2022 <-0.35% 2023 <-0.35% 2024 <-0.35% 2025 <-0.35%

New WLT donors

YEAR TARGET

2021 Baseline: ~~1~~ 8,429 2022 +25% 2023 +25% 2024 +25% 2025 +25%

Performance in 2021:

KPI NOT ACHIEVED

-0.45% average forest loss rates across WLT-backed partner projects in 2021. The higher-than-targeted forest loss rate was driven by last year’s sweeping wildfires at our partner NATIVA’s Ñembi Guasu conservation area. When this project is excluded from the calculation, WLT would have comfortably hit our target with an average loss of -0.29%.

Performance in 2021:

KPI ACHIEVED

Over 2021, WLT welcomed the support of 6,624 new donors, meeting our KPI with a 35.9% increase on the baseline of 18,429 donors.

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9 World Land Trust Year ended 31 December 2021

Income increasing by at least 15% year on year

YEAR TARGET 2021 Income of £9,000,000 2022 Income of £10,350,000 2023 Income of £11,900,000 2024 Income of £13,700,000 2025 Income of £15,700,000

Performance in 2021:

KPI ACHIEVED

Last year, WLT raised £8,192,000 from all sources. This is the highest annual income recorded in WLT’s history and represents year-on-year growth of 15.02%, just meeting our KPI of at least15% year-onyear growth although below the higher numerical target we had set for last year.

Spending on growth and future income

YEAR TARGET 2021 5% 2022 5% 2023 5% 2024 5% 2025 5%

Performance in 2021:

KPI NOT ACHIEVED

During 2021, 1.5% of WLT’s spending went towards growth and future income. The lower-than-targeted share is explained by the circumstance that WLT spent much of 2021 planning rather than implementing growth spending. The ramp-up of investment will be taking place in 2022.

Beyond 2021: KPIS for future strategic plan years

2021 was just the start of five years of scaled-up conservation impact and WLT is already working hard to ensure WLT Strategic Plan KPIs can be met in 2022, 2023, 2024 and 2025. The ‘Plans for future periods’ section of this Annual Report (pages 35 and 36) maps out the steps the Trust will take to achieve its targets.

Share of income disbursed to WLT partners

YEAR TARGET 2021 >70% 2022 >70% 2023 >75% 2024 >75% 2025 >80%

Performance in 2021:

KPI ACHIEVED

WLT committed and disbursed 78% of its income to conservation partners during 2021.

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worldlandtrust.org

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SIZE
OF
JAMAIC
A
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Since 1989

IN 2021...

HECTARES 182,754

BROUGHT INTO CONSERVATION THROUGH WLT FUNDING, CO-FUNDING AND LEVERAGING

PROTECTED BY WLT PARTNERS ALL IN ALL

DIRECTLY SAVED ACROSS ALL WLT PROGRAMMES

CONNECTED BY WLT-FUNDED CORRIDORS AND EXTENSIONS

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IN ARMENIA 10 [[+]]
PROJECTS FUNDED BY
ACTION FUND
SUPPORTERS
IN 2021
IN ECUADOR
IN ZAMBIA
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10[[+]] PROJECTS FUNDED BY ACTION FUND SUPPORTERS IN 2021

IN INDIA

IN COLOMBIA

IN KENYA

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AND MORE
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© Lucas Bustamante

Since 1989

82,966

OFFSET BY CARBON BALANCED SUPPORTERS IN 2021

THROUGH CARBON BALANCED PROJECTS TO SAVE THE FOREST IN...

ECUADOR

MEXICO

GUATEMALA

ENOUGH TO CANCEL THE ANNUAL EMISSIONS OF 44,000 AVERAGE UK PASSENGER CARS

VIETNAM

A WORLD OF IMPACT IN THE YEAR OF COP26

How WLT partners fought climate change and biodiversity loss in 2021

Breakthrough in the Local livelihoods and 552 species benefit year of COP26 as Big Match Fortnight from Carbon Balanced appeal saves project to protect cloud Guatemala’s Laguna forests in Mexico [ [ Grande for posterity Hondurans protect their own land as AESMO, local people and Puro Coffee save 70 ha of quetzal habitat [

Major win as WLT supporters help protect the 95,000 ha Belize Maya Forest alongside 12+ [ conservation bodies Guanacas reserve expansion provides sanctuary for wildcats and rediscovered brushfinch in Colombia [

x3

Partner NCE adds 14,000+ ha to endangered eagle corridor in Ecuador with help from Action Fund [

Fundación Somuncurá acts to protect endemic frog haven in Patagonia with help from Buy an Acre supporters [

13

Wolf, bear, lynx and leopard filmed at Armenian wildlife refuge protected with help from Action Fund [ supporters

Last chance to protect Ugandan great ape corridor as WLT forms new partnership with ECOTRUST [

Tens of thousands of saplings planted at WLT-backed wildlife corridor supporting local livelihoods for [ Indian people Five plots of orangutan habitat secured as WLT supporters help £150,000 Borneo appeal [ close at £420,000+

Gorilla corridor within sight in Cameroon as project funded by supporters of 2020 appeal makes major [

20,000+ ha saved for elephants as WLT supporters help Tanzania appeal exceed target within weeks [

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Big Match Fortnight 2021, the biggest appeal in WLT’s history, allowed FUNDAECO to protect a chain of forests, wetlands, mangroves and the ecosystem services they offer to Guatemala’s Maya Q’eqchi’ people.

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© Fundación Guanacas - Juan Carlos Macías
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Our focus on priority habitats maximises the impact of every acre we fund. In 2021, WLT helped to expand a Colombian reserve home to the Antioquia Brushfinch, a bird with fewer than 50 individuals left in the wild.

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Armenia is thought to host fewer than 15 Caucasian Leopards but two – including the resighted female ‘Nova’ – were spotted last year in FPWC’s refuge, attesting to the impact of Action Fund-backed land leases.

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On a warming planet, we’ve been helping partners to save reserves from climate-driven fires. In 2021, a WLTfunded brigade stopped a blaze from reaching the home of the Vulnerable Bearded Wood Partridge in Mexico.

15 World Land Trust Year ended 31 December 2021

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Led by long-time WLT backer Puro Fairtrade Coffee, last year our supporters helped partner NCP add 8,700+ ha to a Spectacled Bear reserve owned by communities of Peru’s La Jalca District, in the tropical Andes.

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Last year, our Tanzania appeal funded a ring of community-owned reserves around one of the last viable homes of the squirrel-sized, nocturnal Rondo Galago, among the world’s most endangered primates.

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The success of our 2021 Borneo appeal means partner HUTAN can protect five plots – the initial goal was three – of some of the world’s most biodiverse and threatened land, expanding corridors for orangutans and more.

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When WLT partners protect land, discoveries follow. Last year, four new tree species were identified at Fundación EcoMinga’s reserve in Ecuador. One was named after a Keeper of the Wild family – the Recaldes.

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worldlandtrust.org

HOW WLT RAISED MONEY IN 2021…

Past, present and projected WLT income

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2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
£9 MILLION
£3.4 MILLION £4.5 MILLION £4.9 MILLION £5.7 MILLION £7.1 MILLION £8.2 MILLION £10.3 MILLION £11.9 MILLION £13.7 MILLION £15.7 MILLION
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Income raised in 2016-2020 strategy years Income raised so far in 2021-2025 strategy years Income targeted for 2021-2025 strategy years

*The year-on-year jump in income achieved by WLT in 2021 represents growth of 15.02%, just meeting our KPI of at least 15% year-on-year growth although below the higher numerical target we had set for last year.

Income of £8.2 million raised in 2021

£3.3 MILLION FROM INDIVIDUALS

£2.1 MILLION FROM CORPORATES

£1.4 MILLION FROM LEGACIES

£1.3 MILLION FROM TRUSTS AND FOUNDATIONS

£49,000 FROM OTHER SOURCES

WLT fundraising records of 2021

Highest ever total annual income Highest ever income from individuals Highest ever income from Trusts and Foundations Highest ever income from Carbon Balanced supporters Highest ever income from single fundraising appeal

Dr Catherine Barnard, WLT CEO

“

There is so much to celebrate with WLT’s fundraising in 2021 but we’re already looking ahead, at the work we’ll need to do to get our partners the funds they need to protect more threatened habitats. Our mission all the way to 2025 and beyond will be to use all the levers at our disposal – latest digital tools, better storytelling, global alliances, an empowered workforce – to raise more income and deliver more conservation

17 World Land Trust Year ended 31 December 2021

…AND HOW WLT SPENT IT

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7% FUNDRAISING ACTIVITIES 6% REFORESTATION 4% PARTNERSHIPS AND COMMUNICATIONS
£8.2M £7.6M
SPENT BY SPENT ON
WLT IN CHARITABLE
2021 ACTIVITIES
93% CHARITABLE ACTIVITIES 19% RESERVE MANAGEMENT 71% LAND ACQUISITION
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In 2021, WLT’s raising of record income translated into record funding of conservation action. Last year, the Trust disbursed nearly £6.4 million to our partners – an all-time high that powered countless projects like the protection of Endangered parrots by Venezuela’s Asociación Civil Provita

© Jesús Aranguren

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worldlandtrust.org 18
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COMMUNICATIONS FOR CHANGE

Giving conservation a voice in the year of COP26

In a year where environmental issues seized the public spotlight, WLT worked hard to capture this attention – and translate it into support to conservation – through digital and print communications.

WLT’s special appeals were among the most visible fundraising initiatives. Materials from videos to advertisements, project briefs, newsletters and web and social content were first prepared for Saving Tanzania’s Coastal Forests, which launched on 30 March 2021 with a £360,000 target but raised £400,000 over the following five weeks. The process was swiftly repeated with Saving Borneo’s Orangutan Corridors, with digital and print content helping the £150,000 appeal to raise £420,000 over six weeks in the summer – enough to fund the protection of five plots of rainforest, up from the initially targeted two.

High-profile support from WLT Patrons Steve Backshall and Chris Packham to authors Bill Oddie, Simon Barnes and Nicola Davis, helped ensure the success of the Borneo appeal. This trend continued into the Big Match Fortnight appeal (Guardians of Nimla Ha’) to save Guatemala’s Laguna Grande. With £1,200,000 targeted and £1,370,000+ raised, the largest appeal in WLT’s history benefited from prominent voices like composer Sarah Class – who again generously donated her music as appeal soundtrack – and two campaigns: the conservation-funding celebrity comics of Rewriting Extinction, and Operation Ocelot, Steve Backshall’s initiative – today in its second mission – where children measure spaces and then help WLT to fund the protection of an equivalent area.

WLT’s programmes also received much of WLT’s communication limelight of 2021. As part of a drive to better involve existing donors – a priority for the 2021-2025 period – WLT held weeks-long public celebrations to thank supporters of Buy an Acre (February 2021) and Keepers of the Wild (July

2021). Complete with celebratory assets, dedicated publications and shoutouts on social media, these exercises became the blueprint for further initiatives in 2021 and 2022. COP26 was also a focal point: at a time of unprecedented spotlight on climate action, WLT used the global summit as the backdrop to launch a new suite of Carbon Balanced materials – revamped webpages, guides, explainers, shareable social content – to champion and support programme donors.

This celebration of WLT supporters came amid efforts to document the impact they make through WLT partners in new, compelling ways. To broadcast news from reserve expansions to species discoveries, the team focused on improving existing formats (web and social content, infographics, partner letters) and launched new ones, from interactive maps to UN Sustainable Development Goal explainers. These were shared on WLT’s website, with 436,944 new users visiting in 2021 (a 5% increase on 2020) and full-year page views up 42% on 2020. The content was also circulated on social media – followers of WLT channels grew by 12.5% on average as engagement continued to rise – and through outreach to journalists, leading to coverage by Guardian, BBC, The Times and more during 2021.

WLT’s newsletters continued to prove a powerful engagement and fundraising tool. The digital, monthly eBulletin raised £134,791 (an 18% increase on 2020 totals) as it went out to around 20,000 recipients, with open rates (38%) well above sector benchmarks (25.17%) and click-through rates (2.8%) in line with

sector benchmarks (2.79%). Meanwhile, its quarterly, print counterpart WLT News raised £291,305 – up 56% on 2020 – after being dispatched to around 5,500 subscribers. With a joint £426,096 raised over 2021, the impact of WLT’s two newsletter formats was especially felt around the Saving Borneo’s Orangutan Corridors and the Big Match Fortnight (Guardians of Nimla Ha’) appeals, going on to secure over £95,000 and almost £130,000 respectively for those campaigns.

19 World Land Trust Year ended 31 December 2021

© Jeff Stamer - Shutterstock.com

The raising of a record ~~£1,370,000+ through the~~ Guardians of Nimla Ha’ campaign capped off a year of targetbreaking WLT appeals, and will allow partner FUNDAECO to triple a reserve encircling the shores of Caribbean Guatemala’s top breeding and nursing area for manatees – Laguna Grande.

Record year for individual giving

The impact made by individual WLT donors in 2021 evidenced once more a maxim this charity has seen play out time and time again in its 30-plus years of operation: when people come together for threatened habitats, they form – no matter the size of their individual donations – a collective big enough to make a difference.

Last year, annual donations from individuals were the highest in WLT’s history, reaching £3.3 million (including Gift Aid) of the £8.2 million raised in total between January and December 2021. Contributing to the all-time record were individuals who donated in support of our programmes and appeals; the 5,341 WLT Friends (up 1,349 on 2020) whose regular donations to the Action Fund helped to deliver urgent reserve expansions, species programmes and more in Africa, America, Asia and beyond; or our dedicated fundraisers, who rallied to support the work of WLT partners through cycling challenges, sponsored birdwatching trips, songs for change, Operation Ocelot, days out, and more.

WLT is also deeply grateful to the generous individual supporters who gave significantly to the Trust last year, through either standout donations or a gift in their will. Bringing together their considerable power to make a difference, these individuals played a crucial part in our ongoing programmes in 2021, as well as special campaigns such as our Borneo and Big Match Fortnight appeals. In Zambia, their generous donations

made it possible to safeguard new Community Forest Management Areas in Zambia, part of a vast buffer ring around Kasanka National Park. Across the border in Tanzania, legacy gifts and donations from individuals joined those from charitable trusts to help WLT fund the protection of the Kilombero Elephant Corridor.

Ecuador was another location where these individuals’ support was keenly felt in 2021. Their contributions helped to expand Fundación EcoMinga’s Manduriacu Reserve in Ecuador, the home of Critically Endangered spider monkeys and 50 trees of a species – Magnolia chiguila – not found in any other protected area. Further south, at Fundación Jocotoco’s Buenaventura Reserve, Denyss Wilsden’s generous legacy gift made it possible to bring 358 ha of Ecuadorian cloud forest under protection, for the benefit of hundreds of species.

In Bolivia, Mary Cock’s generous legacy gift was crucial in funding two ambitious projects – the creation of the Quebracho Colorado Integrated Management Natural Area and the formal protection of forests owned by the Guaraní Autonomy Charagua Iyambae – while in Belize, another committed legacy giver who had supported WLT since its project in the country asked that their gift should support our continuing programmes there. We were delighted to be able to use it as part of the

Belize Maya Forest project, building on a protected area the legacy giver had helped to create over a lifetime of WLT support.

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BUSINESSES FOR BIODIVERSITY AND THE CLIMATE

The power of WLT corporate supporters in the year of COP26

In 2021, £2.1 million of the £8.2 million raised by WLT came from corporate sources. The Trust received support from 598 businesses, including more than 250 Corporate Partnerships who champion our core WLT programmes from Buy an Acre to Plant a Tree or Action Fund; especially significant growth was seen in demand for carbon offsetting through our Carbon Balanced programme (see next page).

Every year businesses become an ever more central driver of WLT’s success funding conservation around the world, and here are some stories of the impact they helped to deliver in 2021.

Axa Im UK supports crucial elephant corridor

Spirax-sarco Engineering Group offsets land with Buy an Acre

For the second year running, Wildlife Trust of India (WTI) was able to continue safeguarding one of the country’s most crucial elephant landscapes thanks to support from AXA IM UK. This donation will help local communities and authorities establish and restore a natural corridor to provide long-term connectivity for elephant populations moving between D’ering Wildlife Sanctuary and Dibru-Saikowa National Park. In a broader area that supports 25% of India’s estimated 27,000 Asian Elephants, AXA IM UK’s donations allowed WTI to push on with the protection and restoration of the Elephant Corridor, enhancing the capacity and livelihood opportunities of local communities and reducing human elephant conflicts. This natural passageway will ensure long-term connectivity for over 500 elephants and other populations of tigers, wild buffalo, and Critically Endangered Bengal Florican birds.

Spirax Sarco Engineering plc is putting land at the centre of their strategy to ensure a biodiversity net gain by funding the purchase of just over 2,500 acres (or 10.5 square kilometres) of endangered habitat between now and 2025 through WLT’s flagship programme, Buy an Acre. Their donation has contributed towards the creation of a new reserve of more than 1,000 ha of unique shrubland, grassland and streams in Argentina’s Somuncurá Plateau, the home of roaming Pumas and the Critically Endangered El Rincon Stream Frog. Covered by The Times at the start of the COP26 summit, the partnership harnesses the powerful ‘land offsetting’ approach: SpiraxSarco Engineering, which has three Business units with operations in 68 countries, has calculated the land taken up by their manufacturing and sales operation and is funding the protection of habitats five times the size. Amanda Williams is the Head of Sustainability for the Group’s Steam Specialties Business and leads the Group’s Biodiversity initiative and she says: “When we learnt of Somuncurá, we knew this was a special place. By partnering with WLT, we have the chance to make a real difference.”

A year of impact for longtime WLT ally Puro

With 2% of its total sales already funding 11 WLT partner reserves since its launch in 2005, Puro Fairtrade Coffee has long been a major supporter of the Trust – and its impact was felt keenly in 2021. In a continuation of the unique Puro-WLT partnership, last year the ethical coffee brand directed funds to help partner AESMO save 84 ha of habitat for Resplendent Quetzal and Geoffroy’s Spider Monkey (see picture above) in Honduras, in a project where local people co-own and have a leading voice. This land was at risk of being sold to a new owner who had begun opening up a road. Puro’s actions helped to prevent such a fate, in the process funding an expansion to AESMO’s Pacayita Biological Reserve, areas previously purchased with support from Puro.

Extended into Africa, the continental birthplace of coffee, the long-time WLT ally singlehandedly financed over half of the 20,000 ha of community-owned reserves in Tanzania’s Coastal Forests that partner TFCG is establishing with funds from our appeal; protecting a crucial elephant route at a time other corridors are being blocked off and unlocking livelihoods for local villages. Across the border in Uganda, Puro became a key supporter of a plan by new partner ECOTRUST to protect and restore a severely threatened forest corridor. Chimpanzees, Blue Monkeys, African Elephants, Giraffes, Lions, 500 bird species, local people – all will benefit from Puro’s decision to fund the saving of habitats from deforestation.

21 World Land Trust Year ended 31 December 2021

A SPECIAL THANK YOU TO WLT SUPPORTERS

The people and organisations who made our work possible in 2021

The raising in 2021 of the highest income for conservation in WLT’s history was only possible because of our incredible supporters. Every reserve created or expanded, every tree planted, every species protected – you made it all happen and today we’d like to thank you.

Corporates

AKQA Allen & Overy Aptus Utilities Association of British Insurers AXA IM UK Banque Saudi Fransi Bastille Bio-Rad

C.P. Company Capital International CarbonCo Clarity Environmental Denmaur Drab Ella’s Kitchen Emma Beckett PR EOS IT Solutions Euromonitor International Fiorucci Flexiteek International Hewlett Packard Enterprise Highclere International Investors Hotjar Humble Bundle

Innogreen IUCN National Committee of

The Netherlands

James Hambro & Partners Jonny Lu Studio

King and Spalding (Singapore) Kingfisher Press Kingsbury Watermill Museum & The Waffle House

Kit & Kin

Lords Group Trading Maidenhead Aquatics Markel International Media Bounty MF Jebsen International Mint Velvet Moon Climbing Mr & Mrs Smith Hotels Mulberry

Naturecan Naturisimo Neal’s Yard Nightwish Nikwax & Páramo

Directional Clothing Paul J Mottram Limited Plimsoll Productions Publicis Sapient Pukka Herbs Puro Fairtrade Coffee Robert Walters Group Rocketmill Rothschild & Co Schuh Scott Bader Space Doctors Spirax Sarco Engineering SRK Consulting (UK) Studio One Consulting Talis Capital Tapir Apps GmbH The Barnes Group The Body Shop International Travel Cats Media YouGov

Charitable Trusts

Allan & Gill Gray Philanthropies CHK Foundation Constance Travis Charitable Trust

Corton Hill Trust GC Gibson Charitable Trust Green Mountain Trust Oxygen House Foundation Sage Foundation Slater Charitable Trust Stichting Horizon Stiftung Ormella Tangled Bank Trust The Bower Trust The Edward Peake

Charitable Trust The EQ Foundation

The Fidelis Foundation The Francis Wildlife

Charitable Foundation The Gum Tree Foundation The Hippocleides Trust The James Gibson

Charitable Trust The Jennifer Mary Smithson Discretionary Settlement The Makin Family Trust The Murmuration Wildlife Trust The Pack Foundation The Pantheon Charitable Trust The Peter Smith Charitable

Trust For Nature The Ridgeback Charitable Charitable Trust The Rowlands Scott Charitable Trust The Stephen and Joanne Vaughan Charitable Trust The Tresanton Trust TST Charity S C and M E Morland’s Charitable Trust

S&J Fogel Charitable Trust The Leach No 14 Trust The St Mary’s Charity William Haddon

Charitable Trust Woodroffe Benton Foundation The PEW Charitable Trusts The Chinese Medicine Forestry Trust Newall Charitable Trust The Edward Hoare Charitable Fund The Lyddon Charitable Trust

Schools and Universities

University College London, Organisational Development Department University College London Doctoral School

Lyndhurst House School Longacre School Glenmoor and Winton Academies The King’s School Elmhurst School Stowe School University of Kent at Canterbury Pulham Primary School Berkhamsted Prep School Britannia Village Primary School Eastfield Primary School Rendcomb College

Zoos

Wildlife Heritage Foundation - The Big Cat Sanctuary The Zoological Society of Hertfordshire (Paradise Wildlife Park) Folly Farm Adventure Park & Zoo Stichting Wildlife Play for Nature and Exotic Park

Legacy and In Memory

Marjorie Bratton David Boston Mary Cock Patricia Davies Keith Elliot Hilary Jones Norman Leaman Violet Longmore David & Patricia Moss Pamela Oldroyd Shalom Peres Clarice Rostron Denyss Wilsden Julie Came Alexander Hawkeswood Amanda Holden

CARBON BALANCED SUPPORTERS RALLY IN YEAR OF COP26

The calls on business leaders to use their considerable power to make a difference rang louder than ever in 2021. Donations from organisations and individuals offsetting their carbon emissions through our programme passed £616,000 between January and December 2021, which was up from the £277,000 full-year totals recorded the 12 months prior.

In the year when climate action dominated global headlines, Carbon Balanced supporters grew in number and impact. This included 61 organisations as of the end of 2021 – up from 50 in 2020 – and together, all supporters offset a combined 82,966 tCO2e of carbon emissions over 2021. This figure, was nearly double the 43,773 tCO2e recorded in 2020, represents climate

benefits equal to taking 44,000 average UK passenger cars off the roads, or 40,000 people cancelling their individual flight journeys from London to New York over the year.

By rallying in greater numbers, Carbon Balanced supporters championed an approach – the safeguarding of standing carbon sink habitats – scientists have repeatedly classified as one of the most impactful ways to fight global warming. In doing so, these organisations made sure protection could be expanded for tropical forests in Ecuador, Guatemala, Mexico and Vietnam, through four WLT partner projects safeguarding hundreds of species and directly advancing, together, 14 UN Sustainable Development Goals.

PUKKA joins Carbon Balanced

In 2021, at a time of unprecedented clamour for decisive climate action, our Carbon Balanced supporters led by example. As part of a commitment to balance its carbon emissions, Pukka Herbs joined our programme in the year of the COP26 summit. Having set science-based targets to guide its net-zero journey, the organic herbal wellbeing company is working hard to reduce emissions across Scope 1 (Direct emissions), Scope 2 (Indirect emissions from energy generation) and Scope 3 (Indirect emissions from other sources). Pukka has chosen WLT as one carbon-removal project partner to offset emissions each year. Pukka’s support is helping to protect carbonrich forests through WLT partners in Mexico and Guatemala – two countries from which Pukka sources its herbs.

A STELLAR YEAR FOR CARBON BALANCED PRINT AND PAPER ACHIEVED THROUGH…

----- Start of picture text -----
44,252
tCO e
2
OFFSET THROUGH
CARBON BALANCED
PRINT AND PAPER IN 2021,
EQUAL TO TAKING
AROUND 23,500 AVERAGE
UK PASSENGER CARS OFF
THE ROADS FOR THE YEAR
THE BALANCING
OF 69,000 TONNES
OF PAPER, ENOUGH
TO FILL 2,300
ARTICULATED LORRIES
....
..
THE BALANCING OF
EMISSIONS FROM
51 CERTIFIED PRINTERS,
INCLUDING 30 WHO
JOINED IN 2021
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3,000+ BRANDS HAVE NOW USED CARBON BALANCED PRINT AND PAPER, INCLUDING NEAL’S YARD, HELLO FRESH, OCADO AND POSTCODE LOTTERY

UK GREETINGS BALANCED THE EMISSIONS FROM ALL THEIR UK CARDS IN 2021 AND HAVE COMMITTED TO DO THE SAME DURING 2022

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THE IMPACT OF CHARITABLE TRUSTS AND FOUNDATIONS

Substantial philanthropic support from Trusts & Foundations continued to grow in 2021, contributing £1,294,000 of our total income with significant grants to fund our conservation projects. We are extremely grateful for all the support received. Along with funding projects in their entirety, Trusts & Foundations were integral to the creation of the Match Pot for WLT’s flagship autumn appeal, Guardians of Nimla Ha’, that enabled us to double the donations received from the public during Big Match Fortnight. Grants from Trusts and Foundations also played a key part in funding the protection of 20,000+ ha of elephant habitat

with Saving Tanzania’s Coastal Forests appeal in spring 2021.

Trusts and Foundations also acted to support WLT’s own shift to becoming a more agile and effective organisation able to raise more for conservation every year. WLT is immensely fortunate to have received, last year, the first instalment of a three-year grant from Allan & Gill Gray Philanthropies (AGGP) that will fund a review and transformation of WLT’s internal digital infrastructure.

To help facilitate the delivery of WLT’s ambitious strategy, AGGP’s grant will catalyse the step change that WLT’s digital systems need to

keep up with existing and future growth, improving supporters’ user experience, slashing web support costs, delivering administrative efficiencies and strengthening communications channels for front-facing staff. We would like to thank AGGP once more for facilitating what we know will be truly transformational for WLT: allowing us to use technology to unlock improved, accessible intelligence able to power better targeted funding requests, making WLT’s fundraising much more effective and efficient, so that we can capitalise on the current opportunity and really grow WLT’s impact when the planet needs it most.

For long staunch supporters of WLT’s work Trusts and Foundations decisively contributed towards our Big Match Fortnight match pot last year – allowing us to double donations from the public that then funded the protection of carbon-rich forests, wetlands, mangroves and more in the year of COP26.

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THE PEOPLE BEHIND A YEAR OF IMPACT

WLT’s support to employees during 2021

The impact delivered by WLT in 2021 came against a backdrop of protracted COVID-19 disruption, a reality that the organisation continued to adapt to over 12 action-packed months of campaigning for and investment in conservation.

In England, where the entirety of the WLT’s UK workforce is based, government rules encouraged people to work from home wherever possible. This was supported for the majority of WLT staff, with parents and carers in particular being offered flexibility around working arrangements to ensure they could balance the challenges of work and home schooling. For staff whose roles necessitated a physical presence in the office, or where personal circumstances made working from home difficult, when our Halesworth headquarters reopened in July 2021 suitable precautions were put in place to ensure that the employer’s duty of care was met and that our staff felt adequately protected.

One of WLT’s core four values – to be Supportive towards our staff, partners and supporters, as together we make impact for the planet by staying Positive, Honest and Focused on our mission – was particularly key in shaping our People policies in 2021. Last year, we introduced an Employee Assistance Programme with a 24-hour confidential helpline, offering access to support across a wide range of areas along with counselling provision, as well as an online portal with information and advice from physical and nutritional fitness to medical factsheets.

A new HR database was introduced in 2021, allowing staff more autonomy to access and maintain their own personal data and improving efficiencies by automating the annual leave process. In parallel and for the second year running, WLT took part in the Best Employers Eastern Region Survey, which aims to bring together employers from

across the East of England to support economic growth through increased employee engagement. Filled in by 93% of WLT’s workforce, the 2021 survey revealed a ’High’ level of motivation on average, with 88% of respondents reporting feeling well or reasonably well cared-for by WLT.

Work also continued apace around providing opportunities for

learning and development. Having launched this area of activity in 2020, we pushed on in 2021 by offering WLT managers a personal development opportunity to understand their own personality type and how they work with others. Recognising – and seeking to better harness – the wealth of different skills and experiences of our employees, we acted to extend this support to the broader workforce, committing to provide each member of staff with a Personal Development Plan to gauge career aspirations and identify training and development opportunities.

The role played by investment in technology

Accelerated by the disruption of 2020 and 2021, WLT’s shift to becoming a nimbler, more flexible organisation has come far in recent years but it has further to go still. Raising ever greater levels of income to achieve our ambitious Strategic Plan conservation targets for 2021-2025 will require ramping up WLT’s investment in people – and technology too. Helped along by the three-year grant from Allan & Gill Gray Philanthropies, the review of WLT’s digital systems and processes began in 2021 and picked up pace in 2022, with some of the most recent work revolving around the CRM [Contact Relationship Management] tools used to engage with WLT supporters. The ultimate goal is for WLT to continue to develop an overarching digital strategy, mapping out how the Trust will harness state-of-the-art digital platforms and processes to meet the expectations of our supporters, maximise efficiency for our partners, meet external regulatory requirements and manage our risk and reputation.

25 World Land Trust Year ended 31 December 2021

RESTORATION AND RANGERS WHEN IT MOST MATTER

The pandemic accelerated WLT’s shift towards flexible and remote work. Embraced alongside continued physical presence at our Halesworth office (pictured here) and periodic away-days, this setup has made the charity more resilient and better positioned to attract talent from further afield.

Supporting people through flexible working

Mary McEvoy, WLT Carbon Programme “ Manager Laura Short, WLT Partnerships “ Assistant

Like most parents, when the pandemic hit we were hugely impacted by the ‘juggle-struggle’ but WLT’s shift to flexible, remote working was so appreciated, and important to my wellbeing and motivation. The ability to work 3.5 days a week from home has cut out hours of commuting time, which I instead get to spend with my family.

This flexibility has helped to clear my mind of some of the worries in recent years, allowing me to better focus on WLT’s important work but also the things that bring me joy, like my garden or a yoga class I wouldn’t have had the time for previously

Having the option to go to the office when needed is a great chance to meet colleagues and break things up but overall, to me, homeworking has meant no commute, more free time in the morning and evening to see friends, pursue hobbies and live life – I’ve started evening pottery classes and Trampoline HIIT workouts. In addition, homeworking has allowed me to, without using holiday hours, go back and work at my parents’ and see family out in Devon. Coupled with the flexibility and the longer weekends offered by compressed hours, the work-life balance has been great

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A RENEWED DRIVE FOR EQUITY, DIVERSITY AND INCLUSION

WLT’s founding approach – to support and empower the peoples of

Africa, America, Asia and beyond to save the habitats they know best – means that since 1989, we have seen the same principle at play time and time again: on a planet of diverse voices, conservation is only ever effective when it respects, celebrates and utilises that diversity.

For us the drive for Equity, Diversity and Inclusion (EDI) must begin with WLT itself. We recognise that embracing these values enables us to attract and retain a wider diversity of talent, which in turn helps us to grow, innovate and develop as an organisation. With that in mind, in recent years we have strengthened our commitment to creating an inclusive environment for our staff and the people we interact with; a climate where they feel valued,

able to be themselves and have opportunities to work in ways that suit them and enable them to be the best they can be.

In 2021, we pushed forward with this EDI drive with small steps that have immediate impacts:

us to attract talent from a broader pool of applicants outside of our headquarters location in the UK county of Suffolk

We recognise this is not an area where quick fixes can bring the required structural change. The small yet impactful steps we have taken in 2021 clearly signal our commitment and intention, but we see them as just the prelude to a clear EDI strategy and action plan. Our goal is to develop these in 2022, along with a set of meaningful metrics and qualitative measures that will be used to measure our progress.

Elizabeth Stone Chief Operating Officer

WLT’s best asset is our workforce. We exist in a diverse society and our ambition is to build an organisation that better reflects this diversity with every passing year, while fostering an environment where everyone can thrive and appreciate our differences

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UNDERSTANDING WLT’S GENDER PAY GAP

Under the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017, WLT has been internally reporting Gender Pay Gap data to its Board of Trustees since 2019. This year, we have chosen to also disclose this information externally to align with our values, even though we are not required to do so as a small organisation with only 30 staff.

It is important to understand the context that WLT’s workforce has a high female to male ratio, so gender pay gap calculations are skewed by the small number of male staff, most of whom are in management positions, and the heavier weighting of female staff in the lower pay quartiles. As such the figures are not statistically robust. Nonetheless, we know our work to close the gap is far from done, and we are committed to select, recruit, reward and develop all staff on equal terms, taking positive action to achieve full equity.

The 28% median gender pay gap recorded within WLT’s workforce in 2021 significantly narrowed from the 2020 figure, following WLT’s introduction of a new pay grade structure and subsequent pay rises to bring several female staff into grade. Despite this gap, we are pleased that our senior management team comprised equal numbers of women and men in 2021, and our highest paid member of staff is female.

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Median Gender Pay Gap
2021 2020
28% 44%
WOMEN MEN WOMEN MEN
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CEO to average WLT worker pay gap
2.9 TO 1
during 2021
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© Roberto Pedraza Ruiz
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The offsetting of WLT’s emissions through FUNDAECO’s VCS-verified, REDD+ Conservation Coast project is helping to safeguard forests home to 792 terrestrial species, as well as directly advancing 13 UN Sustainable Development Goals.

© FUNDAECO-Archive29

World Land Trust Year ended 31 December 2021

WLT’S SUSTAINABILITY REPORT: E OF ESG

How we’ve been tackling our environmental footprint

for efficiency improvements; and the addition of wildlife-friendly elements to our office like nest boxes for swifts and flowers favoured by pollinators.

All our activities are designed to address threats facing habitats, biodiversity and our global climate – and this journey to fight environmental degradation begins at home.

As we did in 2020, we are taking the opportunity to voluntarily disclose our energy and carbon footprint during 2021. The results, shown below, will inform WLT’s ongoing efforts to expand the measurement of our footprint and take new actions to reduce this as far as possible, with the aim to be net zero by the end of 2025.

Assembled in WLT’s Green Team, staff have been volunteering time since 2018 to debate and adopt actions such as the roll-out of TerraCycle boxes to help us recycle harder-to-process waste; an energy use assessment of the WLT headquarters that will pave the way

WLT energy and carbon report

WLT energy and carbon report WLT energy and carbon report
WLT emissions summary
2021
Source
Emissions
(tCO2e)
Scope 1– none
0.000		 2020
Emissions
(tCO2e)
0.000
Scope 2- purchased electricity1
Scope 3- business road travel (UK only)		 10.871
0.038		 11.572
0.404
- business rail travel 0.136 0.233
- business air travel 0.000 31.815
- home-working electricity
and fuel
- transmission & distribution		 15.563
4.043		 6.254
0.995
(T&D)
- water supply & treatment 0.102 0.244
Total carbon emissions 30.753 51.517
1 Ofce energy
Electricity usage		 kWh
51,197		 kWh
49,636
Intensity ratio

Number of full-time equivalents (FTEs)
tCO2e per FTE employee
WLT revenue (£ million)		 Total
26.41
1.164
8.179		 Total
25.34
2.033
7.104
tCO2e per £ million revenue 3.760 7.252
Carbon ofsets for emissions Ofsets Ofsets
(tCO2e) (tCO2e)
Volume of VCUs purchased2 31 52

2 Offsets purchased from FUNDAECO’s REDD+ project in Guatemala and retired within WLT’s Verra Registry

Methodologies used in calculation of emissions:

This carbon footprint has been completed using WLT’s carbon calculator which is fully compliant with the Greenhouse Gas (GHG) Protocol Corporate Accounting and Reporting Standard and utilises 2021 emission conversion factors published by the UK Department for Business, Energy & Industrial Strategy (BEIS). Following the requirements for adhering to the GHG Protocol standard, we reported activities usage under emission scopes 1, 2 and selected scope 3 and chose a location-based approach for scope 2 reporting. The calculation methodology for home-working and for reporting travel has been revised and improved for 2021 and the figures provided for the previous reporting year are not directly comparable.

Energy efficiency actions during 2021:

WLT’s Green Team looks at energy efficiency measures across the organisation and is developing a strategy and targets towards net zero by the end of 2025. WLT has a renewable energy supplier but chooses to report on its location-based emissions and to offset key emissions associated with its general business operations. Due in large part to the persisting COVID-19 restrictions in 2021, there was no business air travel during the reporting period and significantly less road and rail travel.

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WLT’S SUSTAINABILITY REPORT: S OF ESG

Our social impact and regulatory compliance

Safeguarding duty

We recognise the vital role of engaging all people – including children and adults at risk – in our conservation work and encouraging their innate enthusiasm and interest in the natural world. WLT interacts with children and adults at risk through our outreach programme (working with schools, youth clubs and associations); our work experience placements; our fundraising activities and events; and social media channels. We acknowledge our duty of care to safeguard and promote the welfare of children and vulnerable adults, and we are committed to ensuring our safeguarding practices reflect and comply

with statutory responsibilities, government guidance, best practice and regulatory requirements wherever we operate as a charity.

Modern slavery statement

This statement sets out the actions WLT is taking to address the issue of modern slavery under the UK Modern Slavery Act 2015. Whilst WLT is not legally required to make a public statement, the Trust considers modern slavery and human trafficking grave violations of human rights, extremely serious crimes, and contrary to our ethical standards and values. We have a zero-tolerance approach to such abuses.

WLT is committed to preventing modern slavery and human trafficking within our charity and our supply chains, through the development, implementation and improvement of our own policies and renewed engagement with our suppliers and our conservation organisations. In 2022, we will review our procurement policies and standard contracts to ensure that anti-slavery provisions are included where appropriate, and we are working on further developing our processes and procedures to ensure that our supply chain is free of both modern slavery and human trafficking within the reasonable bounds of our control.

WLT’s focus on locally-owned, locally-driven conservation projects allows us to drive positive social change around the world, such as our 2021 Tanzania appeal supporting a project where community members own reserves and receive loans to launch businesses – like Miss Mwajuma’s food shop 31 World Land Trust Year ended 31 December 2021 © Yahaya Mtonda

Tracking the UN Sustainable Development Goals

Conservation can only ever work in the long run if it is steered by – and brings benefits to – local people; that much has always been clear to us throughout the more than three decades we have spent funding protected areas owned by in-country conservationists and communities. In recent years, WLT

began to track the UN Sustainable Development Goals (UN SDGs) directly advanced by WLT partner projects. We then made UN SDGs a core benchmark of what we measure as conservation success during our WLT Strategic Plan (2021-2025) years, setting out a target requiring the projects

we fund to directly support the top-level SDG ambition (we do not specifically measure against indicators within each SDG) with an average of six of these goals. Last year, we met that target – and this is how the impact spread throughout the 31 projects we measured.

Top-level goal directly advanced by 16 of 31 assessed WLT projects in 2021

Top-level goal directly advanced by 3 of 31 assessed WLT projects in 2021

Top-level goal directly Top-level goal directly advanced by 2 of 31 assessed advanced by 4 of 31 assessed WLT projects in 2021 WLT projects in 2021

Top-level goal directly Top-level goal directly advanced by 4 of 31 assessed advanced by 30 of 31 assessed WLT projects in 2021 WLT projects in 2021

Top-level goal directly advanced by 5 of 31 assessed WLT projects in 2021

Top-level goal directly advanced by 7 of 31 assessed WLT projects in 2021

Top-level goal directly advanced by 14 of 31 assessed WLT projects in 2021

Top-level goal directly advanced by 31 of 31 assessed WLT projects in 2021

Top-level goal directly advanced by 5 of 31 assessed WLT projects in 2021

Top-level goal directly advanced by 1 of 31 assessed WLT projects in 2021

Top-level goal directly advanced by 30 of 31 assessed WLT projects in 2021, with an additional project contributing indirectly towards it

Top-level goal directly advanced by 4 of 31 assessed WLT projects in 2021

Top-level goal directly advanced by 30 of 31 assessed WLT projects in 2021

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WLT’S SUSTAINABILITY REPORT: G OF ESG

A governance structure fit for WLT’s time of change

The pandemic brought with it the question of how to adapt our existing approach to governance to a changed and changing world. WLT’s governance structures held strong and were put to good use as the working patterns and the immediate priorities of our board and committees rapidly shifted. At more frequent meetings our Chair of Trustees, Honorary Treasurer, CEO and other WLT Executive members kept a close watch on the organisation’s health in the fast-moving operating environment.

WLT continued to arrange remote quarterly Trustee meetings in addition to quarterly Administration and Finance Committee meetings, and we’re

looking forward to shifting to a mix of in-person and virtual meetings in the future, recognising the benefits of meeting in person, as well as virtual meetings with no commuting time. The Nominations Committee met more regularly, with a particular focus on Trustee recruitment. The process in 2021 included a skills and diversity audit, recruitment and specifically focused on attracting candidates that would allow the WLT Board of Trustees to retain a balance of charitable and business interests, and broaden the Board’s diversity.

Our Trustees continued to show their commitment with WLT in 2021, with just five apologies for absence over the year and no instances where absence hadn’t

been previously notified to the Chair. A highlight was the Board’s tireless work with the Executive to finalise our Strategic Plan 20212025. The plan’s approval capped off months of virtual discussions and engagement with all relevant stakeholders, producing a new, clear vision for WLT’s future.

Governance will remain a priority for WLT in the coming years. In line with a new Strategic Plan target, from 2022 to 2025 we will assess the compliance of our governance practices with the seven principles in the Charity Governance Code, which we fully support, and incorporate this into our reporting during the rest of the 2021-2025 period.

Trustees

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Dr Mark Avery Myles Archibald
(Chair) (Honorary Treasurer)
----- End of picture text -----

Rohini Finch Alistair Gammell (retired 21 July 2021)

----- Start of picture text -----
Claire Ashby (appointed Nick Brown Ken Burnett
07 February 2022) (retired 21 July 2021)
----- End of picture text -----

Anne Harley (retired 09 December 2021)

Pauline Harrison Laura Sheard (appointed 07 February 2022)

Dr Mark Stanley-Price

Emma Tozer

Nominations Committee

Emma Tozer (Chair) Dr Mark Avery Myles Archibald Dr Mark Stanley-Price

Administration and Finance Committee Myles Archibald (Chair and Honorary Treasurer) Dr Mark Avery Ken Burnett Kevin Cox

33 World Land Trust Year ended 31 December 2021

----- Start of picture text -----
Honorary
President
Sir David Steve Backshall MBE
Dr Gerard A
Attenborough
Bertrand
OM, CH, FR
----- End of picture text -----

----- Start of picture text -----
WLT Patrons
----- End of picture text -----

----- Start of picture text -----
David Gower OBE Chris Packham CBE
----- End of picture text -----

Key Management Personnel

----- Start of picture text -----
Dr Catherine Barnard
Chief Executive
----- End of picture text -----

----- Start of picture text -----
Daniel Bradbury Dr Richard Cuthbert Emma Douglas Elizabeth Stone
Director of Brand Director of Director of Chief Operating Officer
and Communications Conservation Development
(appointed January (appointed January
2022) 2022)
----- End of picture text -----

Advisors

Auditor Haysmacintyre LLP. 10 Queen Street Place, London, EC4R 1AG

Bankers Barclays Bank Plc, 67 High Street, Southwold, Suffolk, IP18 6DT Triodos Bank, Deanery Road, Bristol, BS1 5AS

Investment Ethical Investors, 60 St Georges Place, Cheltenham, Glos, GL50 3PN managers Brewin Dolphin, 12 Smithfield Street, London, EC1A 9LA

Officers

Myles Archibald, (Honorary Treasurer)

Elizabeth Stone, (Company Secretary)

Solicitors Allen & Overy LLP, 1 Bishops Square, London, E1 6AD (pro bono) Mills & Reeve LLP. 1 St James Court, Whitefriars, Norwich, NR3 1RU Norton Peskett LLP, 51 Thoroughfare, Halesworth, Suffolk, IP19 8AR

Council Members

Albertino Abela Bill Oddie (retired 24 November 2021) Richard Porter Simon Barnes George Sawtell Mark Carwardine Miranda Stevenson Kevin Cox Dr Nigel Simpson Dr Lee Durrell David Wallis Dr Simon Lyster (retired 21 July 2021)

Simon Barnes Mark Carwardine Kevin Cox Dr Lee Durrell Dr Simon Lyster Nigel Massen

Conservation Advisory Panel

Dr Mark Stanley Price (Chair)

Prof Andrew Balmford Alistair Gammell Dr Nisha Owen Richard Porter Dr Jon Paul Rodríguez David Wallis

34

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© Hutan35 World Land Trust Year ended 31 December 2021

REPORT OF THE TRUSTEES

Plans for future periods

In 2020 we reported that the charity was developing its new Five-year strategic plan for the period up to and including 2025. This was approved by the Board of Trustees in 2021 with significant plans to grow our conservation impact in the new strategy period, building upon the founding principles and work from the last 30 years and seeking to continue to bring and conserve more threatened habitats and land under conservation management.

2021 continued to reflect challenges with the ongoing restrictions imposed due to the coronavirus pandemic, so it is notable as a considerable success that the organisation has continued to grow and remain in a robust position, planning for investment within ourselves to improve organisational capabilities and working with conservation partners to deliver action on the ground. WLT entered this strategy period with continued belief and strength. We will measure ourselves against our nine key performance indicators and remain Positive, Honest, Focused and Supportive to ensure that our aims are achieved.

In order to support our strategic aims and objectives, we will drive key areas and principles for forward planning which include:

worldlandtrust.org 36

REPORT OF THE TRUSTEES

Our purposes and activities

Our principal purposes, as set out in our Articles of Association are;

To promote the conservation, protection and improvement of the natural environment through:

WLT was established on a simple vision of saving land saves species. This vision remains true and through the Trust adopting an approach that takes in an entire landscape, rather than an individual species, whole ecosystems have been preserved and protected through the generous support of WLT’s many donors.

WLT’s charitable purposes fall within the charitable description of the advancement of environment or improvement. The benefits of WLT’s work in the following areas, which are consistent with the WLT’s purposes, aims and strategies are:

WLT deploys a range of strategies to fulfil its work by:

In reviewing the charity’s aims, and putting them into action, the Trustees have taken account of the Charity Commission’s guidance on public benefit.

Putting these strategies into action we have four major areas of activity, as set out and described within this report, which enable WLT to look to achieve maximum conservation benefits where it undertakes its work.

37 World Land Trust Year ended 31 December 2021

Financial review

This report and the consolidated financial statements incorporate the results of WLT, wholly owned trading company, WLT Trading and its overseas wholly owned charity, WLT Australia. 2021 represented the first year of the new Strategic Plan period which covers from 2021 to 2025. There is particular emphasis on the three organisational ambitions, relating to how WLT will seek to increase its income to grow its conservation impact and programmes, grow its profile and invest in its people.

2021 represented another year of history for WLT, generating its highest ever level of income at £8.19M (2020: £7.12M) with individual giving and Trusts and Foundations breaking all previous giving levels in our history. This was despite the backdrop of the COVID-19 pandemic and reflects that our mission and vision resonate with individuals across the world.

Charitable expenditure across our conservation programmes has remained high as a proportion of total expenditure (93%) in 2021 (2020: 93%). In accordance with our new strategic plan, WLT is ensuring that it is investing in its people, systems and technology as well as building higher levels of fundraising capacity. This has resulted in fundraising expenditure increasing in value to £606K in 2021 (7% of total expenditure) compared to £461K in 2020, whilst maintaining the same % of total expenditure. Within total expenditure, 7% was spent on support and governance costs (2020: 8%).

This reflects our operating model of remaining efficient and maximising conservation impact on the ground. It is anticipated that over the next few years expenditure within support and fundraising will increase to reflect investment, particularly technology and fundraising capacity, but we will continue to seek external funding to support this and anticipate future growth of income in the longer term.

In 2021 WLT’s wholly owned trading company, WLT Trading, saw a substantial increase in corporate support for Carbon Balanced. This increased to £616K in 2021 from £277K in 2020. Whilst remaining relatively modest, it provides another income mechanism to raise funds to conservation work and it represents a clear indicator that corporate supporters are taking action to offset their unavoidable carbon footprints. We will continue to assist advising these supporters on how they can measure, reduce and balance in the future.

The net movement in total funds for the period is an increase of £108K (2020: £629K increase), comprising a decrease in restricted funds of £635K (2020: £79K increase), a decrease of endowment funds of £15K (2020: £154K increase) and an increase in unrestricted funds of £758K (2020: £712K increase). All restricted funds held relate to current projects and reflect active commitments for the next one to four years.

worldlandtrust.org 38

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© Ivan Castro41 World Land Trust Year ended 31 December 2021
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REPORT OF THE TRUSTEES

Reserves policy

WLT applies a risk-based approach to its general reserves. This is reviewed, at least annually, and monitored on an ongoing basis by the Executive, and quarterly by the Administration and Finance Committee and Board of Trustees. The continuation of the COVID-19 pandemic meant that the Executive ensured that the general reserves position remained within the policy range and the Trustees considered that a policy level of 10 to 16 weeks remained appropriate. This takes account a weighted risk approach on working capital, operating requirements, future income and foreign exchange exposure.

The ongoing COVID-19 pandemic continued to focus the need to maintain an adequate level of reserves in order to protect the organisation from financial shocks and enable us to respond quickly to additional funding requests.

The total reserves at the end of 2021 are £6.22M (2020: £6.11M). After taking account of restricted reserves of (£107K) (2020: £528K) and endowment funds of £1.08M (2020: £1.09M), the unrestricted reserves are £5.25M (2020: £4.49m) of which £3.94M (2020: £3.61M) are designated reserves.

Free reserves for WLT as a charity – unrestricted reserves less unrestricted fixed assets of £112K (2020: £117K) – are £709K (2020: £516K). The Trustees are satisfied that the level of cover over and above the reserves target range is currently appropriate due to future uncertainty around the global economy and the potential larger fluctuations in exchange rates. This will continue to be monitored and funds moved to support programme work as appropriate in 2022.

WLT’s reserves fall into four types.

UNRESTRICTED FUNDS Unrestricted funds are net assets around which no donor conditionality exists, which may be spent to further WLT’s charitable objectives in accordance with internal decisions made by the Board of Trustees and management. Further details on WLT’s unrestricted reserves are given in note 23 of the financial statements.

DESIGNATED FUNDS Designated funds are funds earmarked for future programmes and activities. These reserves form part of total unrestricted reserves as they represent internally earmarked funds. Further details on WLT’s designated reserves are given in note 23 of the financial statements.

RESTRICTED FUNDS Restricted funds reflect the balance of restricted funding (e.g. donations) that have been received by WLT for a specific charitable purpose or project or where they are in deficit reflect recognition future commitments made to our conservation partners where we reasonably anticipate future donations to be received to cover the project. They are not available for general purposes and can only be spent according to funder terms and conditions. At the end of 2021 there were eight funds in deficit. These related specifically to programmes of work or projects where we have recognised a future commitment to our partners. All these programmes or projects have sources of funding identified which will be raised during 2022 to reverse the deficits. Further details on WLT’s restricted reserves are given in note 24 of the financial statements.

ENDOWMENT FUNDS Endowment funds must be spent in accordance with funder requirements, and are held separately within WLT’s reserves because the capital amounts must be maintained. Further details on WLT’s endowments are given in note 25 of the financial statements.

worldlandtrust.org 40

REPORT OF THE TRUSTEES

Risk Management

WLT has an active risk management strategy in place which comprises:

The risk register is a standing item on the agenda at each Administration and Finance Committee meeting and reported quarterly at Trustee meetings. Risks are considered in four key areas: operational, governance and management; financial; external. All identified risks are assessed for both likelihood of occurrence and potential financial and reputational impact, to give a gross risk. Mitigating controls are then considered, giving a net remaining risk.

The risk-management strategy forms part of the planning process, against which the Trustees review progress formally every year. During 2021 the main risks included;

Risk

Continued and future COVID-19 impact on WLT financial sustainability

Mitigations in place

41 World Land Trust Year ended 31 December 2021

42

worldlandtrust.org

REPORT OF THE TRUSTEES

Our committed and highly skilled team continue to manage those risks and maximise the support to our overseas conservation partners where funding is critical.

Our other principal risks are identified as:

Risk

Mitigations in place

Financial sustainability:

Human resources:

43 World Land Trust Year ended 31 December 2021

Risk

Mitigations in place

Working with our international NGO partners:

Reputational damage:

Conflicts of Interest:

44

worldlandtrust.org

REPORT OF THE TRUSTEES

Investment policy

WLT’s investment policy outlines how we will fund the reserves managed by WLT partners, with reference to the purposes for which the funds have been raised. We are responsible for the safekeeping of restricted reserves prior to their being required for project expenditure. As such, the main investment priority is ensuring capital preservation, with the funds held on deposit. Unrestricted reserves are held for general expenditure and to meet unforeseen requirements. As these funds may need to be available at short notice, they are regarded as short-term funds for investment purposes, with capital preservation and liquidity as the focus. The endowment funds are long-term funds designed to produce an income in line with donor stipulations. These funds are invested in a portfolio of equities, bonds and other securities with the aim of preserving the value of the funds’ capital in real terms and providing a growing income stream. The portfolio is invested over the long term with no more than 65% in equities and 35% in bonds and other securities. WLT will choose investment opportunities that align with WLT’s mission. WLT has appointed investment managers who will manage the applicable funds and performance is monitored.

Remuneration policy

WLT believes in rewarding staff fairly for the jobs they do and provide a positive working environment. We believe our salaries, benefits and terms and conditions reflect this within the area we are located and within the overall context of affordability and sustainability for the organisation. At the start of 2021 WLT introduced its pay framework, continuing to externally benchmark all roles within the organisation against externally purchased market data and tailored to WLT’s type of organisation, size and location. The framework enables WLT to ensure it is transparent and fair as well as competitive within the sector it operates in the future. WLT is committed to paying the Living Wage, as set by the Living Wage Foundation, and during 2021 all staff were paid more than the published recommended level.

During 2021 WLT had on average 30 staff including a number who work part time (26 full time equivalent). The pay of staff is reviewed annually by the Administration and Finance Committee within the framework of the approved organisational staffing budget. The Chair and Honorary Treasurer are responsible for recommending CEO salary to the Board of Trustees. The pay of staff is considered in conjunction with the pay framework and pay positioning, movement in the Consumer Price Index and the ability for WLT to be able to continue to maintain and pay all salaries even if the organisation’s income is reduced.

45 World Land Trust Year ended 31 December 2021

Our approach to fundraising

WLT is a registered charity and works within the parameters set by Code of Fundraising Practice and the Charity Commission. WLT is registered with the Fundraising Regulator. We have in the past and will continue in the future to be respectful of our donors’ and supporters’ wishes and all our fundraising activities adhere to our privacy policy which can be found on our website (https://www.worldlandtrust. org/privacy-policy-statement/). WLT ensures that it gives its supporters an opportunity to update their preferences every time we communicate with them.

As with other organisations we have varied methods of fundraising. We use a combination of digital and traditional methods of fundraising.

The digital newsletter continues to be our main and most consistent means of contact with our supporters. The digital newsletter goes out monthly to supporters who have requested they receive the mailing and have the options to unsubscribe as and when they wish.

Alongside our digital newsletter we continue to produce a printed newsletter (WLT News). As with all digital communications, donors can opt out of receiving this at any point during the year.

Our supporters are key to our success and without them we would not be able to carry out our charitable objectives. Relationships are the foundations that WLT is built on, so we ensure that we treat all supporters with the highest level of respect. We ensure that all complaints are dealt with by the appropriate person within the organisation and are escalated when appropriate. In 2021 no complaints were made to WLT. The WLT complaints procedure can be found in the following location the WLT website https://www.worldlandtrust.org/worldland-trust-complaints-proceedure/

As a fundraising organisation we ensure that:

https://www.worldlandtrust.org/contact-us/

worldlandtrust.org 46

REPORT OF THE TRUSTEES

Trustees’ responsibilities in relation to the financial statements

The Trustees (who are also directors of World Land Trust for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year, of which give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income or expenditure, of the charitable company and the group for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for the maintenance and the integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

In so far as the Trustees are aware:

In preparing the Report of the Trustees, the Trustees have taken advantage of the exemption available to small companies and have not prepared a Strategic Report.

Signed on behalf of the Trustees,

Dr M Avery

Chair and Trustee

Approved on 30 June 2022

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and 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 charitable company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

47 World Land Trust Year ended 31 December 2021

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© Fundación Somuncurá35 World Land Trust Year ended 31 December 2021
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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF WORLD LAND TRUST

Opinion

We have audited the financial statements of World Land Trust for the year ended 31 December 2021 which comprise Consolidated Statement of Financial Activities, the Summary Income and Expenditure Account, the Group and Charity Balance Sheets, the Consolidated Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Report of the Trustees and the Chair’s statement and Chief Executive’s statement. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

worldlandtrust.org 50

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF WORLD LAND TRUST

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and the parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees (which incorporates the directors’ report).

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

  1. adequate accounting records have not been kept by the parent charitable company; or

  2. the parent charitable company financial statements are not in agreement with the accounting records and returns; or

  3. certain disclosures of trustees’ remuneration specified by law are not made; or

  4. we have not received all the information and explanations we require for our audit; or

  5. the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the trustees’ report and from the requirement to prepare a strategic report.

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on page 47, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group’s and the parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or the parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent

51

World Land Trust Year ended 31 December 2021

to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the group and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to charity and company law applicable in England and Wales, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006, fundraising regulations and the Charities Act 2011.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to income and grant recognition. Audit procedures performed by the engagement team included:

Because of the inherent limitations of an

audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or noncompliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc. org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

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 charitable company’s members, as a body, for our audit work, for this report, or for the opinions we have formed.

Vikram Sandhu 11 July 2022
(Senior Statutory Auditor) 10 Queen Street Place
and on behalf of London
Haysmacintyre LLP, EC4R 1AG
Statutory Auditor

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CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 DECEMBER 2021

Note
Income and endowments
Donations and legacies
3
Charitable activities
4
Other trading activities
5
Investment income
6
Other
Total income
Expenditure
Raising funds
7
Charitable activities:
Land acquisition
8
Reserve management
8
Reforestation
8
Partnerships and
8
communications
Total expenditure
Net gains on investments
Net income/(expenditure)
Transfer between funds
23
Other (losses)/gains23,24,25
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward
22		 Unrestricted
Restricted Endowment
Total
Total
funds
funds
funds
2021
2020
£’000
£’000
£’000
£’000
£’000
3,247
4,280
-
7,527
6,780
616
-
-
616
277
11
-
-
11
11
25
-
13
38
51
-
-
-
-
3
3,899
4,280
13
8,192
7,122
255
341
10
606
461
155
5,224
-
5,379
4,401
356
1,039
36
1,431
799
-
429
-
429
414
294
17
-
311
242
1,060
7,050
46
8,156
6,317
49
-
222
271
43
2,888
(2,770)
189
307
848
(2,090)
2,090
-
-
-
(40)
45
(204)
(199)
97
758
(635)
(15)
108
945
4,492
528
1,095
6,115
5,170
5,250
(107)
1,080
6,223
6,115

The Statement of Financial Activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

A full comparative Statement of Financial Activities is included at note 30. The notes on pages 57 to 80 form part of these financial statements.

53 World Land Trust Year ended 31 December 2021

SUMMARY INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 DECEMBER 2021

Income
Gains/(losses) on investments
Interest and investment income
Gross income
Expenditure
Interest payable
Depreciation and impairment charges
Total expenditure
Net income		 2021
2020
£’000
£’000
8,179
7,069
49
(14)
25
34
8,253
7,089
8,086
6,248
4
4
20
19
8,110
6,271
143
818

The notes on pages 57 to 80 form part of these financial statements.

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Company number: 02552942

GROUP AND CHARITY BALANCE SHEETS AT 31 DECEMBER 2021


Note
Fixed assets
Intangible assets
14
Tangible assets
15
Investments
16
Current assets
Stock
17
Debtors
18
Cash at bank and in hand
Liabilities
Creditors: amounts falling
due within one year
19
Net current assets
Total assets less current liabilities
Creditors: amounts falling due
after one year
20
Total net assets
Funds of the charity
Unrestricted funds
Revaluation fund
23
Designated funds
23
Restricted funds
24
Endowment funds
25
Total charity funds
22		 Group Charity
2021
2020
2021
2020
£’000
£’000
£’000
£’000
2
-
2
-
516
521
110
117
1,950
1,926
1,940
1,916
2,468
2,447
2,052
2,033
121
22
-
-
782
1,355
818
1,524
7,394
5,481
7,066
5,141
8,297
6,858
7,884
6,665
(3,075)
(2,698)
(2,940)
(2,523)
5,222
4,160
4,944
4,142
7,690
6,607
6,996
6,175
(1,467)
(492)
(1,290)
(309)
6,223
6,115
5,706
5,866
1,203
775
821
633
107
107
-
-
1,310
882
821
633
3,940
3,610
3,903
3,610
(107)
528
(98)
528
1,080
1,095
1,080
1,095
6,223
6,115
5,706
5,866

The unconsolidated deficit of the Charity was £160,000 (2020: surplus £843,000).

Approved by the Trustees on 30 June 2022

Dr M Avery Chair of Trustees

M Archibald Trustee and Honorary Treasurer

The notes on pages 57 to 80 form part of these financial statements.

55 World Land Trust Year ended 31 December 2021

CONSOLIDATED STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 DECEMBER 2021


Note
Cash fows provided by operating activities
27
Cash fows from investing activities:
Dividends received
Interest received
Purchase of intangible fxed assets
Purchase of tangible fxed assets
Proceeds from sale of investments
Purchase of investments
Exchange rate movements on investments
Net cash provided by investing activities
Cash fows from fnancing activities:
Interest paid
Net cash used in fnancing activities
Net change in cash and cash equivalent in the reporting period
Cash at bank and in hand at the beginning of the reporting period
Change due to exchange rate movements
Cash at bank and in hand at the end of the reporting period
Cash and cash equivalents
Cash at bank and in hand
Cash held by investment manager
Cash at bank and in hand at the end of the reporting period		 Group
2021
2020
£’000
£’000
1,855
2,801
30
41
1
10
(2)
-
(14)
(21)
126
75
(91)
(71)
204
(90)
2,109
2,745
(4)
(4)
(4)
(4)
2,105
2,741
5,517
2,679
(199)
97
7,423
5,517
7,394
5,481
29
36
7,423
5,517

worldlandtrust.org 56

NOTES TO THE ACCOUNTS

1. Accounting policies

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows;

a) Basis of preparation

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) (second edition, effective 1 January 2019) – (Charities SORP (FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The Trust meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.

b) Group financial statements

The financial statements consolidate the results of the charity and its wholly owned subsidiaries World Land Trust Trading Limited and WLT Australia Limited on a line-by-line basis. A separate Statement of Financial Activities and Income and Expenditure Account for the charity has not been presented because the charity has taken advantage of the exemption afforded by section 408 of the Companies Act 2006.

d) Income

All income is included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.

For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation, and this requires a level of performance before entitlement can be obtained, then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled. Gift Aid receivable on donations is recognised as unrestricted income.

No amount is included in the financial statements for volunteer time in line with the SORP (FRS 102).

For legacies, we recognise income at the point that we have entitlement, being probate granted, and we can measure the expected distribution with reasonable accuracy.

On occasion legacies will be notified. However, it is not possible to measure the expected distribution. On these occasions, if significant, the legacy is treated as a contingent asset and disclosed.

Income from trading activities includes income earned from fundraising events and trading activities to raise funds for the charity. Income is received in exchange for supplying goods and services in order to raise funds and is recognised when entitlement has occurred.

57 World Land Trust Year ended 31 December 2021

NOTES TO THE ACCOUNTS

Investment income is earned through holding assets for investment purposes. It includes dividends and interest. It is included when the amount can be measured reliably. Interest income is recognised using the effective interest method and dividend income is recognised as the charity’s right to receive payment is established.

e) Donated services and facilities

Donated facilities and donated professional services are recognised in income at their fair value when their economic benefit is probable, it can be measured reliably, and the charity has control over the item. Fair value is determined based on the value of the gift to the charity. For example, the amount the charity would be willing to pay in the open market for such facilities and services. A corresponding amount is recognised in expenditure.

Gifts in kind donated for resale are included at fair value, being the expected proceeds from sale less the expected costs of sale. Where estimating the fair value is practicable upon receipt it is recognised in stock and ‘Income from other trading activities’. Upon sale, the value of the stock is charged against ‘Income from other trading activities’ and the proceeds are recognised as ‘Income from other trading activities’. Where it is impracticable to fair value the items due to the volume of low value items they are not recognised in the financial statements until they are sold. This income is recognised within ‘Income from other trading activities’.

f) Fund accounting

Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Endowment funds represents those assets which must be held permanently by the charity or where there is a requirement to spend or apply the capital.

The San Rafael Reserve in Paraguay are investments held for the furtherance and benefit of ongoing operational costs at the reserve. Income arising on the endowment fund can be used in accordance with the tripartite agreement with Conservation International Foundation and Guyra Paraguay. Any capital gains or losses arising on the investments form part of the fund. Investment management charges and legal advice relating to the fund are charged against the fund.

UK-Kites Hill is a reserve held in Gloucestershire gifted as a living legacy. The land is classified as an endowment fund due to the requirement to hold the asset into perpetuity, and it is therefore a permanent endowment.

Unrestricted funds are available for use at the discretion of the Trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.

worldlandtrust.org 58

NOTES TO THE ACCOUNTS

Costs of raising funds includes of direct staff costs, external costs such as advertising and marketing and other costs associated with attracting voluntary income. Cost of raising funds also includes investment manager fees and costs associated with attracting trading income.

Expenditure on charitable activities includes those costs incurred by the charity and trading subsidiary in the delivery of its activities and services to beneficiaries. It includes costs sent to overseas partners to undertake our charitable activities in the relevant geographical locations and the staffing costs and meeting and travel expenditure required to liaise, evaluate and monitor those activities.

Grants to overseas partners are recognised where either a legal obligation or a constructive obligation arises, and the conditions are not in control of the charity.

The Trustees consider that a constructive obligation is created;

Irrecoverable VAT is charged as an expense against the activity for which expenditure arose.

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include finance, H.R., I.T, general office and premises and governance costs which support the charitable activities of the charity. These costs have been allocated between cost of raising funds and expenditure on charitable activities. The bases on which support costs have been allocated are set out in note 9.

Type Useful economic life Basis Trademarks 5 years In line with strategic plan to 2025

Provision is made for any impairment.

59 World Land Trust Year ended 31 December 2021

NOTES TO THE ACCOUNTS

k) Tangible fixed assets

Tangible fixed assets are stated at cost (or deemed cost) or valuation less accumulated depreciation and accumulated impairment losses. Cost includes costs directly attributable to making the asset capable of operating as intended.

Depreciation is provided on all tangible fixed assets, at rates calculated to write off the cost, less estimated residual value, of each asset on a systematic basis over its expected useful life as follows:

Type Useful economic life Office furniture, 15% reducing balance fittings and equipment Computer equipment 25% straight line

On transition to FRS 102, the Trustees took the transitional relief available and revalued the freehold property to deemed cost and a policy of ongoing revaluation has not been adopted. The valuation was prepared by O N Chapman, Independent Surveyors, Halesworth. The Trustees are of the opinion that due to the program of repairs and maintenance the property will not be less than the value in the accounts and therefore depreciation is not charged. An annual impairment review is undertaken by the Trustees and no impairments have been identified.

m) Stock

Stock includes carbon credits which are a tradable monetary security which is equal to one tonne of a greenhouse gas, such as Carbon Dioxide. The credits are stated at the lower of cost and net realisable value. Provision is made where necessary for slow moving inventory.

n) Debtors

Trade debtors and other debtors are recognised at the settlement amount due. Prepayments are valued at the amount prepaid net of any trade discounts due. Accrued income is valued at the amount due.

o) Cash at bank and in hand

Cash at bank and in hand includes cash and short-term, highly liquid investments with a short maturity date of three months or less.

p) Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount.

Grant creditors are recognised in line with the policy set out in note 1(g) above.

l) Fixed asset investments

Investments are recognised initially at fair value which is normally the transaction price excluding transaction costs. Subsequently, they are measured at fair value with changes recognised in ‘net gains / (losses) on investments’ in the Statement of Financial Activities if the shares are publicly traded or their fair value can otherwise be measured reliably. Other investments are measured at cost less impairment.

q) Pensions

The Trust operates a defined contribution pension scheme which employees are entitled to join and is funded by contributions from the employee and employer. The contributions made for the accounting period are treated as an expense as they become payable and were £83,000 (2020: £39,000).

Investments in subsidiaries are measured at cost less impairment.

60

worldlandtrust.org

NOTES TO THE ACCOUNTS

r) Redundancy

Where an obligation to make a redundancy or termination payment exists, the costs incurred by the charity are accounted for on an accruals basis and included within employee benefits.

2. Gifts in kind

The value of volunteers, consultants and corporate entities time and resources is estimated at £nil (2020: £340). We have included the value where it is quantifiable but recognise that the Trust received a significant level of support, which we are unable to reliably quantify.

This has not been recognised in the Statement of Financial Activities as set out in Section 1 (d) of the accounting policies.

The critical accounting judgements and estimates relate to;

61 World Land Trust Year ended 31 December 2021

NOTES TO THE ACCOUNTS

3. Income from donations and legacies

Unrestricted
Restricted
Endowment
£’000
£’000
£’000
Gifts
2,442
3,422
-
Legacies
801
597
-
Grants
4
261
-
Total
3,247
4,280
-
4. Income from charitable activities
Unrestricted
Restricted
Endowment
£’000
£’000
£’000
Contractual income
616
-
-
5. Income from other trading activities
Unrestricted
Restricted
Endowment
£’000
£’000
£’000
Sales of cards
2
-
-
Sales of artwork
2
-
-
Other
7
-
-
Total
11
-
-
6. Investment income
Unrestricted
Restricted
Endowment
£’000
£’000
£’000
Bank interest and dividends
25
-
13
receivable		 2021 2020
Total Total
funds
funds
£’000
£’000
5,864
4,659
1,398
2,039
265
82
7,527
6,780
2021
2020
Total
Total
funds
funds
£’000
£’000
616
277
2021
2020
Total
Total
funds
funds
£’000
£’000
2
3
2
3
7
5
11
11
2021
2020
Total
Total
funds
funds
£’000
£’000
38
51

worldlandtrust.org 62

NOTES TO THE ACCOUNTS

7. Analysis of expenditure on raising funds

2021
£’000
Costs of raising voluntary income:
Direct staf costs
250
Marketing, PR & events
219
Other direct fundraising costs
66
Apportionment of support cost and
governance costs
50
585
Cost of trading operations
9
Investment manager fees
12
Total
606
8. Analysis of expenditure
on charitable activities
Partnerships
Land
Reserve
and
acquisition management Reforestation communications
£’000
£’000
£’000
£’000
Direct staf costs
128
65
10
148
Expenditure to project partners
4,903
1,082
394
14
Other direct project costs
-
143
-
144
Travel and meeting costs
-
-
-
-
Apportionment of support
and governance costs
348
141
25
5
5,379
1,431
429
311		 2020
£’000
194
157
54
44
449
2
10
461
Total
2021
£’000
351
6,393
287
-

519
7,550

All grant expenditure is paid to institutions. A list of project partners is included on page 81.

Prior year:
Partnerships
Land
Reserve
and
acquisition management Reforestation communications
£’000
£’000
£’000
£’000
Direct staf costs
187
30
15
118
Expenditure to project partners
3,856
564
377
31
Other direct project costs
9
91
-
89
Travel and meeting costs
21
1
-
-
Apportionment of support and
governance costs
328
113
22
4
4,401
799
414
242		 Total
2020
£’000
350
4,828
189
22
467
5,856

63 World Land Trust Year ended 31 December 2021

NOTES TO THE ACCOUNTS

9. Analysis of support and

Analysis of support and
governance costs Basis of General Total
apportionment support Governance 2021
£’000 £’000 £’000
Staf costs Staf time 251 26 277
Travel and meeting costs
Finance
I.T.
HR		 Type of meeting
Staf time and governance
Staf time
Staf time		 10
47
129
26		 -
26
-
1		 10
73
129
27
Premises and general
ofce management		 Staf time and governance 52 1 53
Total 515 54 569
Prior year: Basis of General Total
apportionment support Governance 2020
£’000 £’000 £’000
Staf costs Staf time 264 14 278
Travel and meeting costs
Finance
I.T.
HR		 Type of meeting
Staf time and governance
Staf time
Staf time		 5
47
56
22		 -
24
-
-		 5
71
56
22
Premises and general
ofce management		 Staf time and governance 78 1 79
Total 472 39 511

worldlandtrust.org 64

NOTES TO THE ACCOUNTS

10. Movement in total funds for the year 2021 2020
£’000 £’000
This is stated after charging:
Auditor’s remuneration – Charity 18 17
– Subsidiary 3 2
– WLT Australia 1 1
Bank loan interest payable 4 4
Depreciation 20 19
Foreign exchange (gain)/loss (199) 97
Gain on investments (190) (63)
(Gain)/loss on disposal of assets (81) 20

11. Analysis of staff costs, Trustee remuneration and expenses, and the cost of key management personnel

Salaries and wages
Social security costs
Pension costs
Staf received emoluments in the following band:
£80,000 - £90,000
£60,000 - £70,000		 2021
2020
£’000
£’000
729
723
66
59
83
39
878
821
1
1
2
2

Salaries and wages include termination payments of £nil (2020: £nil). There were no amounts outstanding at the year end.

The charity Trustees were not paid or received any other benefits from employment with the Trust or its subsidiaries in the year (2020: £nil). No charity Trustee received, or was entitled to receive, any remuneration (2020: £nil). During the year the Trust no reimbursement to Council members in respect of travel and subsistence were made (2020: £nil).

The employee benefits of the key management personnel for the group was £277,000 (2020: £270,000). The number of employees in the key management personnel group was 4 (2020: 4).

65 World Land Trust Year ended 31 December 2021

NOTES TO THE ACCOUNTS

11. Analysis of staff costs, Trustee remuneration and expenses, and the cost of key management personnel (continued)

The monthly average head count was 30 staff (2020: 29 staff) and the monthly average numbers of fulltime equivalent employees (including part time staff) during the year were as follows:

Raising funds
Charitable activities
Support
Ecosystems services
Total staf numbers		 2021
2020
number
number
9
9
9
8
5
5
3
3
26
25

12. Related party transactions

The Trust has considered the disclosure requirements of the Charities SORP and believes that the following related party transactions, all of which were made on an arm’s length basis, require disclosure.

Donations from Trustees (including connected persons and parties), in aggregate, totalled £21,206 during 2021 (2020: £59,611).

13. Taxation

The charity is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes.

14. Intangible fixed assets

Intangible assets consist of trademarks. In 2015 World Land Trust purchased the WLT Carbon Balanced trademarks back from a company with whom the trading company had had a contractual arrangement with. The trademarks were renewed in January 2021. Intangible assets at 31 December 2021 were held at £2,000 (2020: £nil)

66

worldlandtrust.org

NOTES TO THE ACCOUNTS

15. Tangible fxed assets

a)
Group
Cost or valuation
At 1 January 2021
Additions
At 31 December 2021
Depreciation
At 1 January 2021
Charge for the year
At 31 December 2021
Net book value
At 31 December 2021
At 31 December 2020
b)
Charity
Cost or valuation
At 1 January 2021
Additions
At 31 December 2021
Depreciation
At 1 January 2021
Charge for the year
At 31 December 2021
Net book value
At 31 December 2021
At 31 December 2020		 Freehold
Conservation
Fixtures &
IT
property
land
fttings
equipment
Total
£’000
£’000
£’000
£’000
£000
400
75
27
195
697
-
-
2
12
14
400
75
29
207
711
-
-
16
160
176
-
-
1
18
19
-
-
17
178
195
400
75
12
29
516
400
75
11
35
521
Conservation
Fixtures &
IT
land
fttings
equipment
Total
£’000
£’000
£’000
£’000
75
19
126
220
-
-
12
12
75
19
138
232
-
11
92
103
-
1
18
19
-
12
110
122
75
7
28
110
75
8
34
117

67 World Land Trust Year ended 31 December 2021

NOTES TO THE ACCOUNTS

16. Investments Group Charity Charity
2021 2020
£’000 £’000 £’000 ‘£000
Valuation at 1 January 1,890 1,767 1,880 1,757
Additions at cost 91 71 91 71
Disposals (44) (95) (44) (95)
Net gain on revaluation 188 57 188 57
Exchange gain/(loss) (204) 90 (204) 90
Valuation at 31 December 1,921 1,890 1,911 1,880
Cash held by investment manager 29 36 29 36
Total valuation at 31 December 1,950 1,926 1,940 1,916
Comprising of:
Unlisted securities 10 10 - -
Listed UK and overseas shares 1,535 1,537 1,535 1,537
UK investment funds 405 379 405 379
Total 1,950 1,926 1,940 1,916
Restriction analysis:
Unrestricted 958 893 948 883
Endowment 992 1,033 992 1,033
Total 1,950 1,926 1,940 1,916
Subsidiary undertakings 2021 2020
£ £
Shares in subsidiary undertakings 2 2
Details of subsidiary undertakings at the balance sheet date are as follows:
Name Nature of business & owned Results Net assets
£’000 £’000
World land Trust Conservation 100 Turnover 641 476
Trading Ltd contracting Expenditure
Net proft		 365
276
WLT Australia Ltd Conservation 100 Income 47 39
charity Expenditure
Surplus/(defcit)		 37
10

The charity holds 1 share of £1 in its wholly owned trading subsidiary company World Land Trust Trading Limited (Company number: 05913370) which is incorporated in the United Kingdom. These are the only shares allotted, called up and fully paid. The activities and results are summarised above.

The charity hold 1 share of AUD$1 in its wholly owned subsidiary WLT Australia Limited which is incorporated in Australia. These are the only shares allotted and called up. The activities and results are summarised above.

worldlandtrust.org 68

NOTES TO THE ACCOUNTS

17. Stock Group
2021
2020
£’000
£’000
Retail good for resale
2
2
Carbon ofsets
119
20
121
22
Stock of £114,000 was recognised as an expense during 2020 (2020: £2,000)
18. Debtors Group
2021
2020
£’000
£’000
Trade debtors
263
65
Other debtors
36
51
Amount due from subsidiary
-
-
Prepayments and accrued income
483
1,239
782
1,355
19. Creditors: amounts falling due Group
within one year
2021
2020
£’000
£’000
Loans
8
8
Trade creditors
106
55
Tax and social security costs
80
42
Accruals and deferred income
97
180
Grant commitments
2,784
2,413
3,075
2,698
20. Creditors: amounts falling due Group
after one year
2021
2020
£’000
£’000
Loans
128
137
Accruals and deferred income
49
46
Grant commitments
1,290
309
1,467
492		 Charity
2021
2020
£’000
£’000
-
-
-
-
-
-
Charity
2021
2020
£’000
£’000
82
47
36
54
218
225
482
1,198
818
1,524
Charity
2021
2020
£’000
£’000
-
-
95
53
18
16
43
41
2,784
2,413
2,940
2,523
Charity
2021
2020
£’000
£’000
-
-
-
-
1,290
309
1,290
309

The bank loan is secured on the Blyth House property owned by World Land Trust Trading Limited. The loan financing is in the form of a secured loan with a variable interest rate provided by Barclays Bank Plc. The above loan includes £80,000 (2020: £91,000), repayable by installments, due after five years.

69 World Land Trust Year ended 31 December 2021

NOTES TO THE ACCOUNTS

21. Deferred income

Deferred income comprises contractual amounts received in advance for carbon balanced projects which will be released over future years to match against the related project expenditure.

Balance at 1 January 2021
Amount released during the year
Amount deferred in the year
Balance at 31 December 2021		 Group
Charity
£’000
£’000
94
-
-
-
-
-
94
-

Within deferred income £49,000 (2020: £46,000) is falling due after more than one year.

22. Analysis of total funds

At the 31 December 2021 total funds comprise:
2021
£’000
Note
Unrestricted funds
23
1,310
Designated funds
23
3,940
Restricted funds
24
Endowment funds
25
Total funds		 2021
2020
2020
£’000
£’000
£’000
882
3,610
5,250
4,492
(107)
528
1,080
1,095
6,223
6,115

Unrestricted funds represent the funds for the general use of the Trust as set out in our Financial Review within the Annual Report. As set out in note 23 the unrestricted funds include a revaluation reserve of £107,000 (2020: £107,000) which is not readily accessible to the charity.

Designated funds are amounts set aside by the Trustees for specific purposes. These funds are not available for the general use of the Trust.

Restricted funds represent funds given to the Trust for specific projects or specific countries. Disbursement of funds are in accordance with relevant conditions imposed and are not available for the general use of the Trust.

The endowment funds represent funds or assets given to the Trust under terms requiring the funds be held in perpetuity.

Further detail of the funds held by the Trust are explained in notes 23-25.

worldlandtrust.org 70

NOTES TO THE ACCOUNTS

23. Analysis of unrestricted and designated funds

Balance
1 January
2021
£’000
Unrestricted funds:
General Fund
775
Revaluation Reserve
107
882
Designated funds:
Action Fund
579
Revolving Fund
39
Legacy Fund
2,096
Projects Fund
297
Strategic Development Fund
599
3,610
Total
4,492
Prior year:
Balance
1 January
2020
£’000
Unrestricted funds:
General Fund
608
Revaluation Reserve
107
715
Designated funds:
Action Fund
359
Revolving Fund
124
Legacy Fund
1,716
Partnership Fund
25
Projects Fund
514
Strategic Development Fund
327
3,065
Total
3,780		 Balance
Net gains/ 31 December
Income
Expenditure
Transfers
(losses)
2021
£’000
£’000
£’000
£’000
£’000
1,072
(659)
32
(17)
1,203
-
-
-
-
107
1,072
(659)
32
(17)
1,310
2,029
(396)
(1,192)
-
1,020
-
-
-
-
39
798
(5)
(786)
26
2,129
-
-
(272)
-
25
-
-
128
-
727
2,827
(401)
(2,122)
26
3,940
3,899
(1,060)
(2,090)
9
5,250
Balance
Net gains/ 31 December
Income
Expenditure
Transfers
(losses)
2020
£’000
£’000
£’000
£’000
£’000
727
(431)
(119)
(10)
775
-
-
-
-
107
727
(431)
(119)
(10)
882
1,300
(467)
(613)
-
579
-
(90)
5
-
39
2,013
-
(1,633)
-
2,096
-
(29)
4
-
-
-
-
(217)
-
297
-
-
272
-
599
3,313
(586)
(2,182)
-
3,610
4,040
(1,017)
(2,301)
(10)
4,492		 Balance
Net gains/ 31 December
Income
Expenditure
Transfers
(losses)
2021
£’000
£’000
£’000
£’000
£’000
1,072
(659)
32
(17)
1,203
-
-
-
-
107
1,072
(659)
32
(17)
1,310
2,029
(396)
(1,192)
-
1,020
-
-
-
-
39
798
(5)
(786)
26
2,129
-
-
(272)
-
25
-
-
128
-
727
2,827
(401)
(2,122)
26
3,940
3,899
(1,060)
(2,090)
9
5,250
Balance
Net gains/ 31 December
Income
Expenditure
Transfers
(losses)
2020
£’000
£’000
£’000
£’000
£’000
727
(431)
(119)
(10)
775
-
-
-
-
107
727
(431)
(119)
(10)
882
1,300
(467)
(613)
-
579
-
(90)
5
-
39
2,013
-
(1,633)
-
2,096
-
(29)
4
-
-
-
-
(217)
-
297
-
-
272
-
599
3,313
(586)
(2,182)
-
3,610
4,040
(1,017)
(2,301)
(10)
4,492
3,610
4,492

71 World Land Trust Year ended 31 December 2021

NOTES TO THE ACCOUNTS

23. Analysis of unrestricted and designated funds (continued)

Unrestricted funds description:

The General Fund represents the working capital and operating fixed assets of the group and is analysed in note 26. The Revaluation Reserve represents the movement on revaluing the property to deemed cost under the transitional arrangements allowed by FRS 102.

Designated funds description:

The Action Fund is a designated fund to provide funding for conservation work where it is most urgently needed or where we are unable to raise funds through appeals or other sources, allowing the Trust to react to the changing circumstances faced by our partners. We actively spend funds and regular givers donations are earmarked to this fund allowing replenishment on an ongoing basis to support ongoing conservation work. In 2021 we spent £396K and transferred £1.192M to support programme work. In 2021 the Trustees approved £165K from General Fund to support programme work in 2021 to enable us to continue to support critical conservation work that we might not be able to raise funds through appeals or other sources of fundraising.

The Revolving Fund is a designated fund to provide funding for urgent conservation projects for which the Trust has yet to raise funds through an appeal or from other sources. The Trust provides funding to the partners to undertake conservation work in lieu of future funds coming in. Due to the varying nature of the projects or programmes supported, the timeframe for disbursement of the fund – and subsequent repayment thereby allowing new project and programme support – varies on an individual project and programme basis.

The Legacy Fund represents unrestricted legacy income receivable, which will be disbursed to support conservation projects and

programmes of the Trust. This fund includes legacies that are accrued and are included in debtors on the balance sheet. The Trust actively disburses funds when appropriate projects or programmes are identified and actively looking for appropriate land purchase projects to ensure a lasting impact in perpetuity. During 2021 we transferred £786K to support conservation programmes. We anticipate that funds will be expended within a two-year period but recognise that some legacies take an appreciable amount of time from initial recognition to completion of the legacy.

The Partnership Fund is for meeting the travel and subsistence costs of visits from overseas partners and Symposium costs. No activities were undertaken in 2021.

The Projects Fund represents unrestricted funds approved by the Trustees to support specific conservation programmes. Funding has been transferred in 2021 to recognise formal grant commitments made in respect of these projects to restricted funds. The remaining funds will be allocated and disbursed over two years.

The Strategic Development Fund is a designated fund to provide funding for the internal investment and growth of the Trust. Trustees approved £200K in September 2021 from General Fund to support our growth plans 2021 to 2025. During 2021 significant scoping and planning work was undertaken around transformation which led to the successful appointment of a new Customer Relationship Management (CRM) provider which will be delivered in 2022 alongside a grant-making database for the conservation team. Further funds were spent on developing a programmes database to collate and drive historic and new data in relation to our conservation programmes, completion of the regular giving pilot scheme and consultancy costs to support the tender process for digital work.

worldlandtrust.org 72

NOTES TO THE ACCOUNTS

23. Analysis of unrestricted and designated funds (continued)

Analysis of transfers between funds:

Analysis of transfers between funds:
Note Unrestricted Designated Restricted
£’000 £’000 £’000
Transfer from General Fund 1 (165) 165 -
Transfers from Action Fund 2 - (1,192) 1,192
Transfers from Legacy Fund 3 153 (786) 633
Transfers from committed Projects Fund 4 - (272) 272
Transfer between Strategic
Development Fund and General Fund 5 (168) 168 -
Transfer between Digital Transformation
Fund and General Fund 6 48 - (48)
Other transfers 7 164 (205) 41
32 (2,122) 2,090

Notes for 2021

  1. A transfer was approved from General Fund to Action Fund to provide additional funding to support future conservation projects.

  2. Transfers were made to a variety of restricted projects as they were suitably identified during 2021.

  3. Transfers were made to restricted projects as they were suitably identified during 2021 including land acquisitions in Borneo, India, Peru and Bolivia.

  4. Transfers were made to match payments expended and for future-year project commitments during 2021, supporting conservation programmes in Peru and Argentina.

  5. A transfer of £200K was made from General Fund to support the development of future income and infrastructure development for the Trust over the future strategy period. £120K was transferred to General Fund to match expenditure in 2021.

  6. Transfers of £48K were made from the Digital Transformation Fund to General Fund to match expenditure incurred on the implementation of the Customer Relationship Management (CRM) database.

  7. Transfers were made to support a variety of restricted conservation projects and an allocation of legacy funding taken to General Fund to contribute to core costs of the organisation.

73 World Land Trust Year ended 31 December 2021

NOTES TO THE ACCOUNTS

23. Analysis of unrestricted and designated funds (continued)

Analysis of transfers between funds:

Prior year Note Note Unrestricted Designated Restricted
£’000 £’000 £’000
Transfer from General Fund 1 (322) 322 -
Transfers from Action Fund 2 - (1,039) 1,039
Transfers from Legacy Fund 3 - (1,031) 1,031
Transfers from committed
Projects Fund 4 - (217) 217
Transfer between Strategic
Development Fund and General Fund 5 (272) 272 -
Other transfers 6 475 (489) 14
(119) (2,182) 2,301

Notes for 2020

  1. A transfer was approved from General Fund to Action Fund to provide additional funding to support future conservation projects.

  2. Transfers were made to a variety of restricted projects as they were suitably identified during 2020.

  3. Transfers were made to restricted projects as they were suitably identified during 2020 including significant land purchases in Belize (£500k) and Guatemala (£313K).

  4. Transfers were made to match payments expended during 2020 supporting conservation programmes in Peru and Argentina.

  5. A transfer of £322K was made from General Fund to support the development of future income and infrastructure development for the Trust. £50K was transferred to General Fund to match expenditure in 2020.

  6. Transfers were made to support a variety of restricted conservation projects and an allocation of legacy funding taken to General Fund in line with the deceased’s wishes to support the core costs of the charity (£275K).

worldlandtrust.org 74

NOTES TO THE ACCOUNTS

24. Analysis of restricted funds

Balance
1 January
2021
Specifc projects:
£’000
Big Match/Autumn Appeal
-
Buy an Acre
401
Carbon
(21)
Keepers of the
Wild/Wildfre Appeal
(72)
Plant a Tree
(227)
Digital Transformation Fund
-
Other
-
81
By country:
Argentina
-
Armenia
-
Belize
-
Bolivia
(64)
Borneo
-
Brazil
-
Cameroon
17
Colombia
7
Ecuador
13
Guatemala
201
Honduras
-
India
(228)
Kenya
-
Mexico
2
Mozambique
-
Paraguay
-
Patagonia (Argentina)
-
Peru
-
Philippines
1
Tanzania
(74)
Uganda
-
Venezuela
-
Vietnam
572
Zambia
-
UK
-
447
Total
528		 Income
Expenditure

£’000
£’000
664
(21)
784
(184)
36
(63)
299
(69)
325
(70)
250
-
5
(5)
2,363
(412)
-
(495)
33
(182)
15
(3)
235
(315)
273
(444)
16
(232)
33
(72)
10
(124)
442
(681)
239
(1,118)
12
(166)
89
(167)
-
(566)
-
(163)
-
(202)
-
(50)
-
(59)
-
(296)
-
-
484
(449)
-
(463)
-
(10)
3
(178)
25
(199)
8
(4)
1,917
(6,638)
4,280
(7,050)		 Balance
31 December
Transfers Net gains
2021
£’000
£’000
£’000
(643)
-
-
(631)
-
370
(195)
44
(199)
(158)
-
-
(358)
-
(330)
(48)
-
202
2
-
2
(2,031)
44
45
495
-
-
156
-
7
(12)
-
-
155
-
11
173
1
3
216
-
-
22
-
-
17
-
(90)
211
-
(15)
677
-
(1)
154
-
-
303
-
(3)
305
-
(261)
163
-
2
202
-
-
50
-
-
59
-
-
296
-
-
-
-
1
74
-
35
301
-
(162)
10
-
-
-
-
397
97
-
(77)
(3)
-
1
4,121
1
(152)
2,090
45
(107)		 Balance
31 December
Transfers Net gains
2021
£’000
£’000
£’000
(643)
-
-
(631)
-
370
(195)
44
(199)
(158)
-
-
(358)
-
(330)
(48)
-
202
2
-
2
(2,031)
44
45
495
-
-
156
-
7
(12)
-
-
155
-
11
173
1
3
216
-
-
22
-
-
17
-
(90)
211
-
(15)
677
-
(1)
154
-
-
303
-
(3)
305
-
(261)
163
-
2
202
-
-
50
-
-
59
-
-
296
-
-
-
-
1
74
-
35
301
-
(162)
10
-
-
-
-
397
97
-
(77)
(3)
-
1
4,121
1
(152)
2,090
45
(107)
45
-
7
-
11
3
-
-
(90)
(15)
(1)
-
(3)
(261)
2
-
-
-
-
1
35
(162)
-
397
(77)
1
(152)
(107)

75 World Land Trust Year ended 31 December 2021

NOTES TO THE ACCOUNTS

24. Analysis of restricted funds

Prior year:
Balance
1 January
2020
Specifc projects:
£’000
Big Match Appeal
367
Buy an Acre
417
Carbon
128
Keepers of the Wild
(247)
Plant a Tree
(60)
Other
-
605
By country:
Argentina
-
Armenia
-
Belize
6
Bolivia
-
Borneo
17
Brazil
-
Cameroon
-
Colombia
(96)
Ecuador
(121)
Guatemala
(249)
Honduras
34
India
144
Kenya
1
Mexico
(63)
Paraguay
-
Patagonia (Argentina)
-
Peru
-
Philippines
1
Tanzania
-
Venezuela
-
Vietnam
170
Zambia
-
UK -
5
(156)
Total
449		 Balance
31 December
Income
Expenditure Transfers Net gains
2020
£’000
£’000
£’000
£’000
£’000
959
(143)
(1,183)
-
-
562
(97)
(481)
-
401
75
(90)
(134)
-
(21)
432
92
(349)
-
(72)
299
(51)
(415)
-
(227)
-
(9)
9
-
-
2,327
(298)
(2,553)
-
81
-
(89)
89
-
-
-
(229)
229
-
-
2
(759)
751
-
-
7
(271)
200
-
(64)
4
(143)
122
-
-
8
(154)
146
-
-
148
(131)
-
-
17
232
(349)
220
-
7
42
(1,033)
1,125
-
13
227
(224)
447
-
201
-
(109)
75
-
-
8
(456)
76
-
(228)
-
(294)
293
-
-
-
(149)
214
-
2
-
(52)
52
-
-
-
(42)
42
-
-
-
(162)
159
3
-
-
-
-
-
1
-
(149)
75
-
(74)
-
(10)
10
-
-
17
(64)
449
-
572
2
(68)
66
-
-
(19)
14
-
-
702
(4,956)
4,854
3
447
3,029
(5,254)
2,301
3
528		 Balance
31 December
Income
Expenditure Transfers Net gains
2020
£’000
£’000
£’000
£’000
£’000
959
(143)
(1,183)
-
-
562
(97)
(481)
-
401
75
(90)
(134)
-
(21)
432
92
(349)
-
(72)
299
(51)
(415)
-
(227)
-
(9)
9
-
-
2,327
(298)
(2,553)
-
81
-
(89)
89
-
-
-
(229)
229
-
-
2
(759)
751
-
-
7
(271)
200
-
(64)
4
(143)
122
-
-
8
(154)
146
-
-
148
(131)
-
-
17
232
(349)
220
-
7
42
(1,033)
1,125
-
13
227
(224)
447
-
201
-
(109)
75
-
-
8
(456)
76
-
(228)
-
(294)
293
-
-
-
(149)
214
-
2
-
(52)
52
-
-
-
(42)
42
-
-
-
(162)
159
3
-
-
-
-
-
1
-
(149)
75
-
(74)
-
(10)
10
-
-
17
(64)
449
-
572
2
(68)
66
-
-
(19)
14
-
-
702
(4,956)
4,854
3
447
3,029
(5,254)
2,301
3
528
81
-
-
-
(64)
-
-
17
7
13
201
-
(228)
-
2
-
-
-
1
(74)
-
572
-
447
528

76

worldlandtrust.org

NOTES TO THE ACCOUNTS

24. Analysis of restricted funds (continued)

Description of funds:

The above funds, listed by country, represent funds received specifically for carrying out conservation work within those areas. Specific programme funds are detailed below in addition to those that are in deficit;

77 World Land Trust Year ended 31 December 2021

NOTES TO THE ACCOUNTS

25. Analysis of endowment funds

Analysis of endowment funds
Balance
1 January
2021
£’000
San Rafael Fund
1,020
UK – Kites Hill
75
1,095
Prior year:
Balance
1 January
2020
£’000
San Rafael Fund
866
UK – Kites Hill
75
941		 Balance
31 December
Income
Expenditure Transfers Net gains
2021
£’000
£’000
£’000
£’000
£’000
13
(46)
-
18
1,005
-
-
-
-
75
13
(46)
-
18
1,080
Balance
31 December
Income
Expenditure Transfers Net gains
2020
£’000
£’000
£’000
£’000
£’000
53
(46)
-
147
1,020
-
-
-
-
75
53
(46)
-
147
1,095
1,095

Description of funds:

  1. The San Rafael Fund, an expendable endowment, was set up with $1 million from Conservation International in 2013 and is represented by Fixed Asset Investments. The fund is available for the operational running costs of the San Rafael reserve in Paraguay.

  2. UK – Kites Hills represents a permanent endowment of land owned by WLT in Gloucestershire which was gifted as a legacy.

worldlandtrust.org 78

NOTES TO THE ACCOUNTS

26. Analysis of group net assets between funds

2021
General Designated Restricted Endowment Total
£’000 £’000 £’000 £’000 £’000
Tangible fxed assets
Intangible fxed assets		 441
2		 -
-		 -
-		 75
-		 516
2
Investments 414 544 - 992 1,950
Cash at bank and in hand 1,264 2,272 3,845 13 7,394
Other net assets/(liabilities) (634) 1,124 (2,662) - (2,172)
Creditors: falling due after one year (177) - (1,290) - (1,467)
1,310 3,940 (107) 1,080 6,223
Prior year: 2020
General Designated Restricted Endowment Total
£’000 £’000 £’000 £’000 £’000
Tangible fxed assets
Intangible fxed assets		 446
-		 -
-		 -
-		 75
-		 521
-
Investments 389 504 - 1,033 1,926
Cash at bank and in hand 352 1,982 3,160 (13) 5,481
Other net assets/(liabilities) (122) 1,124 (2,323) - (1,321)
Creditors: falling due after one year (183) - (309) - (492)
882 3,610 528 1,095 6,115
27. Reconciliation of net income
to cash fow from operating activities		 Group
2021 2020
£’000 £’000
Net income for the year 307 848
Adjustments for:
Amortisation charges 1 -
Depreciation charges 19 19
(Gains) on investments (271) (43)
Dividends received (30) (35)
Interest receivable (1) (10)
Interest payable 4 4
Increase in stock (99) -
Decrease in debtors 573 385
Increase in creditors 1,352 1,633
Net cash provided by operating 1,855 2,801
activities

79 World Land Trust Year ended 31 December 2021

NOTES TO THE ACCOUNTS

28. Legal status of the trust

WLT is a company limited by guarantee and has no share capital. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £10 per member of the charity.

29. Operating leases (Group and Charity)

Operating leases (Group and Charity)

Total commitments in relation to operating leases expiring are as follows:
Within one year
Within two to fve years		 Equipment
2021
2020
£000
£000
1
1
4
-
5
1		 Equipment
2021
2020
£000
£000
1
1
4
-
5
1
1

30. Comparative statement of financial activities (31 December 2020)

Unrestricted Restricted Endowment Total
funds funds funds 2020
£’000 £’000 £’000 £’000
Income
Donations and legacies 3,715 3,029 36 6,780
Charitable activities 277 - - 277
Other trading activities 11 - - 11
Investment income 34 - 17 51
Other 3 - - 3
Total income 4,040 3,029 53 7,122
Expenditure
Raising funds 228 225 8 461
Charitable activities:
Land acquisition 411 3,990 - 4,401
Reserve management 158 603 38 799
Reforestation - 414 - 414
Partnerships and communications 220 22 - 242
Total expenditure 1,017 5,254 46 6,317
Net gains/(losses) on investments (17) 3 57 43
Net income/(expenditure) 3,006 (2,222) 64 848
Transfer between funds (2,301) 2,301 - -
Other gains/(losses) 7 - 90 97
Net movement in funds 712 79 154 945
Reconciliation of funds
Total funds carried forward as restated 3,780 449 941 5,170
Total funds carried forward 4,492 528 1,095 6,115

80

worldlandtrust.org

CONSERVATION PARTNERS

Applied Environmental Research Foundation Asociación Armonia A Rocha Kenya Asociación Ecológica de San Marcos de Ocotepeque Belize Maya Forest Trust Corozal Sustainable Future Initiative The Environmental Conservation Trust of Uganda Fundación EcoMinga Environment and Rural Development Foundation Fundación Biodiversidad Argentina Fundación Biodiversa Colombia Fundación para el Ecodesarrollo y la Conservacion Fundación Guanacas Fundación Hábitat & Desarrollo Fundación Jocotoco Fundación Natura Bolivia Fundación Patagonia Natural Foundation for the Preservation of Wildlife and Cultural Assets Grupo Ecológico Sierra Gorda Gorongosa Project Guyra Paraguay Hutan Kasanka Trust Naturalia Comité para la Conserveación de especies Silvestres Naturaleza y Cultura internacional Ecuador Naturaleza y Cultura Peru Naturaleza y Cultura Sierra Madre Nature Kenya Natura Argentina Naturaleza Tierra y Vida (NATIVA) Fundación ProAves Fundación Pro-Bosque Programme for Belize Asociación Civil Provita Reserva Ecológica de Guapiaçu Southern Tanzania Elephant Program Tanzania Forest Conservation Group Viet Nature Conservation Centre Wildlife Trust of India

OPERATIONAL PARTNERS

BirdLife International International Union for Conservation of Nature – Netherlands American Bird Conservancy Nature & Culture International International Tropical Conservation Fund

81

World Land Trust Year ended 31 December 2021

Lucag Bustamante

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