2024-03-31-accounts

The Landscape Institute Annual Report of the Trustees For the Year Ending 31 March 2024 Landscape Institute Inspiring great places

The Landscape Institute Annual Report of theTrustees Contents Introduction Foreword from the President Report of the Trustees 10 Independent auditor's report 27 Consolidated statement of f inanciaL activities 30 Balance sheet 31 Consolidated statement of cash flows 32 Notes to the financial statements 33

The Landscape Institute Annual Report of theTrustees Carolin Gohler FLI, President of the Landscape Institute Over the last year, as President-Elect, I have had the pleasure of visiting and meeting so many of our members across the UK and have been impressed by the passion, drive and skills within our profession, as well as the complexity and intricacy of the vital work being led to address the issues of today. I very much look forward to continuing these visits in my role as President. As society grapples with decarbonisation, building climate resilience. and promoting and protecting biodiversity, we are going to experience signif icant societal and landscape change5 over the coming decades at both a small and large scale. Indeed, we are already seeing profound changes in the landscape and the subsequent impact on our profession already being felt. with the progress we are making and confident that the implementation of the next phases of our 'New Ways ofworking programme will gather pace and enable a modern. streamlined and more efficient and effective Institute. Our project to design and commission our new digital home is a key priority for us. Its implementation is on track and when in place will provide us with the data and insights to drive our continuous service improvement, harness the power and expertise of our members, and support communities and connectivity among members. In this context the Landscape Institute has the critical role of setting the standards for landscape professionals as well as being a major inf luencer and commentator for the built and natural environments. But also. and more importantly. the Institute is bringing landscape professionals together and harnessing their expertise. skills and passion to drive us forward. The 'NewWays of Working. programme Is focused on putting members. needs and views at the heart of evewhing we do, ensuring they inform decision making and policy positions and that different parts of the organisation work together to shape new initiatives. The Board and l are committed to grasping this opportunity and for the Landscape Institute to be the professional body and voice for the profession that it deserves," to showcase what it delivers and achieves for our communities,. to inspire the next generation to join the landscape profession and work to inf luence key decision makers on the critical role the profession plays in improving the health and wellbeing of the public and communities. This report from theTrustees sets out our achievements duiing the year. The focus of 2024125 will be to continue transitioning the Institute into an agile, adaptable and f lexible organisation that is able to respond to the rapidly changing requirements of our profession and provide the support it needs. but at the same time one that works collaboratively with members, staff, volunteers and partners to advocate for and inf luence key decision makers on the critical role our profession plays for the public and communities. 2023124 has been a year of significant and positive change and evolution for the Institute. Work over the year has taken the steps needed to rebuild the Institute and ensure strong foundations are in place with f inancial sustainability and discipline at the core of our agenda. While there is still much to do to deliver our transformation and vision. l am pleased The reshaping of the Senior LeadershipTeam with the appointment of two new directors to lead our

The Landscape Institute Annual Report of theTrustees policy and public affairs work, and membership and professional standards, is a positive marker of the transition underway. These key appointments will enable us to start making the shift towards adopting a professional standards-based approach that will differentiate the skills and expertise of landscape professionals, build trust and confidence in the Institute and our members in the public and partners but also position both members and the Instilute as essential Jellicoe Lecture components within the built environment sector both now and in the future. I would like to thank everyone for their support and positive contribution to the work we do- members, staff, volunteers and our partners - as teamwork is essential. We will continue to build on what was started last year and by working collaboratively together. we can achieve great things. A key part of our work over the coming year will be to work with the Advisory Council and consult our members to develop the new corporate strategy in the lead up to our centenary year, 2029. Carolin Gohler FLI. President ImagE'. C8rolin Gohler FLI PLI speaking at a Jellicoe Lecture Landscape and Carbon P￿tI41￿u$$poTh<b•lrCI byPreud*rt-El•rt I C¥rolin G¢ihlerFII Jdlwt2024 London I Thulsdèy? Marth 2D24 GROWING FUTURE ALE

The Landscape Institute Annual Report of theTrustees Our members Chartered Membership of the Landscape Institute ICMLI) is a world-renowned mark of excellence. It is only awarded to those who reach the highest standards in landscape education and practice and endorses the individual as the best in their field. Our members include landscape planners, architects, landscape and parks managers, urban designers, scientists and more. Images Riglrt.. Award winners at the Landsc8pÈ InstitutÈAwards 2023 Below. Marfield Park. M8nthester. Ll Awards winner 2023. Corten sieel pede51rian boardwalk crossing flood 8ttenuarion Wild￿pe area. Jarrell Goh tk

The Landscape Institute Annual Report of theTrustees Romy Rawlings FLI, Driving positive environmental change Some 30 years after becoming a CMLI, and having just this year been awarded a Fellowship. I've recently embarked on a new role as a freelance consultant. While landscape underpins my work, in addition to my love of placemaking I ve broadened into consultancy around sustainability- embracing people. planet and prof it. One of the joys of landscape architecture is its diversity and throughout my career I've worked alongside incredible people.. through this extensive network my aim now is to drive positive social and environmental change. I've always been passionate about the enormous impact that the external environment can have upon people and plan to put my eclectic experience to good use I •r

The Landscape Institute Annual Report of theTrustees Marko Yau. Student Member, Raising awareness of climate resilience 'Winds of Change, garden was a Resilient Pocket Planting category garden, created for the FIHS Hampton Court Garden Festival ccpdesigned by student landscape architects Marko Yau. Saachi Parasrampuria and James Miller, and won a Gold Medal and Best in Category Award. this July. The purpose of the garden was to raise awareness of the Importance of climate resilience for coastal communities. The planting palette was selected to be wind. salt and drought tolerant. The colour scheme ref lected its unique coastal location. Native and non- native plants, known to grow in the local area, as well as found materials unique to site are dispersed amongst the planting to reflect the Jaywick shoreline. Members are the heart of the Landscape Institute and shape everything we do through our Advisory Council and our representatives at country and regional level. l.j1',1

The Landscape Institute Annual Report of theTrustees The Landscape Profession Landscape is an essential part of the quality of life for people everywhere. It provides a unique point of connection between the man-made and the natural. It enables us to feel engaged and curious about space; it permits us to explore the intersection between an individual and a place. It is where communities and identities are built. The landscape profession is as diverse and dynamic as the landscapes they work with. Landscape practitioners work to balance the social. economic and environmental needs of urban and rural areas to deliver outstanding landscapes and places and create inclusive. sustainable and healthy communities. Our mission is to lead and inspire the landscape profession to ensure it is equipped to deliver its purpose under our Royal Charter for the benefit of people, place and nature, for today and for future generation5. Constituted under Royal Charter. the Landscape Institute ILII is the chartered membership body for all landscape practitioners. It Is the home and voice for everyone working in the landscape profession and serves society by upholding the highest professional and technical standards. 81 •ppgNTuMITY TI I LQMPQM

The Landscape Institute Annual Report of theTrustees Protecting the natural and built environment The Institute supports current thinking and actions that promote the use of landscape for the benef it of the public. welcoming initiatives that promote public health, sustainability, and tackle climate change and biodiversity loss. Our key focus to conserve and enhance the natural and built environment for the public benef it remains constant. The skills of landscape professionals. across environmental planning, management and design. can enhance the quality of human life.The work of our members can reduce air and noise pollution. increase the prof itability and sustainability of places- and lead to more relaxing and healthier spaces to enjoy. We support landscape practice that creates thriving communities through the design and management of inspirational places. Image belDW.' Urban GreenUP.. The Pollinator Project. U Awards 2023Winner C reShaFed. Woodland Planting being rnanag￿ by cotnTnunty volunteers

The Landscape Institute Annual Report of theTrustees 10 Trustees Report The Trustees of the Landscape Institute present their annual report and the financial statements of the Landscape Institute for the year ending 31 March 2024. The Trustees confirm that the Report and Financial Statements comply with current statutory requirements of the Institute's governing documents and the provisions of the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Report Standard (FRS102) the Charities Act, the Charities and Trustee Investment (Scotland) Act 2005 and applicable accounting standards.

The Landscape Institute Annual Report of theTrustees 11 A review of the business 2023124 Our year in numbers 0 143.000 unique website visitors policy consultations Social media Membership ILinkedlnl oxo 6.000+ members total 747 723.000 posts impressions 3280 140 CMLI FLI 15 n 100+ speaking appearances at industry events pieces of media coverage CPD events 38 51 centrally events including branch Nn events 5 Major Events 26 Webinars 5 Masterclasses 2 Academies

The Landscape Institute Annual Report of theTrustees 12 Work during 2023124 has continued from the previous vear with a focus to.. Key Decisions taken in 2023124 Develop a sustainable f inancial model and diversify our income streams to address our f inancial challenges and rebuild our reserves Maintain the discipline and rigour we have put in place around our f Inancial and risk management and performance reporting Streamline our operations, improve our Service delivery and provide more focus on our core f unctions of education. learning. professional development and public policy development and advocacy. Strengthen twtrway engagement with members and branches to ensure members are at the heart of everything we do Review the roles of different parts of our governance structure and how they work together to grow our capacity and ensure our decision making is informed by our members knowledge and expertise. Deliver a new digital platform to enable our new ways of working and communication with members and to improve very significantly the way we service our members. The Board made the following key decisions throughout the year.. To invest to deliver a new financial and operational model which would ensure the Institute remained relevant and fit for the f uture by meeting the f inancial and operational challenges currently faced. To invest in an ambitious new digital platform as part of their commitment transforming how the organisation communicates and engages with its members,. to provide the capacity needed to grow and strengthen member services whilst at the same time as reducing operational costs in f uture years. Appoint a new permanent CEO and the approval of a new senior leadership team structure to bring the consistent and stable leadership needed to drive the strategic direction of the organisation and improve delivery of its core objectives. The implementation of a structured and robust business planning and budgeting process with new financial management processes and procedures to ensure the Board receives regular and timely financial reports. These are now embedded and there is a new rigor and focus on diversifying our Income sources and our business development programme. Launch the new Ll Academy to deliver our future education strategy and development programmes and drive our professional standards agenda. continued on next page Eight Landscape Institute Membership Pledges People focused. Membership led. Systems based Supporting your CPD En5uiewi rnembEW5ffl•nt￿% IlunbErValueProgDsrt￿Trlocffl￿r w￿k10￿ardsdeI1yP￿ja Operatio￿ Intra5tructwe 55￿rL￿5￿a￿5￿1Is51¥rtp

The Landscape Institute Annual Report of theTrustees 13 Renew their commitment to the eight membership pledges that underpin the business plan and associated workstreams. Introduce a new behaviour framework and acceptable behaviour policy underpinned by a set of behaviour principles as a f irst step in implementing its new people and culture strategy. The implementation of a Newways ofworking programme including.. Plans to strengthen the role of the Advisory Council and Its links with the Branches as the key mechanism through which members feed into the decision making and shape public policy and professional standards. The Board operating at a more strategic level to oversee the operational delivery. The introduction of a Board committee structure to increase the capacity of the Board with initiation of new People. Culture & Change. Governance. and Finance & Flisk committees. This new structure also enables access to expertise and experience from a wider range of independent individuals as well as Advisory Council and other members to ensure that all members and stakeholders are at the heart of decision making. O Member led Working to ensure that the sustainability of the landscape and landscape professionals are at the top of national and devolved government agendas when developing policy and strategy. Achievements over the last year included.. Responding to 8 policy consultations to ensure the views of our industry are represented and heard. including Environmental Outcomes Report IEnglandl.' Nationally Signif icant Infrastructure Projects INSI Psl.. Draft Energy Strategy and Just Transition Plan (Scotlandl,. Local Living and 20 Minute Neighbourhood draft planning guidance Iscotlandl, New National Parks Appraisal Framework Iscotlandl,. EFRA committee consultation response on green urban spaces. Publishing key reports into Skills for Greener Places and Safer Spaces to highlight the focus and skills of our sector and what is needed. Publishing and launching the Landscape and Carbon report with next steps focused on developing and implementing an action plan for building on the recommendations made in the report. Developing the Recommendations to the Next UK Govemment to Inform conversation with government In the lead up to the election. Updating and republishing the Landscape Character Assessment Database in partnership with Natural England. which is to be embedded within the Natural England Environmental Benef its for NatureTool. Achievements Over the last year the Institute has been taking positive steps to becoming a more open. inclusive and future orientated organisation with members at its heart. Collaboration is key along with building the partnerships across the industry, government and public that are needed to raise the importance and value of landscape and the professionals that work within it. Championing the work and expertise of landscape practitioners through the press. broadcast and digital media along with our events. A series of webinars on Biodiversity Net Gain held in partnership with Natural England Work over 2023124 focused on a positive and progressive agenda, based on three strategic themes. HortWee]£ Hortweek Dew4tlic'

The Landscape Institute Annual Report of theTrustees 14 Landscape has a vital role to play in capturing and storing carbon, so we are immensely pleased to present the Landscape and Carbon report. It builds on years of dedication that colleagues across the sector have already put into reducing the carbon impact of development, and also marks the start of lots of important work ahead. Collaboration and openness will be vital to take these recommendations forward, and we look forward to building on the foundations the report sets out to build the partnerships required, and take collective action on carbon. Rob Hughes. CEO, Landscape Institute

The Landscape Institute Annual Report of theTrustees 15 People focused Developing and delivering a well-respected and highly valued professional development programme to ensure our members achieve and maintain the highest standards in the landscape profession. Over the last year this has seen.. The continued sponsorship and active support of the Open City Accelerate programme with renewed sponsorship for another year. This free, pioneering, built environment education programme is aimed at young people from disadvantaged and underrepresented backgrounds. The programme supports young people aged 16-18 to explore career5 in architecture. landscape. planning, engineering and related fields, equipping them with the skills. Portfolios, networks and conf idence to make informed progression choices. Bringing professionals together to share expertise and learn from each other with 15 CPD events covering topics such as BNG. LVIA. contracts, embodied carbon, arboriculture, neurodiversity and Blm. The first course developed under the new Academy which was very positively received and is now helping contribute to our continued high pass rate for Chartership. Two additional courses will now be added to the portfolio In 2024125. The first five Technician apprentices becoming members of the Ll, with the Ll acting as the End Point Assessment Organisation via special dispensation f rom the Institute for Apprenticeships & Technical Education. A partnership agreement signed with Vet Skill in which they will act as the End Point Assessment Organisation for the Level 3 Landscape Technician apprenticeship with support from the Landscape Institute. Celebrated achievements in the sector through the 30th Anniversary of the Ll Awards. The Ll's active participation in three joint events with our B. E Inclusive Mou partners which all focused on improving equity, diversity and inclusion in the construction and built environment sectors Pride in the Built Environment,. Advancing Racial Equity in the Built Environment,. Addressing Gender Inequity in the Built Environment. Rles CIOB A, L,1111 Above.. LBnd5cape Instiiute t8king part in London Pride march alongside members of our built environnieni EDI partnership. Left.. Stanmer P8rk Management and Maintenance Plan. Ll Awardswinner 2023. Horriculiural displ8ys wiihin ihe restored walled garden c LUC.

The Landscape Institute Annual Report of theTrustees 16 O Systems based Ref reshing, improving and implementing rbew operational systems and processes to enhance member and staff experience and engagement, and ensure the f inancial sustainability of the Institute. The implementation of the digital transformation programme. being carried out in partnership with oomi, will improve eff iciencies and member engagement by providing the Ll with modern systems including a fit-for-purpose CRM and a user-centric website. A continued focus on stabilising the Institule workforce and recruiting to key vacancies. The prioritisation of the Newways ofworking programme to transform our operational infrastructure to enable twtrway engagement with our members in decision making. Ref reshing and implementing HR policies and new staff handbook approved to ensure the Board can meets Its statutory and legal duties. and best practice is in place. lrnage.. Gl&nkind)i8 Disti118ry byTr8 P8uI Hogarth Company. LIAwardsWinn8r 2023. C The Paul Hogarth Company.

The Landscape Institute Annual Report of theTrustees 17 Corporate Strategy The trustees review the aims, objectives and activities of the Institute each year. This report looks at what the Institute has achieved and the outcomes of its work within the twelve months from April 2023 to March 2024. The review also helps the trustees ensure the Institute's aims, objectives and activities remained focused on its stated purposes. The trustees have referred to the Charity Commission's general guidance on public benefit when reviewing the Institute's aims and objectives and in planning its future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives that have been set. Our work programmes and focus are set out in the Business Plan- the Finance and Risk Committee monitor progress at each meeting against key performance indicators and keep the Board updated. A key part of the activity over the nextyear is to work with members to review and develop our next strategy including ref reshing and redefining our vision. values and mission. Image.. Harringworth Wildlands. Ll ￿rdS Finalist 20ZJ. Bu￿￿d[ Eststes.

The Landscape Institute Annual Report of theTrustees 18 Looking Forward - 2024125 and beyond Business Plan priorities for 2024125 The critical areas of focus of the 2024125 business plan include.. Supporting members with materials and collateral to promote careers in the landscape profession. Progressing external ED&1 partnerships - Access all Areas and B.E Inclusive Mou. Landscape and Carbon - f irst phase of actions building on the report are delivered. Climate & Biodiversity Action Plan - evidence of activity against each action. Setting baseline and pathway for net zero target by 2029. Prioritising. developing and delivering our education, learning and development strategy including.. Continuing to develop the Ll Academy to diive the delivery of our careers and professional standards agenda. Taking up the opportunities offered by the new UK government to put our public policy and advocacy work centre stage. Increasing membership satisfaction from 39¥0 to 52¥0 and beyond. Re-running of the Workforce Skills Survey- publish Spring 2025. Implementing a digital transformation programme with a new digital home. Launching a new Corporate Strategy. Embedding the Newways ofworking framework mentioned above and implementing a strong and consistent communication and engagement plan. Reviewing the Entry Standards and Competency Framework. Commencing work to revise the Level 3 Landscape Technician apprenticeship standards. Landscape and Carbon ARCH 2024 Image.. Landscape and CarbDn repDrt

The Landscape Institute Annual Report of theTrustees 19 Financial performance The Board is clear from the detailed financial review and forecasting work it has undertaken that now is the time to invest in the potential of the Institute and profession, and its vital role for the future. The aim is to ensure we have a modern membership home for landscape professionals which can meet member expectations and deliver our wider public benefit by focusing on the major issues facing society of climate change, the loss of nature and building a sustainable future; and highlighting the importance of landscape and creating beautiful, inclusive places for the health and wellbeing of us all. The 2023124 f inancial year found us continuing to face many challenges. In response the Board focused on stability. building resilience and financial sustainability and modernising services to ensure the Ll is in the strongest possible position to deliver what members need to thrive in this changing world. to champion and be the voice of landscape professionals, and to use it to inf luence policy and shape the future of our profession and the places where we live. Disclosure notes 17 to the accounts provide an overview of the uses of these funds. Our general fund increased by £102k from £182k to £284k which represents two months of operating expenditure. Much of this report has focussed on the actions taken to address the f inancial position and build a sustainable financial model for the f uture with the aim to return to healthy surpluses and to rebuild our reserves position from 2025 onwards. The year ended with an operating deficit of1£307kl which was close to the original budget. The Board has streamlined its investment, holding more in cash and agreeing to re-designate our Property Fund as a Strategic Development Fund to invest in the new digital home. It is pleasing that membership numbers and impressive retention rates have been retained. However, commercial activity has continued to be a challenge with CPD events Iwebinars and masterclassesl, awards income. journal advertising as well as jobsite and insurance revenues all underperforming. A new business development function has been put in place to focus on growing and diversifying our income sources.There are many potential avenues to explore and by developing Landscape se￿ices Limited, adopting commercial principles across all activities and taking a more account management approach the Board is oplimistic about moving this work forward positively in 2024125. However. it Is recognised that the next two years will be tough before the organisation can return to a healthy financial position to deliver the modern membership home for landscape professionals that members have a right to expect. Financial rigour put In place throughout the year ensured expenditure reduced by £143k compared to 2022123 with a decrease In costs over all areas. Staff related costs were lower compared to the prior year by £81 k at £1,375k.There was also a gain on investments of £98k. This created a total def Icit for the year of1£209kl. Unrestricted funds decreased by £209k to £1.421 k.

The Landscape Institute Annual Report of theTrustees 20 Investment policy Reserves policy The Investment objective is to generate a total return of inf lation (measured by CPI) plus 3.5Wo per annum over the medium term, net of expenses. This will achieve the primary objective of maintaining the real value of the f unds over the long term whilst permitting some moderate expenditure on an on- going basis. The Institute adopts a total return approach to investment, generating the investment return f rom income and capital gains or losses. Returns from investment. which may fluctuate. may be applied to meeting either regular or exceptional expenditure. Our busines5 plans have committed us to further necessary investment in the f uture growth of the Institute. particularly in the need to Improve the internal operations, Human Resources, Finance, IT systems and processes. The increase In necessary costs has dented reserves during the year. Our total unrestricted reserves at the year-end were E1.421 k. This can be further broken between designated funds amounting to £1 ,138k and general fund If ree iesetvel of £283k. The Free Reserves Policy is risk-based. The policy at year-end gives a Free Reserves target of £550k, which we are signif icantly below. However, there remains £715k in the ' Strategic Development" designated fund that ensures the financial viability of the Institute and supports the going concern position. The trustees have taken accounl of the Charity Commission's Investment guidance.Their aim is to observe responsible investment principles and the charitys investment managers are expected to take into consideration the environmental, social and governance risk characteristics of existing and prospective investments. The investment managers are expected to engage with companies on social. environmental and business ethics issues and to exercise the Ll's voting right. The trustees monitor the implementation of this policy by asking investment managers to report regularly on their performance and their engagement and voting activities. Principal risks and uncertainties Over the year the Trustees have given consideration to the major risks to which the charity Is exposed and satisf led themselves that procedures are established to manage those risks. We are committed to an annual review with our investment m8nager5. This helps us ensure that they are in keeping with the underlying values held by the Institute, given the diverse nature of the portfolios, but also to be alerled to benchmarks and circumstances which may impact on them such as the recent market upheaval. A review of the risk management framework is underway with a new Risk Management Policy approved and in place. This risk management policy forms a key part of the Institute's internal control and corporate governance arrangements and plays a key part in Trustees ensuring the organisation is f it for purpose on ari ongoing basis. This policy.. Confirm5 the commitment of the Board to maintaining a strong risk management framework to ensure that the Institute makes every effort to manage risk appropriately by maximising potential opportunities whilst minimising the adverse effects of risks. Fundraising practice At present the Institute does not engage in public fundraising and does not use professional fundraisers or commercial participators. The Institute nevertheless observes and complies with the relevant f undraising regulations and codes where appropriate. During the year there was no non-compliance of these regulations and codes and the Institute received no complaints relating to its fundraising practice. Supports the internal control systems enabling the organisation to respond to operational, strategic and f inancial risks regardless of whether they are internally or externally driven. In an interim, while the new approach is developed and implemented. an overview of risk is assessed and monitored by the Board around the following key Strategic area5'.

The Landscape Institute Annual Report of theTrustees 21 Risk Key areas of risk The sustainability of the f inancial model Over reliance on membership income Lack of focus on business development opportunities Economic impacts and challenges Membership numbers reduce Low satisfaction with Ll The sector is not seen as an attractive career option and no proactive promotion as a career choice of value External competition Economic factors Lack of volunteers within communitiesl branches/ nations Low satisfaction with Lll members not feeling valuedlheard Apathy Lack of education focus for our members Not engaging suff iciently with schools and universities and lack of response to changing needs Lack of capacity to deliver what is required Loss of reputation and reduced ability to operate Inappropriate member behaviour impacts on reputation of Ll A fall in professional delivery standards Non-compliance with key legislation such as employment law and GDPR Ineffective decision-making hinders achievement of our strategic goals Poor governance structures in place Technology breakdown Technology Issues Cyber fraud Infrastructure unstable Digital Transformation programme does not deliver the expected outcomes Lack of effective programme management Incomplete implementation and low levels of adoption Inability to secure commercial income Lack of cross f unctional cooperation Lack of input from members to inform content and opportunities.

The Landscape Institute Annual Report of theTrustees I 11 JJ The'NewWays ofworking, programme is focused on putting members, needs and views at the heart of everything we do, ensuring they inform decision making and policy positions and that different parts of the organisation work together to shape new initiatives. Carolin Gohler. President, Landscape Institute

The Landscape Institute Annual Report of theTrustees 23 Reference and administrative details For the year ended 31 Mar¢h 2024 Royal Charter number RC000767 Charity number (England and Wales) 1073396 Charity number Iscotlandl SC047057 Registered office and operational address 85Tottenham Court Road. London.W1T 4TQ. United Kingdom Trustees Trustees who served during theyear and up to the date of this report were as follows". Carolin Gohler President ElectlActing President from July 2023 President from July 2024 Jane Findlay President until June 2022 Immediate past President July 2022- June 2023 Noel Farrer Vice President to September 2022 Vice PresidentJActing President September 2022- June 2023 Vice President f rom July 2023 Mathew Haslam HonoraryTreasurer Dr Keren Jones Honorary Secretary until May 2023 Mark Smeeden Honorary Secretary from July 2023 Adam Barker NorFChartered Trustee Christine House Chair- Education & Membership Committee lan Phillips Chair- Policy & Communications Committee from April 2023 Jane Clarke IndependentTrustee Marc Norden IndependentTrustee Deborah Nagan IndependentTrustee from November 2022- May 2024 Penelope McNeile IndependentTrustee from November 2022- November 2023

The Landscape Institute Annual Report of theTrustees 24 Principle staff Robert Hughes. Chief Executive JosephThomas. I nterim Finance Director Neelam Sheemar. Head of Marketing and Communications John O'Keefe. Head of Education and Careers NaomiTaylor. Head of Membership Services and Acting Commercial Director Rowena Lovell. Board Secretary Bankers Natwest Bank PO Box 2161 20 Dean Street London W1AISX CAF Bank Ltd 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 Lkio Solicitors Russell Cooke 2 Putney Hill London SW15 6AB Auditors Moore Kingston Smith 9 Appold Street London EC2A 2AP

The Landscape Institute Annual Report of theTrustees 25 Structure. governance and management includes guidance on the Ll's Royal Charter, By-Laws and Regulations. Under the provisions of its Royal Charter, the Landscape Institute has a Board ofTrustees which meets at least four times peryear. and an Advisory Council which meets three time5 peryear. Trustees give their time voluntarily. Any expenses reclaimed from the Institute are set out in note 6 to the accounts. A discretionary stipend provision can be considered for the office of the President subject to the current policy and after obtaining the requisite approval from the Charity Commission. The Institute has a wholly owned subsidiary. Landscape Services Limited, by nature of common control, which is registered in England and Wales. Its activities serve to generate income for the furtherance of the Institute's charitable objectives. The Landscape Institute has a Declarations of Interest Policy in place and maintains a Register of Interests that the members can inspect on request. During 202314. no Trustee was involved in any financial decisions that they declared a conf lict of interest in or could be perceived to have a conf lict-of-interest in. The purchasing policies and procedures the Ll staff team follow ensure this is the case. In early 2020 the decision was made to acquireThe Parks Alliance ITPAI and transfer ownership to the Institute in order for the TPA to act as a vehicle to facilitate the Institute's work and expansion in the Parks seclor. The effective date of the acquisition was 1 st April 2021. In September 2021. the Board agreed thatThe Parks Alliance Company was to be made dormant as an entity. whilst activities around Parks carried forwards within the current Institute's charity structure as highlighted above. The company is to remain dormant during the 2023-2028 strategy planning period at which point the status of the company will be revisited. Board Committees A number of Committees are set up by the Board to advise them on priority activities including Finance & Risk. Governance. and People, CultLJre & Change. In addition. there are 3 standing committees, and a review is to be undertaken during 2024125 on the role and focus of the three committees. Board ofTrustees The Board of Trustees is accountable to the Charity Commission for the effective running of the Institute. Chief Executive The trustees delegate the day-to4ay operations of the Institute to the Chief Executive and other principal staff set out on page 16 and monitor performance against an agreed operational plan at intervals throughout each year. The Institute has up to ihirteen trustees.. Six are directly elected by the membership of the Institute and seven are appointed by the Institute's elected Advisory Council. Four of the appointed trustees are not members of the Institute and are Independent Trustees, they are selected because of relevant expertise and to f ill skills gaps identified from Board skills analysis. to benef it the organisation and its management. Advisory Council The Advisory Council plays an important role in monitoring the f ulfilment by the Institute of its objectives as set out in the Charter and supporting the adopted business plan each year.They provide a wider member representation within the Ll governance structure and a vital member input into f uture plans of the Institute through its joint sessions with the Board. This involves holding the Board to account by reviewing performance, accounts, corporate plans and business plans. and maintaining the governance cycle for a healthy turnover of Board/Council positions. They also comment on proposals from the Board on the alteration of the Institule's Regulations. They are also responsible. if necessary. for removing members of All trustees, whether directly elected or appointed by Advisory Council, sign up to a Trustees. Code of Conduct, commit themselves to working to a role description and to acting within the governing documents of the Landscape Institute. We conduct an annual inductionltraining for trustees. Ongoing governance support was provided year-round to members of the Board and Council to enable them to discharge their functions effectively. This typically

The Landscape Institute Annual Report of theTrustees 26 the Board in accordance with the procedures set out in the Regulations. This is all reflected in the Advisory Council'sTerms of Reference. Make judgements and estimates that are reasonable and prudent. State whether applicable UK Accounting Standards and statements of recommended practice have been follovved. subject to any material departures disclosed and explained in the financial statements. Prepare the financial Statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. Branches We have 12 geographical branches with 9 in England and l in each of the home Nations. A local branch committee operates in each branch except currently Northern Ireland. All branches play an important role in providing representation for members and delivering professional development events. talks and seminars, workshops covering Ll's Chartership route I'Pathway to Chartership I, support to Ll members at a country or regional level and numerous social events. They also support the Ll on consultation responses to policy issues and promote the profession to a range of audiences. Each branch has a representative on the Ll's Advisory CoLJncil and works to support the delivery of the Corporate Plan. The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the f inancial statements comply with the Charities Act 2011 and of the Charities and Trustee Investment (Scotlandl Act 2005 and regulation 8 of the Charities Accounts (Scotlandl Regulations 2006 las amended). They are also responsible for safeguarding the assets of the charity and group and hence for taking reasonable Steps for the prevention and detection of f raud and other irregularities. Volunteers The trustees are responsible for the maintenance and integrity of the corporate and f inancial information included on the charity's website. Legislation in the United Kingdom governing the preparation and dissemination of f Inancial statements may differ f rom legislation in other jurisdictions. Local members in the countries and regions volunteer to work on national and regional committees. Remuneration policy for key management personnel The trustees. annual report was approved by the trustees on 10 September 2024 and signed on their behalf by Remuneration of the Chief Executive is set by the Board of Trustees. with regard to industry benchmarks. performance and financial resources. The remuneration of all other staff is reviewed annually based on a recommendation from the Chief Executive and approval by the Board of Trustees. Statement of responsibilities of the trustees Carolin Gohler, President/Chair of the Board of Trustees Law applicable to charities in England and Wales requires the trustee5 to prepare financial statements for each f inancial year which give a true and fair view of the charity s f Inancial activities during the peiiod and of its financial position at the end of the period. In preparing financial statements giving 8 true and fair view, the trustees should follow best practice and= Select suitable accounting policies and then apply them consistently. Observe the methods and principles in the Charities SORP.

The Landscape Institute Annual Rep e Trustees 27 Independent auditor's report to the Trustees of The Landscape Institute Opinion other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is suff icient and appropriate to provide a basis for our opinion. We have audited the financial statements ofThe Landscape Institute Ithe 'parent charity'l and its subsidiary Ithe group I for the year ended 31 March 2024 which comprise the Consolidated Statement of Financial Activities, the Group and Parent Charity Balance Sheets, the Consolidated Cash Flow Statement and notes to the financial statements. including signif icant accounting policies. The f inancial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 'The Financial Reporting Standard Applicable in the UK and Republic of Ireland, Iunited Kingdom Generally Accepted Accounting Practice). 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 f inancial statements is appropriate. Based on the work we have performed, we have not identified any Tnaterial uncertainties relating to events or conditions that. individually or collectively, may cast significant doubt on the group or parent charity'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. In our opinion the f inancial statements.. give a true and fair view of the state of the group and parent charity's affairs as at 31 March 2024. and of the group's incoming resources and application of resources, for the year then ended.. have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice", and Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. have been prepared in accordance with the requirements of the Charities Act 2011. Other infonnation The other inforTnation comprises the information included in the annual report, other than the financial Statements and our auditor s report thereon. The trustees are responsible for the other information contained within the annual report. 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. Basis for opinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those Standards are further described in the Auditor's Responsibilities for the audil of the f inancial Statements section of our report. We are independent of the group and parent charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in ihe UK, including the FFIC'S Ethical Standard. and we have f ulf illed our Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the f inancial statements or our kr)owledge obtained in the course of the audit

The Landscape Institute Annual Report of theTrustees 28 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 themselves. 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. Auditor's Responsibilities for the audit of the financial statements We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with regulations made Ljnder section 154 of that Act. 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 IUKI will always detect a rnaterial misstatement when it exists. Misstatements can arise f rom fraud or error and are considered material if. individually or in aggregate, they could reasonably be expected to inf luence the economic decisions of users taken on the basis of these financial statements. We have nothing to report In this regard. Matters on which we are required to report by exception We have nothing to report in respect of the following matters where the Charities Act 2011 requires us to report to you If. in our opinion.. the information given in the Trustees. Annual Report is Inconsistent in any material respect with the f inancial statements", or As part of an audit in accordance with ISAS IUKI we exercise professional judgement and maintain professional scepticism throughout the audit. We also.. the group and parent charity have not kept adequate accounting records- or the financial statements are not in agreement with the accounting records and returns.. or we have not received all the information and explanations we required for our audit. Identify and assess the risks of material misstatement of the financial statements, whether due to f raud or error. design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting f rom f raud is higher than for one resulting f rom error, as f raud may involve collusion. forgery, intentional omissions. misrepresentations. or the override of internal control. Responsibilities of trustees As explained more fully in the trustees. responsibilities statement set out on page 19. the trustees are responsible for the preparation of the financial statements and for being satisf led 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 f ree from material misstatement, whether due to fraud or error. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the group and parent charity's internal control. In preparing the f inancial statements, the trustees are responsible for assessing the group and parent charity'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 parent charity or to cease operations. or have no realistic alternative but to do so. Evaluate the appropriatenes5 of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees. Conclude on the appropriateness of the trustees, use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast signif icant doubt on the group or parent charity s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are

The Landscape Institute Annual Report of theTrustees 29 required to draw attention in our auditor's report to the related disclosures in the financial statements or. if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the charity to cease to continue as a going concern. We obtained an underslanding of how the group and parent charity complies with these requirements by discussions with management and those charged with governance. We assessed the risk of material misstatement of the f inancial statements, including the risk of material misstatement due to fraud and hovv it might occur. by holding discussions with management and those charged with governance. We inquired of management and those charged with governance as to any known Instances of non- compliance or suspected non<ompliance with laws and regulations. Based on this understanding. we designed specif ic appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required. Evaluate the overall presentation. structure and content of the f Inancial statements. including the disclosures, and whether the f inancial statements represent the underlying transactions and events in a manner that achieves fair presentation. We communicate with those charged with governance regarding, among other matters. the planned scope and timing of the audit and signif icant audit findings. including any significant deficiencies in internal control that we identify during our audit. Explanation as to what extent the audit was considered capable of detecting irregularities. including fraud There ale inherent limitations in the audit procedures described above.we are less likely to become aware of instances of non<ompliance with laws and regulations that are not closely related lo events and transaclions reflected in the f Inancial statements. Also, the risk of not detecting a material misstatement due to f raud is higher than the risk of not detecting one resulting f rom error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion. Irregularities, including f raud, 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 eKtent to which our procedures are capable of detecting irregularities. including f raud is detailed below. Use of our report The objectives of our audit in respect of f raud. are.. to identify and assess the risks of material misstatement of the f inancial statements due to f raud.. to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud. throLJgh designing and Implementing appropriate responses to those assessed risks" and to respond appropriately to instances of f raud or suspected fraud identified during the audit. However. the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the group and parent charity. This report is made solely to the parent charity's trustees. as a body, in accordance with Chapter 3 of Part 8 of the Charities Act 2011. Our audit work has been undertaken so that we might state to the parent charity's trustees 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 OT assume responsibility to any party other than the parent charity and parent charity's trustees as a body. for our audit work. for this report. or for the opinion we have formed. Our approach was as follows.. &KNknLLe. We obtained an understanding of the legal and regulatory requirements applicable to the group and parent charity and considered that the most signif icant are the Charities Act 2011, the Charity SORP and UK f inancial reporting standards as issued by the Financial Reporting Council. Date: 21 November 2024 Moore Kingston Smith LLP, Statutory auditor 6-" Floor. 9 Appold Street.London, EC2A 2AP Moore Kingston Smith LLP is eligible to act as auditor in terms of Section 1212 of the Companies Act 2006.

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Landscape Instltute Balance sheets As at 31 st March 2024 The 2024 rou The Institute 2024 2023 2023 Note Fixed a55etS Tangible assets Intangible assets Investments 7.086 215.039 1.329.791 1.125 7,086 215.039 1.329.798 1.125 1.706.497 1.706.504 1.551.916 1.707.622 .551.923 1.707.629 Current assets Debtors Short term deposits Cash at bank and in hand 222.098 85.774 278.262 176.149 214.112 282.658 255.862 85.774 155.249 211.861 214.112 86.646 586.134 672.919 496.885 512.619 Liabilitie5 Creditors.. amounts due within one year 660.322 744.694 571.080 584.401 Net current (liabilities)l assets (74.188) 171.775) {74.195) 171.7821 Net assets 18a 1.477.728 1.635.847 1.477.728 1.635.847 Fund5 Restricted income funds Unrestricted income funds Designated Funds General funds 5.306 5.306 5.306 5.306 1.137.714 334.708 1.448.665 181.876 1.137.714 334,708 1,448.665 181,876 Total Unrestricted income funds 1,472,422 1.630.541 1,472,422 1.630.541 Total funds 1.477.728 1,635,847 1.477.728 1,635,847 Approved by the Trustees on io Sep 2024 and signed on their behalf by". Mathew Haslam. Honorary Treasurer 31

Landscape Institute Consolidated statement of cash flows For the ear ended 31 st March 2024 Note 2024 2023 Net cash provided by operating activities 20 1436.798) 1305,430) Cash flow5 from investing actiwties- Dividends, interest and rents from investment5 Proceeds from the sale of investments Purchase of investments Purchase of fixed assets Reclassification from short term deposits Interest rolled over on short term deposits 52.075 1.025.000 1550.000) (223.009) 128.338 {2) 61,622 11.2661 12,2161 Net cash provided by l (used in) investing activities 432.402 58.140 Change in cash and cash equivalents in the year Cash and cash equivalents at the beginning of the year (4.396) 282.658 1247,290) 529,948 Cash and cash equivalents at the end of the year 278.262 282.658 32

Landscape Institute Notes to the financial Statements For the ear ended 31 st March 2024 l Accounting policies a) Statutory information The Landscape Institute is a registered charity, incorporated by Royal Charter, with the Charity Commission in England and Wales and Office of the Scottish Charity Regulator in Scotland. The registered office address is 85 Tottenham Court Road. London WIT 4TQ. b) 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 IFRS 1021- Icharities SORP FRS 102). the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland IFRS 102). The financial statements have been prepared to give a 'true and fair. view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent requi red to provide a 'true and fair view,. This departure has i nvolved following Accounting and Reporti ng by Charities preparing their accounts in accordance with the Financial Reporting standard applicable in the UK and Republic of Ireland IFRS 102) rather than the Accounting and Reporting by Charities.. Staiemeni of Recommended Practice effective from I April 2005 which has since been withdrawn. The presentational currency is pounds sterling, figures are rounded to the nearest £. These financial statements consolidate the result5 of the Institute and it5 wholly-owned subsidiary Landscape Services Limited on a line by l ine basis. Transactions and balances between the Institute and its subsidiary have been eliminated from the consolidated financial statements. Balances between the two entities are d isclosed in the notes to the accounts. A separate statement of financial activities, or income and expend iture account, for the Institute itself is not presented but the parent-only results are sum marised in note 15 and the subsid iary results are provided in nore 14. The Parks Alliance fi nancial i nformation has not been consolidated d ue io the immaterial nature of their net assets. The effective date of acquisition is I ADril 2021 In applying the financial reporting framework. the trustees have made a number of subjective judgements. for example in respect of significant accounting estimates. Esti mates and judgements are continually evaluated and are based on hi storical experience and other factors. including expectations of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below. c) Public benefit entity The Institute meets the definition of a public benefit entity under Charities SORP FRS 102. d) Going concern The trustees consider that there are no material uncertainties about the Institute's ability to continue as a going concern. The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a sig nificant risk of causing a material adj ustment to the carrying amounts of assets and liabilities within the next reporting period. The Trustees acknowledge that as at 31 st March 2024 there is a net current liability, however they are confident of the going concern position due to the robust cash-flow forecasting, general reserves and investment holdings. 33

Landscape Institute Notes to the financial Statements For the ear ended 31 st March 2024 l Accounting policies (contlnued) e) Income Income is recognised when the Institute has entitlement to the funds. any performance conditions attached to the income have been met. it is probable that the income will be received and that the amount can be measured reliably. Income from government and other grants. whether 'capital' grants or 'revenue' grants. 15 recognised when the Institute has entitlement to the funds, any performance conditions attached to the grant5 have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. Subscription income is recognised for the period for which the Se￿iCe5 are provided. Income from the sale of publications. advertising. and examinations is recognised in the period in which the activity occurs. Income received in advance of the provision of a specified Se￿ice is deferred until the criteria for income recognition are met. f) Interest receivable Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Institute- this is normally upon notification of the interest paid or payable by the bank. g) Fund accounting Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meet5 these criteria is charged to the fund. Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes. Designated funds are unrestricted funds earmarked by the trustees for particular purposes. h) Expenditure and irrecoverable VAT Expenditure is recognised once there is a legal or constructive obligation to make a payment to a thi rd party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings= Expenditure on charitable activities includes the costs of delivering and communicating membership. educational. policy, technical and professional services. undertaken to further the purposes of the Institute and their associated support costs Other expenditure represents those items not falling into any other heading Irrecoverable VAT is charged in full to support costs. 34

Landscape Institute Notes to the financial Statements For the ear ended 31 st March 2024 l Accounting policies (continued) i) Allocation of support and governance costs Expenditure is allocated to a particular activity where the cost relates directly to that activity. Support Costs. being the salary and overhead costs of the central function, and governance costs, are apportioned to activities on the basis of staff time spent on those activities. J) Operatlng leases Rental charges are charged on a straight line basis over the term of the lease. k) Tangible fixed assets Items of equipment are capitalised where the purchase price exceed5 £1,000. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in Use. Major components are treated a5 a separate asset where they have significantly different patterns of consumption of econom ic benefit5 and are depreciated separately over its Useful life. Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows= 25% straight line 33 %% straight line Furniture, fittings and office equipment Computers l) Intangible fixed assets Items of IT software are capitalised where the purchase price exceeds £l.000. Amortisation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. Amortisation is provided at rates calculated to write down the cost of each asset to its estimated residual Website and database 20% straight line m) Investments li) Listed investments Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date usi ng the closing q uoted market price. Any change in fair value will be recognised in the statement of financial activities. Investment gains and losses. whether realised or unrealised, are combined and shown i n the heading "Net gainsl(losses) on investments" in the statement of financial activitie5. The charity does not acquire put options. derivatives or other complex fi nancial instruments. (ill Investment in subsidiary Investment in the subsidiary Landscape Services Limited is included in the Institute's balance sheet at Cost. n) Short term deposits Short term deposits include cash balances that are invested in accounts with a maturity date of between 3 and 12 months. o) Cash at bank and in hand Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. 35

Landscape Institute Notes to the financial Statements For the ear ended 31 st March 2024 l Accounting policies (continued) p) Debtors Trade or other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discount due. q) Credltors and provlslons Creditors and provisions are recogni5ed where the Institute 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 d ue to settle the obligation can be measured or estimated reliably. Creditors and provision5 are normally recognised at their settlement amount after allowing for any trade discount due. r) Penslons The Institute operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the Institute in an independently administered fund. The pension cost charge represents contributions payable under the scheme by the Institute to the fund. The Institute has no liability under the scheme other than for the payment of those contributions. s) Financial instruments The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. 36

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Landscape Institute Notes to the flnanclal statements For the ear ended 31 st March 2024 Net Incomel(expendlturel for the year This is stated after charging 2024 2023 Depreciation Trustee's expenses Auditors, remuneration (net of VAT).. Audit Sayer Vincent (202213) Audit - Moore Kingston Smith (202314) Other services Operating lease rentals.. Property Office equipment 2,010 4.773 142 5,953 6,400 21.920 3.095 14,200 5,950 154.570 503 131,616 2,896 Analysis of staff costs. trustee remuneration and expenses. and the cost of key management personnel Staff cost5 were as follows.. 2024 2023 Salaries and wages Redundancy and termination costs Social security costs Employers contributions to defined contribution pension scheme Other staff related costs including travel and agency staff 1.015.924 28,907 102.833 57.461 119,556 1.324.681 1.031,114 4,249 102,241 60,129 258,736 1.456,469 The following number of employees received employee benefits (excluding employer pension costs) during the year between.. 2024 No. 2023 £60,000- £69.999 £70,000 - £80.000 £80,001 £90,000 £90,001- £100.000 The total em ployee benefits including employer's National Insurance, pension contributions and termination costs of the key management personnel were £446.019 12023= £448.927J. No Trustees were paid (2023.. £6.934) and no Trustees received any other benefits from employment with the Institute in the year (202 3.. nil). The payment of the salary in 202 3 is in accordance with clause 9.1 Ib) of our Royal Charter. During the year, no trustees 12023= nil). received remuneration in respect of professional services provided 12023.. nil). Trustees. expenses represents the payment or reimbursement of travel and subsistence costs totalling £4,381 (202 3.. £ 5,95 3) incurred by 9 trustees 12024.. 4) relating to attendance at meeti ngs of the trustees. meetings with mem bers and external representation of the Institute. 40

Landscape Institute Notes to the flnanclal statements For the ear ended 31 st March 2024 Staff numbers The average number of employees Ihead count based on number of staff employed) during the year was as follows.. 2024 2023 Raise the profile of Landscape and Place Bu ild the resilience and confidence of the profession Inclusive Growth Support Governance 22 26 Taxatlon The Institute is exem pt from corporation tax as all its income is charitable and is applied for charitable purposes. The Institute's trading subsidiary Landscape Services Ltd gift aids any available profits to the Institute. Related party transactions Related party transactions With Hardscape Product5 Ltd. a company which a Trustee is a director, but without any day-to-day management control or influence. amounted to income received by the Landscape Institute from Hardscape of £28.104 and expenditure made to Hardscape of £2,851. (Prior year the Landscape Institute received £26,880 from Hardscape and made payments of £3.600). Other than those disclosed above. there were no other related party transactions during the year. In particular. there were no donations from related parties which were outside the normal course of business and no restricted donations from related parties. l O Tangible fixed assets Computers (restated) Totals (restated) The group and the charlty Cost At the start of the year Additions i n year Less.. disposals during the year At the end of the year Depreciation At the start of the year DisPOsa15 Charge for the year 6.205 7,970 6,205 7,970 14,175 14,175 5.080 5,080 2.010 2,010 At the end of the year Net book value At the end of the year At the start of the year 7.089 7,090 7,086 7,086 1,125 1,125 The tangible fixed assets of the Institute are the same as those of the group and. therefore. have not been stated separately. All of the above assets are used for charitable purposes. 41

Landscape Institute Notes to the flnanclal statements For the ear ended 31 st March 2024 I I Intangible fixed assets Database and website (restated) Totals (restated) The group and the charlty Cost At the start of the year Additions i n year Less.. disposals during the year 275,501 215,039 275,501 215,039 At the end of the year 490,540 490,540 Amorti5ation At the start of the year Disposa15 Charge for the year 275,501 275,501 At the end of the year 275,501 275,501 Net book value At the end of the year 215.039 215,039 At the start of the year The i ntangi ble fixed assets of the Institute are the same as those of the group and. therefore, have not been All of the above assets are used for charitable purposes. 12 Capltal Commltments The Group and the Institute has a contractual commitment in relation to the new CRM system and websites that Is being implemented during 202415. It is expected to be completed in September 2025. The group 2024 The Institute 2024 2023 2023 Database and Website Database and Website Database and Website Database and Website Withi n l year 2-5years 96.876 64.584 96,876 64,584 161.460 161.460 42

Landscape Institute Notes to the flnanclal statements For the ear ended 31 st March 2024 13 Investments The 2024 roup The Institute 2024 2023 2023 Llsted Investments Fair value at the start of the year Additions during the year Disposals during the year Withdrawal of Fund5 during the year Net gain/(loss} on change in fair value 1.706,497 550,000 (550.000) (475.000) 98.294 1.823.497 1.706.497 550,000 1550,000) {475,000) 98.294 1.823.497 1117.000) 1117,0001 Fair value of listed investments at the end of the year 1.329.791 1.706,497 1.329.791 1.706,497 Investment in subsidiary undertaking Total i nvestments 1.329.791 1.706,497 1.329.798 1.706.504 Investments comprise The group 2024 The charity 2024 2023 2023 UK Common investment funds Unlisted shares in UK registered companies 1.329.791 1,706,497 1.329.791 1.706,497 1.329.791 1.706,497 1.329.798 1.706.504 43

Landscape Institute Notes to the flnanclal statements For the ear ended 31 st March 2024 14 Subsldlary Undertaklng The Institute owns the whole of the issued ordinary share capital of £7 in Landscape Services Lim ited. a com pany registered in England. Activities of the subsidiary include events management and sales of advertisi ng and publications. All activities have been consolidated on a line by l ine basis in the statement of financial activities. Available profits are distributed to the Institute through a gift aid donation. A summary of the results of the subsidiary is shown below.. 2024 2023 Turnover Cost of sales 529.037 {225,594) 695.343 1283,3201 Gross profit 303.443 412.023 Admi nistrative expenses {120,591) 1182,0831 Profit on ordinary actlvltles before taxation Taxation on profit on ordinary activities 182.852 229.940 Profit for financial year 182,852 229,940 Retalned earnlngs Retained earnings brought forward Profit for the financial year Distribution to parent entity 182.852 (182,852) 229,940 1229,9401 Retalned earnlngs carrled foThvard The aggregate of the assets. liabilities and funds was.. Assets Liabilities 247,885 {247,878) 244.669 1244,6621 Funds During the year. the institute recharged the subsidiary management and overhead costs of £121 k (2023.. £140kl 15 Parent charity The parent Institute's gross income and the results for the year are disclosed a5 follows.. 2024 2023 Gross income Results for the year 1.926.425 (158,119) 1.900,899 1656,2361 44

Landscape Instltute Notes to the financial statements For the ar ended 31 st March 2024 16 Debtors The 2024 roup The Institute 2024 2023 2023 Trade debtors Due from group undertakings Office Rent Dep051t VAT Debtor Prepayments and accrued income 30.551 28.070 10.761 9.711 84,369 18,373 7,701 91.707 18.373 18,380 7,701 121,998 18.373 81.646 145.082 173.174 222.098 176,149 255,862 211.861 17 Credltors.. amounts due wlthln one year The 2024 rou The Institute 2024 2023 2023 Trade creditors Due to group undertaking5 Deferred income (please see below) Taxarion and social securitv VAT creditor Other creditors Accruals 68.746 183.595 68.587 76.990 307.881 26.941 183,361 455.848 26.941 15.279 17.048 76.460 467,431 29.639 307,372 29,639 19.961 44,068 17.048 73.633 19.961 44,068 660.322 744,694 571.080 584,401 Deferred income comprises= Membership fees received in advance Registered practice fees in advance Examinarion fees in advance Accreditation Fees 269.101 140.380 31.280 261 ,406 160.059 30,959 15,007 269.101 261,405 31,280 30,960 15,007 Sponsorship 15.087 7.500 455.848 467,431 307.881 307,372 AII 2023 Deferred Income was released in the financial year. 18a Current year analysis of group net a5set5 between funds Restricied funds Designated General funds funds Total funds Tangible fixed assets Intangible fixed assets Investments Net current assetsl (liabilities) 7.086 7.086 215,039 1.329,791 (74.188) 215.039 199,163 179,4941 1.130.628 5,306 Net assets at the end of the year 5.306 1.137.714 334.708 1.477,728 18b Prior year analysis of group net assets between funds Restricted funds Designated General funds funds Total funds Tangible fixed assets Investments Net current assetsl Iliabilitiesl 1.447,540 258.957 177.0811 1.706.497 (71.775) 5,306 Net assets at the end of the year 5.306 1.448.665 181.876 1.635,847 Page 45

Landscape Instltute Notes to the financial statements For the ar ended 31 st March 2024 19a Current year movements In funds At the start of the year (Expenditure)/ Invesrment gain5 At the end of the year Income Transfers Restricted funds.. Travel award 5.306 5.306 Total restrlcted funds 5.306 5.306 Unrestricted funds.. Designared funds.. Fixed assets Project Kestrel Branch funds Project Kestrel Strategic Development 215.039 215,039 22,381 184,961 715,333 22.381 400,000 1.026.284 1215.0391 1461.3191 52.075 98.293 Total designated funds 1.448.665 52.075 98.293 1461.3191 1.137.714 General funds 181.876 2.403.388 {2.711 .8751 461.319 334.708 Total general funds 181.876 2,403.388 (2.711,875} 461.319 334.708 Total unrestricted funds 1.630,541 2.455.463 {2.613.582} 1.472,422 Total funds 1.635.847 2.455.463 12.613.582) 1.477,728 19b Prior year movements in funds At the start of the year Income Expenditure Transfers At the end of the year Restricted funds.. Travel award The Parks Alliance 5.306 390 5.696 5.306 13901 13901 5.306 Total restrlcted funds Unrestricted funds.. Designated lunds.. Fixed assets funds Branch funds Entry Standards Modernisation Fund Policy Development Fund Project Kestrel Property Fund 33,489 52.277 9.305 111.1081 152.2771 (9.3051 400,000 1675.8311 22.381 400,000 1.026,284 1.702,115 Toral designated funds 1.797.186 1348.521) 1.448.665 General funds 259.261 2.596.242 13.022.5381 348.911 181,876 Toral general funds 259.261 2.596.242 {3.022,538} 348.911 181.876 Total unrestricted fund5 2.056.447 2.596.242 13.022.538) 1.630,541 Total funds 2.062.143 2.596.242 13.022.538) 1.635,847 General funds General Funds are funds available for the purposes of the Institute to be spent as the Board of Trustees sees fit within the stated objectives of the charity. The Board of Trustees are free to set priorities and decide how and when to spend these funds. and they are not eamiarked in any way. Page 46

Landscape Instltute Notes to the financial statements For the ar ended 31 st March 2024 19 Movement In funds - descrlptlons of funds Purposes of restrlcted funds The Travel Award Memorial fund originated from a donation to provide travel awards to members. and typically make three or four awards per year. Purposes of designated funds The net value of fixed assets relating to Project Krestal is reflecte(J in a desrgnated fund. The amount is the actual expenditure incurred to date as at 31 st March 2024. Branch funds set aside to support branch activities The Strategic Development fund comprises nei proceeds of the sale of the Insritute's former investment property. It is to SUPPOrt the future strategy of the Institute. 80% of dividend income and 20% of Ihe movement on revaluation is allocated to the general fund. The Project Kestrel Fund is monies set aside to support the development of a new CRM system and improved websites, to enhance the member experience and efficiencies of our internal processes. 20 Reconclllatlon of net Income l (expendlture) to net cash flow from operatlng actlvltles 2024 2023 Net Income l (expendlture) for the reportlng perlod (as per the statement of flnanclal aalvltles) Depreciation charges Lossesl Igainsl on investments Dividends, interest from investment5 Ilncreaselldecrease in debtors Increaselldecrease) in creditors (158.119) {426.2961 2.010 (98.293) (52.075) (45.949) (84.372) 142 117,000 161,6221 Net cash provided by I lused inl operating artivities 1436,798) {370.7761 21 Operating lease commitments The group'5 and the Institute'5 total future minimum lease payments under non-cancellable operating leases 15 a5 follow5 for each of the following period5= The 2024 rou The Institute 2024 2023 2023 Within l year 2-5years 82.824 128,760 210,800 82.824 120,887 81,267 82.824 333.753 82.824 202.154 22 Contingent liabilities The group and the charity had no contingent liabilities at the balance sheet date or the date of approval of these financial statements. 23. Prior Year Restatement The prior year accounts included Database and Website in the tangible fixed asset table. This has been reclassified as intangible fixed asset in note I l. The prior year accounts reclassified from Tangible Fixed Assets to Intangible Fixed Assets. Cost - £275.501 Depreciation £275.501 and Net Book Value 24 Legal status of the Institute The Institute is a registered charity, Charity Commission number 1073396 and Scottish Charity Regulator number SC047057, and incorporated by Royal Charter, registration number RC000767. Page 47

www.landscapeinstitute.org @talklandscape in Landscape Institute landscapeinstitute Royal Charter number.. RC000767 Charity number IEngland and Walesl= 1073396 Landscape Institute Charity number Iscotlandl.. SC047057 Inspiring great places