## Review of 2021
Plus trustees’ report and financial statements for the year ended 31 December 2021
Together, we stand for a world beyond waste
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## Contents
- 03 President’s foreword
- 04 The journey to net zero
- 06 Skills for the future
- 08 Knowledge sharing and thought leadership
- 11 2021 in numbers
- 12 Impact and influence
- 15 Trustees’ Report and Consolidated Financial Statements
- 16 Trustees’ Report
- 29 Independent Auditor’s Report
- 34 Consolidated Statement of Financial Activities
- 35 Consolidated Balance Sheet
- 36 Charity Balance Sheet
- 37 Consolidated Statement of Cash Flows
- 38 Notes to the Financial Statements
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FOREWORD
## President’s foreword
2021 was a critical year in our drive towards creating a world beyond waste, and one in which the pace of change will have been felt by all of us working in the sector. At the start of the year, face-to-face meetings were still a rarity because of the COVID-19 pandemic and even the immediate future felt uncertain. Many were asking, ‘what’s next’? By the end of the year, and after COP26 in Glasgow, that question remained pertinent.
However, two key topics remained consistently in focus throughout 2021: decarbonisation, and equality, diversity and inclusion (EDI). With both, the sector and society as a whole are in a period of great transition, and many of our members are looking at how they can participate in building a more sustainable future for all. To remain influential and resilient in this changing world, we need to support our current and future members on that journey.
With this in mind, it has always been my philosophy that we should never stop learning, as individuals and professionally within the organisations for which we work. That is why I picked Skills for the Future as the theme for my presidential report. If we are to help our members, the skills agenda needs to be a priority. CIWM can and must play a crucial role in ensuring that our training programmes help to deliver the skills required to meet future sector needs, and that professionals across the sector have the skills and competences needed to deliver a green transition.
CIWM’s Learning and Development strategy recognises that the systemic change that is happening across the green recovery sector won’t only be about finding technological solutions; it will also need to extend to policy and skills.
In 2021, we continued to listen to our members and learn more about the concerns and tensions that run through the waste and resources sector. That meant hearing from members from all backgrounds and asking whether the institutions we work for are representative of society as a whole. CIWM launched a working group in 2021, which recognises the value in a diversity of voices and viewpoints in all that CIWM does. In embracing this approach, we also recognise that the workforce of the future will be a diverse one, and that we want to reflect our members and the communities that we serve. The working group’s EDI Strategy will help steer the ongoing conversation and planning around EDI in the years ahead, and help drive CIWM’s future success in helping to create a truly diverse and inclusive sector.
When it comes to decarbonisation and global commitments to net zero, 2021 will be remembered for COP26 in November. CIWM was present in Glasgow, representing our own sector, collaborating with other leading sector organisations and asking delegates to challenge the norms around waste and resources as they work to get up to speed on net zero and other policies.
CIWM, like many in the sector, was disappointed that waste wasn’t on the main agenda at COP26, but we collaborated with Suez, Green Alliance, Aldersgate Group and ReLondon at fringe events in Glasgow to highlight how waste can play a key part in decarbonisation across the value chain.
COP26 also highlighted how successful strategies to meet net-zero goals will be dependent on collaboration. We must continue to grow our relationships with other professional bodies and organisations, learn from others’ experiences, and work together to really make a difference.
In 2021, CIWM’s policy and technical team worked tirelessly to input on consultations and lobby for the waste sector. I am pleased to be able to say that CIWM is a trusted voice in many of the discussions that are taking place nationally about decarbonisation and the skills we need to maintain that net-zero ambition. Our commitments towards green recovery and equality have been provided with a solid foundation in 2021. From here, we need to build.
Dr Adam Read CIWM President, 2021/22
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NET ZERO
## The journey to net zero
In 2021, CIWM took major steps to become a net-zero organisation and ensure the sector has an influential role in addressing climate change
In November 2021, CIWM published a position statement setting out its commitment to becoming a net-zero organisation. The statement underlined how improved resource management and resource efficiency will play a significant role in helping to achieve net-zero carbon emissions in the UK by 2050, and support efforts to limit global warming to 1.5°C.
CIWM believes that by fully embracing circular business models, the resources and waste sector is uniquely placed to help deliver some of the changes society needs to make to mitigate climate change. It also supports the vision set out in the Environmental Services Association’s Net Zero Strategy for the resources and waste sector to reach net zero by 2040. The strategy rightly describes this as a collective ambition, emphasising that success depends on collaborative action across the whole supply chain, with clear policy and regulatory support from government.
## A world beyond waste
CIWM’s expertise, the statement said, ‘can help bring about a shift from dealing with waste as an end-of-pipe problem to designing it out at the concept stage; minimising it; recovering greater proportions of resources during the required transition; promoting sharing, designing for durability, and leasing business models; and influencing and helping consumers and companies to move away from wasteful behaviours and towards a world beyond waste’.
CIWM is committed to the resources and waste sector’s critical journey towards net zero and fundamentally believes that effective waste prevention, as part of a functioning circular economy, will be essential to support the UK’s climate objectives.
The strategy for net zero also recognises the unique and wider role that CIWM, as the sector’s professional body, can play in supporting the behaviours, skills and knowledge required to drive positive change across the whole gamut of actors involved in designing, producing, using and reusing products and resources. It also encompasses how CIWM can enable the sector to transition into one that embraces and supports circular business models, while recognising the crucial role that sustainable waste management practices will continue to play.
## Pledge to net zero
CIWM is now a signatory to the Pledge to Net Zero and the Professional Bodies Climate Action Charter, and is working on its own organisational greenhouse gas (GHG) reduction measures in line with a 1.5°C climate change scenario. It is reporting annually against these targets, so that CIWM can lead by example and make its own direct contribution to reducing GHG emissions.
By signing the Pledge to Net Zero, CIWM committed to achieving net zero. In our Net Zero Routemap (to be published in 2022), we further commit to achieving this as an organisation by 2030 for Scope 1 and 2 emissions (from our own activities or those under our control, and emissions from the electricity and heat we purchase and use), and by 2035 for Scope 3 emissions (from sources we don’t own or control, such as those associated with business travel, waste and water).
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NET ZERO
To meet these targets, CIWM will consider changes to the way it:
- Procures goods and services – for example, computers and energy
- Travels on business – for example, minimising car travel in favour of rail/public transport
- Delivers training – for example, offering more training online.
The Pledge to Net Zero also commits CIWM to publicly report GHG emissions and progress against this target each year, and to publish one piece of research or thought leadership each year on practical steps to delivering an economy in line with climate science and in support of net zero carbon emissions.
By signing up as a supporter of the Professional Bodies Climate Action Charter, CIWM has also committed to:
- Chart the path to sustainability for our members
- Speak with a unified voice to, and with, professional bodies, government and the public
- Empower and inspire our members to drive sustainable growth.
## Next steps
As well as taking internal actions to reduce its operational carbon footprint, CIWM will support its members to do the same, both as individuals and within their organisations. It will use its influence and advocacy to encourage and enable others on their path to net zero.
In particular, it will:
- Support the sector’s net zero journey through research, thought leadership and advocacy
- Champion the sector as part of the solution, articulating the relationship between zero waste, resource efficiency and net-
zero carbon, and how waste minimisation and circular economy approaches can support green economic growth across all industry sectors
- Develop and deliver essential training, professional development and sector standards that contribute towards carbon reduction and climate change resilience
- Demonstrate that, as an essential utility, the resources and waste sector is also part of the climate resilience debate
- Collaborate with and support other stakeholders who are aligned with CIWM’s net zero goals
- Work to connect different audiences and agendas at a global, national, local and citizen level – from challenging consumption and wasteful behaviour and pushing for effective policy and regulation, through to cross-government coordination in crucial areas such as green skills. To achieve this, a Climate Change Advisory Group, comprised of CIWM members, will further strengthen CIWM’s ability to guide thinking and formulate a sector-wide strategy to help members on their journey towards net zero.
After working on a full roadmap to net zero throughout 2021, the CIWM Journey to Net Zero document will be published in 2022.
‘Now, more than ever, people are increasingly aware of the impact their single-use lifestyles are having on the environment, and the practice of waste management has rightly been recognised as having a critical role to play in helping to mitigate the climate emergency, recover resources and protect biodiversity. CIWM stands ready to facilitate, drive and support the sector and its members on this journey.’ _CIWM President Adam Read_
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PROFESSIONAL DEVELOPMENT
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## Skills for the future
Dr Adam Read’s presidential report set out a plan to ensure the waste sector develops and retains the skills that will be needed to move towards a world beyond waste
Ensuring employees across the sector have the right skills and competencies to support the transition to a circular and decarbonised economy will be a key aspect of professional development in the coming years.
In 2021, CIWM acknowledged this in Dr Adam Read’s presidential report. The 40-page report, titled _Skills for the Future_ , outlines the skills and knowledge that will help drive the green transition to fully circular systems. It also highlights the critical role of CIWM , government and industry in driving the transition. _Skills for the Future_ was launched at CIWM’s first-ever virtual presidential conference in June 2021 and was then used to inform CIWM’s Learning and Development Strategy.
Featuring more than 40 contributors from universities, the government and other public and private sector zero-waste organisations, _Skills for the Future_ captures the thoughts of CIWM and other professionals in the waste and resource management sector on the key skills, opportunities and competencies they will require to adapt to the changing needs of the sector, broken down into two, five-year transition periods. The report outlines six key skill sets that link into major policy reforms set to be implemented in the UK within the next 10 years, followed by those that will underpin the government’s decarbonisation objectives, circular economy systems and greenrecovery business models.
_Skills for the Future_ was researched and produced by four Fellows appointed by CIWM: Sarahjane Widdowson, Dr Jane Beasley, Ray Georgeson MBE and Dr David Greenfield. The team of experts identified three key areas that would need to be addressed when forming a strategy for the waste management sector:
- **The environment** (the climate crisis, resource pressures, net zero, and so on)
- **The economy** (recession, austerity and increased data transparency)
- **Society** (urbanisation, changes in consumer behaviour, changes related to the COVID-19 pandemic and a shifting policy landscape).
This provided a useful framework for the report to identify those skills needed to make the transition from an early recycling economy, where our society recycles more than it wastes, to a fully fledged carbon economy with a regenerative approach to natural capital and resource life-cycles.
## Collaborative relationships
The report outlines how businesses and organisations operating within the resource and waste sector will need to forge more
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## Key themes for the future
## Environment
Climate crisis; resources and waste strategy and shifting policy landscape; ecological destruction; increased environmental protection; resource pressures; green recovery; COP26; net zero.
## Economy
Recession; austerity; new methods of work; digital transformation; increased data transparency; further development of artificial intelligence.
## Society
Changes in behaviour; consumer pressures; urbanisation; shifting policy landscape; COVID-19 pandemic accelerating societal and business change; shifting expectations.
collaborative, interconnected working relationships with specialists in other industries to complement the expanded skill set. Using data collected from interviews conducted throughout the sector, the next section lays out a set of six key skills that are needed for the economic transition:
- Communications and behaviour change
- ’Soft skills’ including critical thinking, problem-solving, leadership and teamwork
itself at the forefront of the sector, investing in skills development for new members and creating a robust skills framework for the organisations with which it works.
Finally, CIWM members will need to fully embrace the change to greener skills and resources, and take advantage of the support CIWM provides to create an environmentally forward-thinking culture in their organisations. Everyone must commit to keep learning and sharing knowledge at every opportunity.
## Looking ahead
- Systems thinking
- Data and information technology
- Circular economy expertise
- Reuse and repair skills.
Each of these skills was given its own section, detailing why it is necessary for the sector, the resources needed to promote and nurture it, any challenges or obstacles in the way, and the steps that must be taken to deal with these challenges.
Soft skills, for example, encompasses a wide variety of competencies, including crisis management, business model application and commercial awareness – all of which are vital for corporations and the government to adapt to a rapidly changing sector. The challenge here is that many organisations lack the knowledge, understanding, resource budgets and mentorship access needed to develop these skills.
This, the report states, is where CIWM can play a vital role, through coaching and mentorship programmes, webinars and sharing knowledge to provide training that fits into specific waste management contexts. CIWM can, the report says, position
_Skills for the Future_ will inform CIWM’s plans for a new competence framework that will be updated annually. A steady programme of training, mentoring and development opportunities will be provided, both for existing resource professionals and those looking to enter the sector over the coming decade. The report was used for CIWM’s Learning and Development Strategy in summer 2021 and tested with key stakeholders in the winter. A new Skills for the Future Working Group, consisting of more than 70 volunteers, will help CIWM continue to assess and respond to the skills needs of the sector.
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Full Report
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Dr Read said: ‘This year’s CIWM Presidential Report not only identifies the key skills that will support the resource and waste sector through forthcoming policy-based changes, but also acts as a call to arms, outlining how forward planning, collaboration and government support are critical if this vitally important transition can take place.’
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The Chartered Institution
of Wastes Management
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EVENTS
## Knowledge sharing and thought leadership
In 2021, CIWM helped to shape national policy on waste, packaging, environment, crime and energy, while its centres shared knowledge to help members continue their professional development
CIWM’s regional centres across the UK and Ireland had an active year in 2021. Many events were virtual, but the itinerary was as rich as ever, and some centres began to make the transition back to in-person social gatherings.
- In November, the CIWM East Anglia Centre hosted its first in-person meeting since 2020 – an outdoor gathering at which members shared coffee and mince pies. All other events at this centre were virtual, though some members were able to attend the RWM Gala Dinner in Birmingham and the inauguration of President Dr Adam Read at Chelsea Football Club. In June, the East Anglia Centre hosted a webinar on waste data and tracking that featured speakers on a number of topics. A well-attended AGM was held in April 2021.
- CIWM’s London and Southern Counties Centre hosted two webinars in 2021: _Brexit revisited_ explored the impact of Brexit on the waste management sector, and an equality, diversity and inclusion (EDI) seminar. Recordings for both sessions can be accessed via the Knowledge Centre on the CIWM website. The London Centre also held its AGM on Zoom in April, while its 63rd annual luncheon went ahead in December as planned. The centre’s council met eight times on Zoom throughout 2021 to plan events and conduct ongoing business.
- The South West Centre organised four regionally focused webinars in 2021, and supported the Welsh Centre in organising an online session after its in-person winter event was cancelled. A webinar, _Towards a world beyond waste – waste prevention in the South West_ , featured a speaker from Environment Plymouth. In March, the CIWM Wessex Professional Development Network, which operates as part of the South West Centre, held a full-day Back to Basics seminar at Bournemouth University. It introduced new CIWM members to different aspects of the
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EVENTS
work this organisation does, including waste crime, pollution and developments in waste management technology. At the AGM, held in April, nine new members were elected.
- Members of the CIWM North West Centre enjoyed a range of online and in-person events including a joint event with the Local Authority Recycling Advisory Committee, held at the GMCA Renew Hub (reuse at an industrial scale). It featured speakers from Defra, Suez and Sharpe Pritchard. Other events included a Meet the Centre Council event to engage new members, an AGM on pandemic waste management, and a Christmas photo competition in aid of Derian House Children’s Hospice.
- Over the course of 2021, the North East Centre underwent a restructuring process to ensure a better service and experience for members in the region. It also undertook a plan to further engage with members through a series of open events, including a ‘meeting the North East Centre’ event. It also actively encouraged members to become centre volunteers as part of its plan to increase engagement and community in the North East.
- The Cymru Wales Centre had a busy year, with six consultations on topics including clean air, fly-tipping, landfill taxes and digital waste tracking. While most activities were virtual, the centre maintained its efforts to engage with its members and reach out to the public, from a virtual Members’ Drop-In in July to
## Consultation responses 2021
The Policy and Technical team, with CIWM’s UK centres, responded and submitted evidence to more than 40 consultations and Select Committee enquiries:
## England
- BEIS Green Gas Support Scheme: digestate management, Jan 2021
- Green Jobs call for evidence, CIWM Response Executive Summary
- Green Jobs call for evidence, CIWM Response (Full version)
- BSI Flex 5555 community face coverings – specification v1.0
- Metal shredders: appropriate measures for permitted facilities
- National Planning Framework MHCLG
- Sustainable use of pesticides: draft national action plan
- Future arrangements for the disposal of maritime pyrotechnics
- Best available techniques – A future regime within the UK
- Standard Rules 23: proposals for healthcare waste permits
- Persistent organic pollutants: draft Stockholm Convention UK implementation plan 2021
- CIWM and IOM3 joint response to Environmental principles draft policy statement
- Extended producer responsibility for packaging
- Introducing a DRS in England, Wales and Northern Ireland
- Waste prevention plan for England
- Consistency in household and business recycling in England
- Attendance requirements for technically competent managers consultation
- Heavy goods vehicles: ending the sale of new non-zero emission models
- Defra call for evidence on plastic waste 2021
- Reforming the framework for better regulation
- Technical consultation on Plastic Packaging Tax (General) Regulations 2021
- Amendments to the EPR 2016 regulations as applied to groundwater activities and related surface water discharge activities
## Northern Ireland
- A clean air strategy for Northern Ireland
- Climate Change Bill for Northern Ireland
- Environmental plans, principles and governance for Northern Ireland –- public discussion document
- Call for evidence on a plan to eliminate plastic pollution in Northern Ireland
- CIWM Ireland and Northern Ireland response to Revision of EU legislation on hazard classification, labelling and packaging of chemicals
- NI Food Strategy Framework consultation
- Consultation on policy options for the new energy strategy for Northern Ireland
- Consultation on proposed changes to the carrier bag levy
- Draft Green Growth Strategy for Northern Ireland
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an appearance at the two All Wales Careers Fairs, plus chartered interviews in December. The centre continued to establish links with other organisations in the sector by attending events such as the Waste Sector COVID-19 Stakeholder Group and the Welsh Government and Ministerial Roundtable.
- CIWM’s Scotland Centre had a varied programme of virtual events. This included _Building sector resilience: what 2020 taught us and what happens now_ , a 90-minute webinar, featuring panellists from the Scottish government, local councils and the Resource Management Association Scotland. It also included a Q&A and ‘Network Roulette’ to encourage informal networking. An _Ask your centre councillor_ webinar on 6 November allowed members to get answers to any queries they might have. Other events included meetings with partner organisations, participation in Zero Waste Scotland’s pre-consultation stakeholder event, a consultation on a draft strategy for environment and agriculture research, and an online quiz. In addition, the Scotland Centre began a partnership with Club Synergy to plan a programme of Net Walking events that will enable members to get to know each other while enjoying the outdoors.
## ROI
- National Hazardous Waste Management Plan 2021-2027
- Consultation on the second SDG National Implementation Plan
- CIWM Ireland and Northern Ireland response to Revision of EU legislation on hazard classification, labelling and packaging of chemicals
- DRS consultation on a legislative framework response
- Construction and demolition waste guidelines
## Scotland
- Cleaner air for Scotland
- Nitrogen balance
- Introducing market restrictions for single-use plastics
- Draft Public Engagement Strategy for Climate Change
- River basin management plans –- silage, slurry and anaerobic digestate – improving storage and application
- Draft Environmental Protection (Single-use Plastic Products and Oxo-degradable Plastic Products) (Scotland) Regulations 2021: discussion paper
- National Planning Framework for Scotland
- Following the release of the Irish government’s _Waste action plan for a circular economy_ in 2021, the CIWM centre in the Republic of Ireland spent the year collaborating with the government to produce a more comprehensive waste management strategy. Standout projects included a draft Circular Economy Bill and a revision of the EU Hazard Classification, Labelling and Packaging guidance. Centre councillors were active on the Department of the Environment, Climate and Communication’s waste advisory group, and on workshops with regional and local authorities to develop a new national waste management plan.
- Scottish landfill tax – further clarity and certainty: consultation
- Hidden economy conditionality – Northern Ireland and Scotland
## Wales
- Priorities for Climate Change, Environment and Infrastructure Committee
- Landfill disposal tax (Wales) 2017 review
- White Paper on a Clean Air (Wales) Bill
- Litter and fly-tipping prevention plan for Wales
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Immediate past President
Trevor Nicoll (2020-2021)
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SELECT STATISTICS
## 2021 in numbers
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290,000
unique visitors to
Circular Online
83
28,000
people registered on the Mentoring platform
70 registered as mentees,
followers on social
(Twitter, LinkedIn, 10 as mentors
Circular LinkedIn group) 3 as both mentors and mentees
19
124,000
52
Connect page views
members approved
members achieved Fellow for chartered status
status (two direct entry) (10 direct entry)
1,500 355
professionals completed
Connect posts
CIWM e-learning courses
227 152
delegates on scheduled courses EPOC certificates awarded
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## 2021 in numbers
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73 103
advisory panels, working groups and policy networks formal and informal consultations responded to
with CIWM representation (HQ & CIWM centre responses)
18 217
mentions in online
collaborative technical and
UK media
policy initiatives and events
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2,642
attended webinars
157 252 637
attended the attended the Scottish Resources attended Resourcing the
Presidential Inauguration online Conference online Future online
798 388
attended the London & Southern attended the Gala Dinner
Counties Christmas Luncheon
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## IMPACT AND INFLUENCE
## Impact and influence: taking action for a resilient future
In 2021, up-front in CIWM’s priorities was a focus on how the organisation and its members could help create a more equal, inclusive and sustainable future for all
If 2020 will be remembered as a year shaped by the need for people and organisations to adapt to the Covid-19 pandemic, 2021 was a year of looking ahead and taking positive steps to meet the challenges of the future.
## Equality, diversity and inclusion
In March, CIWM established its first-ever equality, diversity and inclusion (EDI) working group, an important step in the long-term process of revitalising its EDI strategy. The three-year strategy will ensure the Institution is open and inclusive to all, regardless of background, ability, ethnicity, gender or sexual orientation. More than that, CIWM is committed to ensuring opportunities and support are fair and equal across the organisation, its membership and the whole recycling and resource management sector.
The group organised seven focus groups, arranged around ethnicity, age, gender, social mobility, LGBT, disability and general inclusivity. Among the topics they discussed were policies, training and events. At this stage, the goals of the focus groups were to widen the reach of the EDI working group, receive feedback, and gain perspectives on what CIWM and the sector as a whole can do to improve EDI.
## Circular economy
April brought a first for CIWM, with the inaugural Festival of Circular Economy. The two-day flagship event celebrated all aspects of the circular economy and the organisations working towards it, acting as a forum for idea generation and learning from those at the forefront of change. The itinerary included case studies, interactive exhibitions and plenary conference sessions. The opening keynote speech was given by sustainability pioneer Dr Walter Stahel, who is credited with inventing the concept of the circular economy in 1982.
‘It will be my privilege to show how “recyclers” and “waste managers” in charge of today’s legacy waste will become managers of “value platforms” for components and molecules, once circular materials have been commercialised,’ Dr Stahel said before the festival. His speech on the day provided a new vision for realising the full value of our natural resources in the commercial sector. Other big-name speakers from the corporate sector included Laura Richards, senior business development manager at eBay, and Niall Walker, from the multinational beverage company Diageo.
## Learning and development
June saw the release of CIWM president Dr Adam Read’s _Skills_
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_for the Future_ report, which outlines how CIWM can collaborate with scientific sectors, the government and manufacturing industries to make the circular economy a reality. Following its launch at a conference, _Skills for the Future_ provided a foundation for CIWM’s Learning and Development Strategy.
The report maps out the road to creating a fully decarbonised economy with a regenerative approach to natural capital, then expands on the connections that must be made with scientific, design and manufacturing industries for this to happen. It outlines six key skill sets that link to the Government’s decarbonisation objectives, circular economy systems and green-recovery business models: systems thinking, communication, soft skills, IT, specialist circular economy expertise, and reuse and repair skills. By highlighting the role each industry plays in product life-cycles, the report opens opportunities for collaboration and connection.
Commenting on the _Skills for the Future_ launch, Read said: ‘The resource and waste sector will sit at the heart of a future circular economy and a post-pandemic green recovery, but to ensure this can happen we need to upskill our workforce and attract new talent while collaborating with other industries, academic institutions and leading professional bodies.’
## Acting against modern slavery
In July, CIWM released a joint Modern Slavery Pledge alongside the Environmental Services Association (ESA), in accordance with the 2015 Modern Slavery Act. The pledge marks ESA and CIWM’s commitment to raising awareness of modern slavery and stamping it out where it arises. Both organisations will also provide guidance and signposting support to help the waste management sector develop proactive anti-slavery strategies.
In 2018, around 7,000 people were formally identified as being potential victims of modern slavery in the UK – up 300 per cent from 2013. The situation is, however, likely to be far more severe, with The Global Slavery Index estimating that there are around 136,000 people living in modern slavery in the UK at any one time.
‘Issues as complex as modern slavery can only be addressed through meaningful collaborative and cross-sector working,’ said CIWM CEO Sarah Poulter. ‘The UK waste and recycling sector has developed some of the most robust employment practices in the UK, but there is always more that we can do. Both CIWM and ESA have been committed to addressing this issue for some time now, and a crucial first step was to recognise that we work in an industry where this can be a problem, and to promote honest and open dialogue.
‘We look forward to working with ESA and our members to implement effective working practices that will protect the people and businesses delivering this vital service.’
## Five-year plan
CIWM maintained this spirit of growth and preparation throughout the autumn quarter. September 2021 saw the release of its Strategy Document – a five-year plan for 2022-27 that lays out the steps towards a world without waste in accordance with CIWM’s values as an organisation. The strategy focuses on six key areas:
- **Pioneering professional standards** Continuing to raise standards for professional excellence – maintaining support for the development of effective, successful and qualified professionals.
- **Nurturing innovation** Encouraging innovation and adaptation in an increasingly mobile and digital world.
- **Advocating with an authoritative voice** Advocating on behalf of members, representing the interests of professionals, influencing society’s approach to resource management, and promoting the benefits of a circular economy.
- **Enhancing engagement and connectivity** Treating resource efficiency as a global social responsibility – empowering businesses to take action worldwide.
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Many local authorities faced resource challenges
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## WAMITAB integration
In December, after two years of hard work, CIWM’s process of integration with the Waste Management Industry Training & Advisory Board (WAMITAB) awarding body was completed.
The integration required development of a withdrawal plan for WAMITAB to cease delivery of all regulated qualifications and apprenticeship end-point assessments. CIWM also needed to develop the documentation, systems, teams and processes to apply to become an awarding organisation and endpoint assessment organisation recognised by the educational regulators in England, Wales and Northern Ireland. As of 20 December, all WAMITAB activities successfully transferred to CIWM including the development and awarding of WAMITAB’s waste management qualifications, as well as current learners and training providers. The two organisations now operate from CIWM’s head office in Northampton.
- **Cultivating communities of practice**
Establishing a culture and framework that encourages professional relationships to flourish and members to promote ideas, impart knowledge, share problems, suggest solutions, advocate best practice, and build personal networks that enhance their career opportunities.
- **Leading through excellence**
Building an effective, efficient and high-performing membership organisation with financial strength and organisational resilience.
As well as reinforcing CIWM’s core values of collaboration, creativity, determination, adaptation and consideration, the document opens a conversation on how CIWM can become a more resilient, forward-thinking organisation over the next five years.
CEO Sarah Poulter said: ‘The integration of CIWM and WAMITAB will help realise our ambition to move the world beyond waste by building on our respective industry experience, recognition and reputation to educate, professionalise and advocate for the waste and resource management sector.
‘We want to ensure that CIWM is positioned to deliver high-quality education, training and qualifications, creating and supporting a skilled workforce that is equipped to deliver the vital transition to a circular economy. I am keen to work closely with WAMITAB centres and stakeholders to identify new partnership opportunities, open up new markets, and share ideas and best practice, ultimately building a worldclass education portfolio for our sector.’
## Social responsibility
In November, after several months of hard work, CIWM was awarded Gold-level accreditation from CSR Accreditation (CSR-A), a leading UK-based awarding body for corporate social responsibility.
the wider resources and waste sector to contribute to CIWM’s consultation responses.
## Partnership with WasteAid
Achieving CSR Accreditation is a visible testimony of excellence in social responsibility. The accreditation helps you integrate social, environmental, ethical, human rights and consumer concerns into your business operations and strategy. Receiving this is an acknowledgement of CIWM’s ability to deliver on promises, engage in meaningful philanthropic work and remain accountable to the public. In the same month, CIWM released its _Social Impact Report_ detailing its work on inclusion, net zero, health and wellbeing, community engagement, and philanthropy.
November also marked the beginning of CIWM’s landmark partnership with international NGO WasteAid, to promote waste management best practice in Banjul, the capital of The Gambia. This 18-month project will build on WasteAid’s current recycling projects in the area, while supporting local innovation and new engagement opportunities. The aim is to help the Banjul community and other stakeholders develop a shared vision for a circular economy. The partnership with WasteAid will help CIWM deliver on the goals set in its 2022-27 strategy and ensure professional support remains up to date.
“CIWM’s achievements throughout 2021 demonstrate the impact the organisation has on a national and global level.”
## Task and Finish group webinars
The CIWM Policy and Technical team established a series of Task and Finish group webinars giving attendees insight from the main players involved in the Deposit Return Scheme, Extended Producer Responsibility and Consistent Collection consultations, as well as enabling thoughts and feedback from members and
CIWM’s achievements throughout 2021 demonstrate the impact the organisation has on a national and global level. The strategic planning, decision-making and knowledge sharing undertaken this year is sure to pay off in the future, bringing us ever closer to making the circular economy a reality.
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**Chartered Institution of Wastes Management (CIWM) (incorporated by Royal Charter)**
## **Trustees’ report and consolidated financial statements**
**Registered company number RC000777 A charity registered in England and Wales (1090968) and in Scotland (SC037903)**
## **31 December 2021**
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## **Trustees’ report for the year ended 31 December 2021**
## **General Council members, key management personnel and advisers**
## **General Council members**
Members of General Council who are the Trustees of the Chartered Institution of Wastes Management and who all served in office throughout 2021, and up to the date of signature of the financial statements, except where indicated, were:
T Nicoll FCIWM
A Read FCIWM CEnv
A Willetts FCIWM
E Kiernan FCIWM CEnv
J Kutner FCA CTA FCIWM
D Cooke FCIWM
**President (in post until 29.06.21), Immediate Past President (in post from 29.06.21)**
**Senior Vice President (in post until 29.06.21), President (in post from 29.06.21)**
**Junior Vice President (in post until 29.06.21), Senior Vice President (in post from 29.06.21)**
**Immediate Past President (in post until 29.06.21)**
**Honorary Treasurer**
**Junior Vice President (in post from 29.06.21)**
W Hubbard MCIWM
T Walker FCIWM CEnv
V Hughes FCIWM
- L Parkes FCIWM
- L Ward MCIWM
- M Gover MCIWM
- D Simpson FCIWM
**(in post from 29.06.21)**
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## **Trustees’ report** _(continued)_
## **Key Management Personnel**
S Poulter Group Chief Executive P Sloggett Marketing Director A Havard Operations Director K Cockburn Professional Services Director L Marshall FCIWM Policy and External Affairs Director **(in post from 1.12.21)**
## **Registered office address**
Quadra 500 Pavilion Drive Northampton Business Park Northampton NN4 7YJ
## **Website:** _**www.ciwm.co.uk**_
## **Advisers**
## **Bankers:**
HSBC Bank Plc 500 Pavilion Drive Northampton Business Park Northampton NN4 7YJ
National Westminster Bank PLC 41 The Drapery Northampton NN1 2EY
## **Solicitors** :
EMW Law Seebeck House, 1 Seebeck Place, Knowlhill, Milton Keynes MK5 8FR
## **Investment managers**
Brewin Dolphin Limited 12 Smithfield Street, London, EC1A 9BD
Rathbone Brothers PLC 8 Finsbury Circus, London EC2M 7AZ
**Auditors:**
Moore Kingston Smith LLP 6th Floor 9 Appold Street London, EC2A 2AP
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## **Trustees’ report** _(continued)_
The General Council present their report and audited consolidated financial statements of CIWM and its subsidiaries for the year ended 31 December 2021.
## **OBJECTIVES AND ACTIVITIES**
## **Charitable Objects**
The stated Objects of the CIWM Group are to advance for the public benefit, the art and science of wastes management worldwide and so to promote education, the protection of public health and the preservation of the environment, and for that purpose to further promote and maintain good standards of practice, competence and conduct by all its members.
On 20 December 2021 the activities of the Wastes Management Industry Training and Advisory Board (WAMITAB) was merged into CIWM and all activities of WAMITAB ceased. This merger was undertaken following extensive consideration and assessment of the CIWM and WAMITAB Trustees and was completed with approval of the Charity Commission under a section 105 order authorised in November 2020. In assessing the merger the Trustees considered that CIWM and WAMITAB share charitable objects and it was therefore in the best interest of both charities to merge their activities.
Charitable purposes that provide benefit to the public are defined by the Charities Act 2006. The Charity Commission have issued guidance concerning the sort of charitable activity that might fall within each of the charitable purposes defined by the Act including examples of the type of charity that might carry out appropriate activities.
The General Council has reviewed the definitions in the Act and considers that the Charitable Objects of CIWM fall within three of the charitable purposes, namely:
- the advancement of education;
- the advancement of environmental protection or improvement; and
- the advancement of health.
The General Council of CIWM have also reviewed the guidance issued by the Charity Commission and consider that the activities of the CIWM Group comply with the criteria stated in that guidance for each of the respective charitable purposes noted above
## **Objectives, Aims and Intended Impact**
In August 2021 CIWM launched a new strategy and outlined an updated purpose, mission and value proposition.
## _**CIWM’s purpose is to move the world beyond waste.**_
Our mission is to unite, equip and mobilise our professional community to lead, influence and deliver the science, strategies, businesses and policies for the sustainable management of resources and waste.
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## **Trustees’ report** _(continued)_
## **Objectives, Aims and Intended Impact** _**(continued)**_
Our value proposition is ‘creating more for professional life’ the benchmark of professionalism, resources and achievement for our sector.
We deliver this through the CIWM Way which is a statement of our values; collaboration, creativity, determination, adaptation and consideration.
Our strategy outlines the role CIWM and its members will play in shaping the future of waste, recycling and resource management, in line with the United Nations Sustainable Development Goals. It is centred around six themes that will enable our organisation to act as a vital change agent for the transition to a low-carbon circular economy.
1. Pioneering professional standards
2. Nurturing innovation
3. Advocating with an authoritative voice
4. Enhancing engagement and connectivity
5. Cultivating communities of practice
6. Leading through excellence
As we implement our strategy, you will see us doing more of what we do best: delivering highquality services and developing new opportunities that are consistent with our core purpose and values. This will be enabled by continuing to operate a sound, not-for-profit business and sustaining day-to-day operations whilst investing in future opportunities.
The objectives outlined in these themes reflect both CIWM’s long held priorities as the professional body for the sector and its additional objectives as a qualifications awarding body:
- advance the scientific, technical and practical aspects of resources and wastes management for the benefit of the environment;
- promote high standards of practice, competence and conduct across the sector;
- promote the importance of independently recognised professional competence;
- raise awareness and understanding of resource and waste issues amongst all sectors of society both within the United Kingdom and internationally;
- promote and award qualifications and learning that underpin high standards of education, practice and competence across the sectors it serves;
- develop and support systems for the assessment and award of apprenticeships;
- advise environmental regulators on skills and qualifications in support of technical competence;
- influence the development of policy for new education frameworks and qualifications; and
- research, devise and develop qualifications and learning products to support skills and learning requirements in relevant adjacent industry sectors of the UK and overseas.
In setting the CIWM Group’s objectives and in planning the Group’s activities the General Council have given careful consideration to the Charity Commission’s general guidance on public benefit and to its supplementary public benefit guidance on fee-charging.
The General Council confirms that Trustees have complied with the duty in Section 17 of the Charities Act 2011, to have due regard to the Charity Commission’s general guidance on public benefit, including the guidance “Public benefit: running a charity (PB2)”.
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## **Trustees’ report** _(continued)_
## **Principal activities**
CIWM delivers its aims and objectives through different activities, most of which, because of their relevance and importance, remain constant from year to year. These have been revisited inline with the new CIWM strategy which cements these activities into the six pillars and CIWM Way referenced above.
As a membership organisation, CIWM remains dedicated to seeking to improve the member experience and provide members with the tools and support to achieve success in their jobs and careers, including through qualifications and skills solutions.
CIWM works collaboratively internally and externally to share knowledge and good practice and to provide solutions for members, learners, customers, employees and the environment.
CIWM seeks to operate its organisation ethically, sustainably and professionally with excellent customer service. It promotes, maintains, improves and recognises professional standards in the sector; and promotes and awards qualifications and learning. In all its work, CIWM endeavours to be forward-thinking and innovative in how it develops and implements service and policy ideas, ensuring value for money for members, learners, and customers.
CIWM has a strong outward facing role, focussing on using the knowledge, credibility and authority it derives from its members to:
- influence policy and regulatory developments affecting the resources and waste management sector in the UK and Ireland;
- influence the sustainable performance of other industry sectors and of society generally; and
- help to show the sector in an accurate and positive light in the media and in direct communications.
Work in these areas includes;
- working closely with representatives of government departments and agencies to inform and influence policy and regulatory developments in England, Ireland, Northern Ireland, Scotland and Wales and in the UK as a whole;
- working with partners to inform and influence policy and regulatory developments in the EU and more widely;
- supporting government at central, devolved and local levels, their agencies and other organisations in the delivery of projects with relevant outcomes including the improvement of environmental quality; waste reduction; the establishment of improved reporting and monitoring methodologies and systems; and relevant qualifications and skills solutions; and
- working in collaboration with relevant partners to establish, promote and deliver technical research, relevant training and educational resources, and professional competence schemes and learning for the industry.
General Council and members generally are encouraging and supporting the CIWM Group to develop and extend collaborative working arrangements, whether formal or informal. Such partnerships are enabling and, will enable, the Group to use its own resources to leverage assistance from others to strengthen, widen and extend the scope and reach of all its activities so as to deliver the maximum possible impacts.
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## **Trustees’ report** _(continued)_
## **Volunteers**
The General Council is grateful to the large number of members (estimated to be in excess of 400) who support and contribute to the organisation’s work through their service on committees, Special Interest Groups, Centre Councils, and Working Parties and in representing the Group on other outside bodies and organisations. This commitment by volunteers enables the CIWM Group to draw on a depth and breadth of knowledge of resources and waste management and of other pertinent sectors and competencies which is unrivalled; and which establishes and enhances CIWM’s status, reputation and influence.
## **ACHIEVEMENTS AND PERFORMANCE**
## **Activities undertaken during the year**
The CIWM Group has sought to deliver the objectives and activities outlined above by undertaking a variety of specific initiatives and activities during the year, many in partnership with other organisations. Further details about these are given in the Annual Review section of this document.
## **FINANCIAL REVIEW AND RESULTS FOR THE YEAR**
Trustees are pleased to be able to report a consolidated net operating surplus of £364,327 (2020 deficit: £137,288) before restructuring costs of £141,564, despite some continuing impact of the Covid-19 outbreak on the operations. The budget for the year had been set to show a small surplus and the actual result reflects the commitment and hard work put in by Trustees, Centres, and staff to address the continuing challenges. The impact of the Covid-19 outbreak now no longer significantly affects the results although the nature of the provision of some of the services will permanently change because of the development of on-line events and courses. The Trustees have again forecasted a small surplus for 2022.
The restructuring costs arose from the decision by the Trustees of CIWM and WAMITAB to merge and this resulted in restructuring costs in the 2021 accounts of £141,564 (2020: £271,358). The restructure has now been completed and all the assets of WAMITAB were transferred to CIWM on 20 December 2021 and no further restructuring costs are anticipated.
As a result of the merger the funds held by WAMITAB which had been shown as a Restricted Fund have now been absorbed into the CIWM General Funds in accordance with an order issued by the Charity Commission and separate figures for WAMITAB are no longer shown.
Following a review of the Reserves Policy by the Trustees it was decided that awards would be made to projects which are in line with guidelines set by the Trustees. The first of such awards was made to WasteAid and a sum of £150,000 was granted from funds designated for this purpose.
CIWM (including CIWM Enterprises Limited) has recorded net income (a surplus) for the year of £72,763 after allowing for restructuring costs of £141,564 and the grant to WasteAid of £150,000; the comparative for 2020 was a deficit of £408,646.
The Gala Dinner and the London Centre Christmas Lunch, which are deemed to be non-charitable activities, are the only activities in CIWM Enterprises. CIWM Enterprises closed the financial year ended 31 December 2021 with a profit of £57,546; the comparative for 2020 was a loss of £999.
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## **Trustees’ report** _(continued)_
## **FINANCIAL REVIEW AND RESULTS FOR THE YEAR (** _**continued**_ **)**
After recognition of realised and unrealised investment gains of £536,289 (2020: £113,515), the net consolidated income (a surplus) to be transferred to all reserves was £609,052 (2020: net consolidated expenditure, a deficit, £295,131) which means that the CIWM Group consolidated funds have increased from £6,780,366 to £7,389,418.
## **Reserves policy**
The total unrestricted funds (that is the Designated funds and the General Funds) held by the group as at 31 December 2021 were £7,364,845 (2020: £6,755,793).
Reserves are required to provide the charity with a firm financial foundation and to provide the stability required to fund day-to-day operations. They also provide the funding for future investment whether on essential capital requirements to support the operational delivery of the charity’s aims and purposes, or on the research and development of new activities or longer term initiatives.
The Trustees have reviewed the reserves of CIWM taking into account relevant factors, including:
- forecasts for levels of income for the current and future years, taking into account the reliability of each source of income and the prospects for developing new income sources;
- forecasts for expenditure for the current and future years on the basis of planned activity;
- • analysis of any future specific financing needs, for example to maintain and replace tangible and intangible fixed assets
Based on this detailed review, Trustees have concluded that reserves at a value of approximately £1.5 million are required to finance the charity’s day-to-day operations.
Free reserves exceed this minimum level by £5,865k. The Trustees have considered how to utilise some of the reserves each year in the furtherance of their objectives and will allocate amounts each year to specific projects. The first of these projects was the grant to WasteAid of £150,000 in 2021 and further project awards have already been approved in 2022.
In 2016 WAMITAB agreed to make donations to the Waste Environmental Education Research Trust (WEERT) of up to £250,000 for projects to be agreed subject to certain conditions. Following the merger of WAMITAB into CIWM in 2021, the Trustees of CIWM have agreed, in principle, to make such donations provided that they are for specific projects which the Trustees consider meet the criteria for CIWM projects, and any proposed projects are approved by the Trustees. Therefore, a sum of £250,000 has been transferred to designated funds.
## **Investment policy and objectives**
CIWM holds two portfolios of investments for which Trustees obtain expert investment management advice from the respective discretionary investment managers.
Both portfolios have a policy of medium risk with the portfolios being invested primarily to obtain the most effective capital protection and capital growth over the longer term, with the objective of maintaining the capital value above the rate of inflation. Both portfolios exclude direct investment in companies involved in Tobacco, Armaments, Pornography, Gambling, Environmental pollution, and Fossil Fuels.
All investment income received on both portfolios is reinvested.
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## **Trustees’ report** _(continued)_
## **Investment performance against objectives**
CIWM’s investment portfolios have been managed throughout the year by Brewin Dolphin and Rathbone Brothers PLC. Both investment managers are appointed on a discretionary management basis. During the year the Trustees received investment performance information and other general investment advice and comment from the respective discretionary investment managers.
The two portfolios generated investment income of £95,081 (2020: £103,490) which was re-invested. The investment portfolios recorded unrealised gains for the year which total £523,460 (2020: unrealised gain £100,710). Disposals of investments made during 2021 from the two portfolios resulted in realised gain of £12,829 (2020: realised gain £12,805).
## **Risk Management**
General Council is responsible for the management of the risks faced by CIWM. Detailed considerations of risk are delegated to the Senior Management Team. Trustees and senior managers recognise the importance of identifying risks and establishing systems and procedures to mitigate those identified; and this process is embedded in the charity’s business planning which includes regular reviews and assessments of risks.
The following key controls are used by CIWM to help to mitigate the risks:
- formal agendas and detailed minutes for all Committee and Board activity;
- detailed terms of reference for all Committees, Boards etc;
- formal external training on roles and responsibilities for all Trustees and senior staff;
- comprehensive strategic planning, budgeting and management accounting;
- established organisational structure and lines of reporting with clear authorisation and approval levels; and
- regular monitoring and review of Disaster Recovery Plan and Business Continuity Plan
Appropriate record keeping is maintained, including a Register of General Councillors’ Interests.
The Audit and Risk Committee reviews the financial risks of CIWM. Moore Kingston Smith LLP, as part of their audit, provide management reports to the trustees, advising on recommendations to improve internal controls.
Trustees confirm that appropriate systems have been established to mitigate other risks identified; but recognise that systems can only provide reasonable but not absolute assurance that major risks have been adequately managed.
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## **Trustees’ report** _(continued)_
## **FUTURE PLANS**
CIWM’s future plans are outlined in the CIWM five year strategy launched in August 2021. Our new strategy is about clear, decisive steps to shape a future-ready, resilient organisation that enables our professional community to be at its best and ready to make our actions count.
It is centred around six themes that will enable our organisation to act as a vital change agent for the transition to a low-carbon circular economy.
## **Pioneering professional standards**
We will continue to set and raise standards for professional excellence – maintaining our support for the development of effective, successful, and qualified professionals.
## **Nurturing innovation**
As the age of digitalisation changes our world with breath-taking speed, we will support our members and the global community by enabling and encouraging innovation.
## **Advocating with an authoritative voice**
Our status as the leading voice in the sector underpins our ability to advocate on behalf of our members, represent the interests of professionals, influence society’s approach to resource management, and promote the benefits of a circular economy.
## **Enhancing engagement and connectivity**
Resource efficiency is a global social responsibility. Our role is not only to inform and educate businesses, organisations, and individuals about that responsibility, but also to inspire and enable them to take action – worldwide.
## **Cultivating communities of practice**
We establish a culture and framework which encourages professional relationships to flourish and members to promote ideas, impart knowledge, share problems, suggest solutions, advocate best practice, and build personal networks that enhance their career opportunities.
## **Leading through excellence**
Achieving our purpose requires an effective, efficient and high-performing membership organisation, with financial strength and organisational resilience, which leads by example.
Our ambitious purpose and strategy have been created as a collaboration between members and Trustees. It is owned by all of us. Because, together, we have the knowledge, creativity and determination to move the world beyond waste.
The full strategy is available on CIWM’s website at ciwm.co.uk/strategy.
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## **Trustees’ report** _(continued)_
## **STRUCTURE, GOVERNANCE AND MANAGEMENT**
## **Governing Document**
The Charity was formed in 1898, incorporated as a company limited by guarantee in 1908 and from 1981 was known as the Institute of Wastes Management. On 1 March 2002 it was granted a Royal Charter of Incorporation and was renamed the Chartered Institution of Wastes Management and, for the purposes of the Charities Act 2011, is a charitable company (registered company number RC000777) and has no share capital. It is registered with the Charity Commission in England and Wales under charity number 1090968 and with the Office of the Scottish Charity Regulator under charity number SC037903.
CIWM’s governing instruments are the Royal Charter, its Bye-Laws, Regulations and Practice Directions sealed on 1 March 2002 _**.**_ The General Council made changes to the Practice Directions in June 2021 (to confirm that Fellows retain their Chartered status and to allow for an Extraordinary General Meeting to be held remotely). In September 2021, following an Extraordinary General Meeting CIWM made changes to the Bye-Laws, Regulations and Practice Directions.
These changes were mainly to correct minor inconsistencies or to bring the constitution up to date with the current practices such as virtual rather than face to face meetings. The most significant changes were -
- Confirmation that Honorary Officers are automatically General Councillors – clarifying that the CIWM Presidential Team are General Councillors and therefore Trustees.
- Confirmation that Chartered status is not a pre-requisite to be CIWM General Councillor – there were inconsistencies in the document as to whether a General Councillor had to be Chartered or a CIWM Member at any grade.
- Change to allow Centre Councils (CIWM’s regional volunteer groups) to appoint members at any grade to be Co-Opted Centre Councillors and of the terms of these Councillors – this allows a broader range of views on Centre Council and clarifies confusion about how long a Co-Opted Centre Councillor can be in post.
- Confirmation of the requirement for an annual Presidential Inauguration and the maximum time allowed between each inauguration – this also confirmed that the Presidential Inauguration is the date on which all Trustees terms start and that the time between each Presidential Inauguration is a Period.
- Confirmation of the number of Periods a General Councillor (Trustee) can serve – including confirmation that those who are appointed on the Presidential team can be a Trustees for an additional four Periods.
The Practice Directions were also changed in October 2021 in preparation for the merger of WAMITAB into CIWM which took place on 20 December 2021. The change to the Practice Directions was to create a Qualifications & Professional Standards committee, to ensure CIWM meets it responsibilities as an Awarding Organisation, and an End Point Assessment Organisation, and to advise and support the implementation of the CIWM learning and development strategy.
Changes to the Bye-Laws were confirmed by the Privy Council in February 2022.
The governing documents can be viewed on CIWM’s website at ciwm.co.uk/constitution.
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## _**Trustees’ report** (continued)_
## **Appointment and election of General Council members**
The General Councillors of CIWM, the registered charity, are its trustees for the purposes of charity law and throughout this report are collectively referred to as the General Council or Council members. The General Council consists of:
- (a) The Honorary Officers – President, Senior Vice-President, Junior Vice-President, Immediate Past-President, & Honorary Treasurer.
- (b) Seven General Councillors who have been selected based on skills
The Chair is elected annually by and from the General Council. General Councillors are normally elected for a term of three years; retire by rotation and are eligible to stand for re-election.
## **Induction and Training of General Councillors**
All General Councillors attend training on Trustee responsibilities sourced via the National Council for Voluntary Organisations (NCVO).
We provide regularly provide updates to Trustees about relevant newsletters and guidance documents from the NCVO and the Charity Commission.
Periodically, training on specific topics is provided for Trustees by suitably qualified individuals or organisations.
## **Organisational Management**
CIWM’s General Council have overall responsibility for the management of CIWM and delegate various responsibilities to the CIWM leadership team and staff and to sub-committees. The terms of reference and members of these committees are outlined in the CIWM governing documents.
Members’ Council, the Scientific & Technical committee and the Qualifications & Professional Standards committee all report into General Council and there are two review committees, focused on Audit & Risk and Corporate Governance & Professional Ethics. These have independent Chairs, with relevant specialist skills and competencies, who are appointed for three year terms of office.
## **Group Structure and Relationships**
CIWM has one trading subsidiary, CIWM Enterprises Limited, a separate organisation which arranges non primary purpose activities for CIWM.
On 20 December 2021 the activities of the Wastes Management Industry Training and Advisory Board (WAMITAB) was merged into CIWM and all activities of WAMITAB ceased. The dormant subsidiaries of WAMITAB, Asset Skills Ltd and WAMITAB Services Ltd also transferred to CIWM.
During 2021, CIWM also had three dormant subsidiaries, CIWM International Limited, Waste Smart Limited and Resource Smart Limited.
CIWM works extensively at regional and local levels through its Centres, which provide members with free and low cost regional events on a variety of topics and liaise with local and regional organisations. The Centres in the Republic of Ireland, Scotland, Wales and Northern Ireland work closely with their respective governments and other stakeholders.
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## **Trustees’ report** _(continued)_
## **Group Structure and Relationships (continued)**
CIWM also runs several task and finish or working groups in order to influence and support CIWM projects. In 2021 this included the CIWM Equality, Diversity & Inclusion (EDI) working group which was set up to help deliver CIWM’s EDI strategy, which was launched in April 2022.
## **Remuneration policy for key management personnel**
The General Councillors consider that the senior management team, comprise the key management personnel of CIWM in charge of directing, controlling, running and operating CIWM on a day to day basis. The pay of senior managers is reviewed annually and increased, as appropriate, in line with average earnings.
## **REFERENCE AND ADMINISTRATIVE INFORMATION**
## **Auditors**
The re-appointment of Moore Kingston Smith LLP as auditors of the company will be considered at the forthcoming Annual General Meeting on 21 September 2022.
## **Statement on disclosure of information to auditors**
Each person who is a General Councillor at the date of approval of this report confirms that so far as the General Councillor is aware, there is no relevant audit information of which the company’s auditors are unaware; and each General Councillor has taken all the steps that he/she ought to have taken as a General Councillor to make himself/herself aware of any relevant audit information and to establish that the company’s auditors are aware of that information.
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## **Statement of responsibilities of the Trustees of the Chartered Institution of Wastes Management**
The Trustees are responsible for preparing the Trustees’ Report (called Report of the General Council) and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
The law applicable to charities in England and Wales and Scotland requires trustees to prepare financial statements for each financial year which give a true and fair view of the state of the affairs of the charity and the group and of the incoming resources and application of resources of the charity and the group for that period.
In preparing these financial statements, the General Council are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the group and the charity will continue its activities.
The General Council 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 its financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008; the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended) and the provisions of the Royal Charter. They are also responsible for safeguarding the assets of the charity and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The General Council are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the UK governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
By order of the General Council
## **J Kutner**
Honorary Treasurer 500 Pavilion Drive Northampton NN4 7YJ 24 June 2022
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## **INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES AND MEMBERS OF CHARTERED INSTITUTION OF WASTES MANAGEMENT**
## **Opinion**
We have audited the financial statements of Chartered Institution of Wastes Management for the year ended 31 December 2021, which comprise the Group Statement of Financial Activities, the Group and Parent Charity Balance Sheets, the Group Cash Flow Statement 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:
- give a true and fair view of the state of the group’s and the parent charity’s affairs as at 31 December 2021 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the Charities Act 2011, the Charities and Trustee Investment (Scotland) Act 2005 (as amended) and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended).
## **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 charity 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 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.
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 other information 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. 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.
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## **INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES AND MEMBERS OF CHARTERED INSTITUTION OF WASTES MANAGEMENT** _**(continued)**_
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.
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the group and parent charity and its environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the trustees’ annual report.
We have nothing to report in respect of the following matters where the Charities Accounts (Scotland) Regulations 2006 (as amended) require us to report to you if, in our opinion:
- the parent charity has not kept adequate and sufficient accounting records, or returns adequate for our audit have not been received from branches not visited by us; or
- • the parent charity’s financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees’ remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of trustees**
As explained more fully in the trustees’ responsibilities statement set out on page 28, the trustees 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 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 group or parent charity or to cease operations, or have no realistic alternative but to do so.
## **Auditor’s responsibilities for the audit of the financial statements**
We have been appointed as auditor under Section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and report to you in accordance with regulations made under those Acts.
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 aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
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## **INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES AND MEMBERS OF CHARTERED INSTITUTION OF WASTES MANAGEMENT** _**(continued)**_
As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:
- Identify and assess the risks of material misstatement of the financial statements, whether due to fraud 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 from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
- 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.
- Evaluate the appropriateness 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 significant doubt on the group and parent charity’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are 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 group or parent charity to cease to continue as a going concern.
- Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
- Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit report.
We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant 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**
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilties, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.
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## **INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES AND MEMBERS OF CHARTERED INSTITUTION OF WASTES MANAGEMENT** _**(continued)**_
The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud 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 charity.
Our approach was as follows:
- We obtained an understanding of the legal and regulatory requirements applicable to the charity and considered that the most significant are the Charities and Trustee Investment (Scotland) Act 2005 (as amended), regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended), the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council
- We obtained an understanding of how the charity complies with these requirements by discussions with management and those charged with governance.
- We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how 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-compliance with laws and regulations.
- Based on this understanding, we designed specific 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.
There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.
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## **INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES AND MEMBERS OF CHARTERED INSTITUTION OF WASTES MANAGEMENT** _**(continued)**_
## **Use of our Report**
This report is made solely to the charity’s trustees, as a body, in accordance with Chapter 3 of Part 8 of the Charities Act 2011 and Section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. Our audit work has been undertaken so that we might state to the charity's members and trustees those matters which we are required to state to them in an auditor's report addressed to them and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to any party other than the charity and charity’s members as a body, and the charity’s trustees, as a body, for our audit work, for this report, or for the opinions we have formed.
Andrew Stickland (Senior Statutory Auditor) for and on behalf of Moore Kingston Smith LLP, Statutory Auditor
7 July 2022
6[th] 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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## **Chartered Institution of Wastes Management**
## **Consolidated statement of financial activities** _**for year ended 31 December 2021**_
|||**Unrestricted funds**|**Unrestricted funds**||||
|---|---|---|---|---|---|---|
||_Note_|**General**|**Designated**|**Endowment**|**Total funds**|Total funds|
|||**Funds**|**Funds**|**Funds**|||
||||||**2021**|2020|
|**Income**||**£**|**£**|**£**|**£**|£|
|**Income from charitable activities:**|||||||
|Membership subscriptions||**723,297**|**-**|**-**|**723,297**|745,720|
|Affiliated Organisation income||**327,640**|||**327,640**|314,873|
|Regional centre income||**6,194**|**-**|**-**|**6,194**|4,926|
|Charitable trading income||**765,486**|**-**|**-**|**765,486**|438,232|
|Income from provision of qualifications||**1,129,941**|**-**|**-**|**1,129,941**|1,137,401|
|**Income from trading activity:**|||||||
|Commercial trading operations||**216,234**|**-**|**-**|**216,234**|-|
|Investment income|_8_|**95,081**|**-**|**-**|**95,081**|103,490|
|Interest receivable||**272**|**-**|**-**|**272**|3,845|
|Other income||**44,513**
|**-**
|**-**|**44,513**
|102,407
|
|**Total income**||**3,308,658**|**-**|**-**|**3,308,658**|2,850,894|
|**Expenditure**|||||||
|**Expenditure on raising funds**|||||||
|Investment management||**(35,285)**|**-**|**-**|**(35,285)**|(31,272)|
|Commercial trading operations||**(148,322)**|**-**|**-**|**(148,322)**|(998)|
|**Charitable activities:**|||||||
|Charitable trading expenditure||**(275,998)**|**-**|**-**|**(275,998)**|(229,529)|
|Provision of qualifications||**(221,106)**|**-**|**-**|**(221,106)**|(259,349)|
|Staff costs||**(1,568,306)**|**-**|**-**|**(1,568,306)**|(1,721,448)|
|Regional centre expenses||**(11,202)**|**-**|**-**|**(11,202)**|(16,458)|
|Committee directed costs||**(77,058)**|**-**|**-**|**(77,058)**|(41,573)|
|Committee running costs||**(5,121)**|**-**|**-**|**(5,121)**|(5,714)|
|Premises costs, postage, stationery,||**(386,085)**|**-**|**-**|**(386,085)**|(471,113)|
|communications|||||||
|Restructuring costs|_5_|**(141,564)**|**-**|**-**|**(141,564)**|(271,358)|
|Travel and accommodation||**(7,965)**|**-**|**-**|**(7,965)**|(11,341)|
|Insurances and other Professional fees||**(103,976)**|**-**|**-**|**(103,976)**|(57,384)|
|Amortisation||**(13,828)**|**-**|**-**|**(13,828)**|(48,224)|
|Depreciation||**(55,667)**|**-**|**-**|**(55,667)**|(50,240)|
|Loss of Disposal of Fixed Asset||**(7,436)**|**-**|**-**|**(7,436)**|-|
|Financing costs||**(26,976)**|||**(26,976)**|(22,466)|
|Grant to SWITCH Forum|_15_|**-**|**-**|**-**|**-**|(21,073)|
|Grant to WasteAid||**-**
|**(150,000)**
||**(150,000)**|-|
|**Total expenditure**||**(3,085,895)**
|**(150,000)**
|**-**|**(3,235,895)**|(3,259,540)|
|**Net income/ (expenditure)**||**222,763**|**(150,000)**|**-**|**72,763**|(408,646)|
|**Net gains/ (losses) on investment assets**||**536,289**
|**-**
|**-**|**536,289**|113,515|
|**Net income/ (expenditure)**||**759,052**|**(150,000)**|**-**|**609,052**|(295,131)|
|Transfers between funds|_15_|**(400,000)**|**400,000**|**-**|**-**|-|
|**Net movement in funds**|_5_|**359,052**|**250,000**|**-**|**609,052**|(295,131)|
|**Total funds brought forward**|_15_|**6,755,793**
|**-**
|**24,573**|**6,780,366**|7,075,497|
|**Total funds carried forward**|_15_|**7,114,845**
|**250,000**
|**24,573**|**7,389,418**|6,780,366|
The Charity has no recognised gains or losses for the year (2020: £nil) other than as detailed above. The net movements in the Charity’s funds for the year arise from the Charity’s continuing activities. Full details of comparative figures for the year ended 31 December 2020 and movements in the Unrestricted funds and Endowment & Restricted Funds during that year are shown in Note 15 to these financial statements. The notes on the following pages form part of these financial statements.
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## **Chartered Institution of Wastes Management Consolidated balance sheet as at 31 December 2021**
|_Note_
**Fixed assets**
Intangible assets
_10_
Tangible assets
_10_
Investments
_11_
**Current assets**
Debtors
_12_
Investments
Cash at bank and on deposit
**Creditors:**amounts falling due within one year
_13_
**Net current assets**
**Total assets less current liabilities**
**Net assets**
**Endowment funds**
Permanent
_15_
**Restricted funds**
_15_
**Unrestricted funds**
Designated funds
_15_
General funds
_15_
**Total funds**
_15_|**2021**
2020
**£**
**£**
£
£
**39,239**
41,867
**70,476**
105,264
**5,938,592**
5,345,000
**6,048,307**
5,492,131
**594,660**
594,174
**575,000**
999,823
**1,030,521**
797,189
**2,200,181**
2,391,186
**(859,070)**
(1,102,951)
**1,341,111**
1,288,235
**7,389,418**
6,780,366
**7,389,418**
6,780,366
**24,573**
24,573
**-**
-
**250,000**
-
**7,114,845**
6,755,793
**7,389,418**
6,780,366|
|---|---|
The notes on the following pages form part of these financial statements.
These financial statements were approved by the General Council on 24 June 2022 and were signed on its behalf by:
**A Read J Kutner** _President Honorary Treasurer_
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## **Chartered Institution of Wastes Management Charity balance sheet as at 31 December 2021**
|_Note_
**2021**
**£**
**Fixed assets**
Intangible assets
_10_
Tangible assets
_10_
Investments
_11_
**Current assets**
Debtors
_12_
**580,022**
Investments
**575,000**
Cash at bank and on deposit
**942,910**
**2,097,932**
**Creditors:**amounts falling due within one year
_13_
**(823,928)**
**Net current assets**
**Total assets less current liabilities**
**Net assets**
**Endowment funds**
Permanent
_15_
**Restricted funds**
_15_
**Unrestricted funds**
Designated funds
_15_
General funds
_15_
**Total funds**
_15_|
2020
**£**
£
**39,239**
**70,476**
**5,938,699**
**6,048,414**
575,922
999,823
760,136
2,335,881
(1,057,207)
**1,274,004**
**7,322,418**
**7,322,418**
**24,573**
**-**
**250,000**
**7,047,845**
**7,322,418**|
£
41,867
105,264
5,345,107
5,492,238
1,278,674
6,770,912
6,770,912
24,573
-
-
6,746,339
6,770,912|
|---|---|---|
The notes on the following pages form part of these financial statements.
These financial statements were approved by the General Council on 24 June 2022 and were signed on its behalf by:
**A Read** _President_
**J Kutner** _Honorary Treasurer_
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## **Chartered Institution of Wastes Management Consolidated Statement of Cash Flows for the year ended 31 December 2021**
||**2021**|**2020**|
|---|---|---|
||**£**|**£**|
|**Cash flow/(outflow) from operating activities**|||
|Net cash (used in)/ provided by operating activities|(190,025)|(114,941)|
||═══════|═══════|
|**Cash flows from investing activities**|||
|Interest, dividends and other investment income received|95,353|107,335|
|Proceeds from sale of fixed assets|-|-|
|Proceeds from disposal of fixed asset investments|||
|excluding endowment funds|689,531|794,008|
|Acquisition of fixed asset investments excluding|||
|endowment funds|(790,610)|(780,796)|
|(Additions)/disposals to investments in current assets|424,823|(1,522)|
|Payments to acquire tangible and intangible fixed assets|(39,516)|(44,401)|
||────────|────────|
||379,581|74,624|
||═══════|═══════|
|**Net increase in cash and cash equivalents**|189,556|(40,317)|
|Cash and cash equivalents at beginning of year|1,046,131|1,086,448|
||───────|────────|
|**Cash and cash equivalents at end of year**|1,235,687|1,046,131|
||═══════|═══════|
|**Cash and cash equivalents at end of year comprise**|||
|Cash at bank and on deposit|1,030,521|797,189|
|Cash held within the investment portfolio|205,166|248,942|
||───────|────────|
|**Cash and cash equivalents at end of year**|1,235,687|1,046,131|
||═══════|═══════|
|**Reconciliation of net income/ (expenditure) to net cash flow**|**from operating activities**||
|---|---|---|
||**2021**|**2020**|
||**£**|**£**|
|**Net income/(expenditure) including endowments**|609,052|(295,131)|
|**Adjustments for:**|||
|Amortisation/Depreciation charges|69,495|98,464|
|Loss on disposal of fixed assets|7,436|-|
|Net (gains)/ losses on investments|(536,289)|(113,515)|
|Investment income|(95,353)|(107,335)|
|Decrease/ (increase) in debtors|(485)|25,253|
|Increase/ (decrease) in creditors|(243,881)|277,323|
||───────|───────|
|**Net cash (used in)/ provided by operating activities**|(190,025)|(114,941)|
||═══════|═══════|
The notes on the following pages form part of these financial statements.
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## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **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:
## _**Basis of preparation**_
These 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)’ – (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the requirements of the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008; the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended); the provisions of the Royal Charter.
The charity is a public benefit entity for the purposes of FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the company and its group. Monetary amounts in these financial statements are rounded to the nearest pound.
The financial statements have been prepared on the historical cost convention, modified by the recognition of certain investments and financial assets and liabilities measured at fair value through income and expenditure within the Statement of Financial Activities.
The preparation of financial statements in conformity with the Charities SORP (FRS 102) and FRS 102 requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the charity's accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements are disclosed in note 3.
## _**Going concern**_
The Trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charity to continue as a going concern. The Trustees have made this assessment for a period of at least one year from the date of approval of the financial statements.
There are no material uncertainties related to events or conditions that cast significant doubt on the charity’s ability to continue as a going concern. The accounts therefore continue to be prepared on a going concern basis.
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## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **1 Accounting policies** ( _continued_ )
## _**Basis of consolidation and Group financial statements**_
On 20 December 2021 CIWM officially merged with its charitable subsidiary, The Wastes Management Industry Training and Advisory Board (WAMITAB). Merger accounting has been applied to this group reconstruction in accordance with Section 19 of FRS 102. With merger accounting, the financial statements are presented as if the new structure had always been in existence.
The financial statements consolidate the financial statements of CIWM (which include the results of WAMITAB, as described above) and its wholly owned non-charitable subsidiaries, CIWM Enterprises Limited (trading), CIWM International Limited (dormant),Waste Smart Limited (dormant), Resource Smart Limited (dormant), Asset Skills Ltd (dormant) and WAMITAB Services Ltd (dormant) on a line-by-line basis.
## _**Fund accounting**_
General unrestricted funds comprise accumulated surpluses and deficits on general funds and cumulative realised and unrealised gains of the investments. They are available for use at the discretion of the General Council in furtherance of the general charitable objectives.
Designated funds are unrestricted funds which have been put aside at the discretion of the General Council for particular purposes. Each year the General Council allocate an amount of money to be used to deliver Projects which support CIWM’s objectives.
## _**Endowment funds**_
## _Permanent_
These are assets which must be held permanently by the charity. The capital element of permanent endowment funds is not utilised, only the income from permanent endowment funds is utilised.
## _**Restricted funds**_
Restricted funds are funds received by CIWM for particular purposes and expenditure is restricted to that particular project.
## _**Income**_
Income is recognised when CIWM or its trading subsidiary has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably.
Income includes amounts received and receivable during the year by CIWM at headquarters, its ten regional centres; and the turnover of the company’s trading subsidiary, CIWM Enterprises Limited. It comprises subscriptions, donations, grants and charges for services provided stated net of value added tax where applicable. Income from Centres is incorporated on the basis of returns.
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## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **1 Accounting policies** ( _continued_ )
_**Income** (continued)_
Income from membership subscriptions is recognised when received and is allocated across the relevant period of membership on a calendar year basis.
Income from government and other grants, whether “capital” grants or “revenue” grants, is recognised when either of the charities has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received, and the amount can be measured reliably and is not deferred.
## _**Interest receivable and investment income**_
Interest on funds held on deposit and income generated by Fixed Asset investments, including dividend income and interest, are included when receivable and the amounts can be measured reliably by either of the charities. This is normally upon notification by the bank or the discretionary investment managers of the interest paid or payable, or the income credited to the investment portfolios.
## _**Donated services and facilities**_
Donated professional services are recognised as income when the charity or its wholly owned charitable subsidiary has control over the item, any conditions associated with the donated professional services have been met, the receipt of economic benefit from the use by the charity of the services is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), the general volunteer time of the Members of CIWM is not recognised – please refer to the Trustees’ Annual Report for more information about their contribution.
On receipt, donated professional services are recognised on the basis of the value of the gift to either of the charities which is the amount that charity would have been willing to pay to obtain services of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.
## _**Expenditure and irrecoverable VAT**_
Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be accounted for reliably. Expenditure is classified under the following activity headings:
Expenditure on raising funds comprises the costs of commercial trading and fees paid for the discretionary management of the fixed asset investment portfolios and their associated support costs.
Charitable activities – expenditure includes the costs of administering the professional activities of CIWM, supporting the regional Centres and membership and other activities undertaken to further the purposes of the charity and the associated support costs.
Other expenditure represents those items not falling into any other heading.
Any irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.
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## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
- **1 Accounting policies** ( _continued_ )
## _**Allocation of Support Costs**_
Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs, finance, personnel, payroll and governance costs which support CIWM’s professional and charitable activities. These costs have been allocated between the costs of raising funds, expenditure on charitable activities and other expenditure.
The bases on which support costs have been allocated are set out in Note 4.
## _**Operating Leases**_
CIWM classifies the lease of printing equipment as operating leases; the title to the equipment remains with the lessor and the equipment is replaced at the end of the lease period (printing equipment every 5 years) whilst the economic life of such equipment is normally longer. CIWM classifies the lease of its office as an operating lease; the title remains with the lessor and the lease has fixed terms whilst the economic life of the property is normally longer. CIWM has a 5 year lease to March 2024 with a 3 year break clause. Rentals payable under operating leases are charged to the Statement of Financial Activities on a straight line basis over the period of the lease.
Post relocation to the CIWM office in March 2021, WAMITAB surrendered its lease early on 31 March 2021 and consequently an onerous lease provision for the full balance of rentals due to the 31 May 2023 has been made in WAMITAB in 2020 and is reflected in the restructuring costs line on the Statement of Financial Activities.
## _**Tangible Fixed assets and depreciation**_
Individual fixed assets costing £500 or more are capitalised at cost and are depreciated at rates calculated to write off the cost less estimated residual value by equal instalments over their estimated useful economic lives as follows:
Freehold buildings - 2% on cost Office equipment including computer equipment - 33[1] /3% on cost Fixtures and fittings - 15% to 33[1] /3% on cost No depreciation is provided on freehold land.
## _**Intangible Fixed assets and amortisation**_
Individual intangible fixed assets costing £500 or more are capitalised at cost and are amortised at rates calculated to write off the cost by equal instalments over their estimated useful economic lives up to a maximum of ten years as follows:
Computer Software - 20% on cost
At the end of each reporting period, the residual values and useful lives of tangible and intangible assets are reviewed and adjusted if necessary and if circumstances indicate that the carrying value may not be recoverable then it is adjusted for impairment.
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## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
- **1 Accounting policies** ( _continued_ )
## _**Quoted Investments**_
Investments listed on a recognised stock exchange are initially measured at their cost and subsequently measured at fair value at the balance sheet date. All movements in value arising from investment changes or revaluations are shown as part of the Statement of Financial Activities and are included within unrestricted funds.
Realised gains and losses and unrealised gains and losses are not separated in the Statement of Financial Activities.
## _**Unlisted Investments**_
Unlisted investments are held by CIWM to generate a return on capital invested for the charity.
## _**Current asset investments**_
Current asset investments held are a COIF Charities Deposit Fund. Interest on this fund is included when receivable.
## _**Interests in subsidiaries and associated entities**_
Interests in subsidiaries, associates and jointly controlled entities are initially measured at cost and subsequently measured at cost less any accumulated impairment losses. All the subsidiaries except CIWM Enterprises Limited are currently dormant.
## _**Financial instruments**_
The company has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ of FRS 102 to all of its financial instruments.
CIWM 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.
## _**Debtors**_
Trade and 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 discounts due.
## _**Cash and cash equivalents**_
Cash at bank and 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.
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## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
- **1 Accounting policies** ( _continued_ )
## _**Derecognition of financial assets**_
Financial assets are derecognised only when the contractual rights to the cash flows from the asset expire, or when it transfers the financial asset and substantially all the risks and rewards of ownership to another entity.
## _**Creditors and provisions**_
Creditors and provision 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 after allowing for any trade discounts due.
## _**Derecognition of financial liabilities**_
Financial liabilities are derecognised when, and only when, the company’s obligations are discharged, cancelled, or they expire.
## _**Pensions**_
CIWM operates a contribution pension scheme, the Legal and General Work Save Pension Plan. All new employees are eligible to join the Legal & General scheme. All existing employees and all employees joining since 1 May 2015 were automatically enrolled into the Legal and General Work Save Pension Plan unless they have exercised their right to opt out of scheme membership. Contributions are charged to the Statement of Financial Activities as they become payable in accordance with the rules of the schemes.
## _**Employee benefits**_
The costs of short-term employee benefits are recognised as a liability and an expense, unless those costs are required to be recognised as part of the cost of stock or fixed assets. The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the company is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
Together, we stand for a world beyond waste
44
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **2 Legal status of the Charity**
The Chartered Institution of Wastes Management is a Royal Charter company domiciled and is registered as a charity in England and Wales and in Scotland. It has no share capital and, in the event of the charity being wound up, no liability rests with either the Trustees or its members. The Trustees are listed at the start of the Trustees Report. The registered office is Quadra, 500 Pavilion Drive, Northampton Business Park, Northampton, NN4 7YJ.
## **3 Critical accounting estimates and judgements**
In the application of the charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised, if the revision affects only that period, or in the period of the revision & future periods if the revision affects both current & future periods.
The following judgements have had the most significant effect on amounts recognised in the financial statements:
- a) The company makes an estimate of the recoverable value of trade and other debtors based on the ageing profile of debtors and historical experience.
- b) The annual amortisation charge for intangible assets is sensitive to changes in the estimated lives and residual values of the assets. The useful economic lives and residual values are re-assessed annually. They are amended when necessary to reflect current estimates.
- c) The annual depreciation charge for property, plant and equipment is sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are reassessed annually. They are amended when necessary to reflect current estimates.
## **Key sources of estimation uncertainty**
For the years ended 31 December 2021 and 2020 the Trustees consider that there were no key sources of estimation uncertainty.
Together, we stand for a world beyond waste
45
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **4 Analysis of Support Costs**
The breakdown of support costs and how these were allocated between charitable activities, the cost of raising funds, and other activities for the year to 31 December 2021 is shown below.
|**Charitable**
**Activities**
**Expenditure**
**on raising**
**funds**
**£**
**£**
Governance
–
see below
106,158
-
Finance & IT
292,123
6,815
HR & General
Administration
10,710
-
408,991
6,815|**Other**
**£**
-
7,604
-
7,604|**Total**
**allocated**
**2021**
**Basis**
**£**
106,158
Staff time and
actual costs
incurred
306,542
Staff time and
usage
10,710
Actual costs
incurred
423,410|
|---|---|---|
||||
The breakdown of support costs and how these were allocated between charitable activities, the cost of raising funds, and other activities for the year to 31 December 2020 is shown below.
|**Charitable**
**Activities**
**Expenditure**
**on raising**
**funds**
**£**
**£**
Governance
–
see below
158,620
-
Finance & IT
285,910
6,433
HR & General
Administration
25,202
-
Total
469,732
6,433|**Other**
**£**
-
9,195
-
9,195|**Total**
**allocated**
**2020**
**Basis**
**£**
158,620
Staff time and
actual costs
incurred
301,538
Staff time and
usage
25,202
Staff time
485,360|
|---|---|---|
||||
Together, we stand for a world beyond waste
46
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **4 Analysis of Support Costs** (continued)
## **Governance Costs**
Governance costs represent the support necessary to deliver the management and reporting requirements for CIWM, the General Council and the other Committees and Boards, including strategic planning for future development, complying with constitutional and statutory requirements, and satisfying public accountability. They primarily comprise relevant proportions of senior management time, but also include the cost of external audit, legal and other professional advice.
|General Council and other Committee & Meeting costs
Audit fees
Legal and professional fees
Staff costs|**2021**
**£**
**5,121**
**31,387**
**6,873**
**62,777**
**106,158**|2020
£
4,591
25,128
29,453
99,448
158,620|
|---|---|---|
## **5 Movement in net funds for the year**
|**5 Movement in net funds for the year**|||
|---|---|---|
||**2021 **|2020|
||**£**|£|
|**_Movement in net funds is stated after charging:_**|||
|Auditors’ remuneration:|||
|Audit fees
- group|**31,387**|25,128|
|- charity|**31,387**|25,128|
|Non audit fees
- group|**413**|2,550|
|Amortisation of intangible fixed assets|**13,828**|48,224|
|Depreciation of tangible fixed assets|**55,667**|50,240|
|Operating lease payments|**74,859**|200,930|
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47
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **5 Movement in net funds for the year** _(continued)_
## **Restructuring Costs**
|Staff termination costs
Onerous lease provision
Staff recruitment costs
IT & office costs
Legal & Professional fees|**Group**
**2021**
**£**
**-**
**-**
**26,494**
**31,290**
**83,780**
**141,564**
|Group
2020
£
161,182
95,893
-
-
14,283
271,358
|**Charity**
**2021**
**£**
**-**
**-**
**26,494**
**31,290**
**83,780**
**141,564**
|Charity
2020
£
161,182
95,893
-
-
14,283
271,358
|
|---|---|---|---|---|
## **6 Payments to General Council members**
No Trustees received emoluments during the period (2020: £Nil).
As permitted by the constitutional documents, reimbursement of expenses incurred when travelling to, or engaged upon, the business of the charity or its trading subsidiary amount to:-
|Group – Travel
Charity – Travel
Number of Trustees
|**2021**
**£**
**440**
**440**
**2**
|2020
£
1,540
|
|---|---|---|
|||1,540
|
|||3
|
## **7 Staff numbers and costs**
The average number of persons employed by the group during the year was 34 (2020: 38) and the average number of full-time equivalent employees (including casual and parttime staff) during the period was as follows:
|Charitable activities
Support|**2021**
**Number**
**30**
**4**
**34**
|2020
Number
31
5
36
|
|---|---|---|
Together, we stand for a world beyond waste
48
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **7 Staff numbers and costs** ( _continued_ )
The aggregate payroll costs of these persons were as follows:
|**7 Staff numbers and costs**(_continued_)
The aggregate payroll costs of these persons were as follows:|||
|---|---|---|
||**2021**|2020|
||**£**|£|
|Wages and salaries|**1,187,803**|1,411,815|
|Social security costs|**129,671**|144,460|
|Pension contributions to defined contribution pension schemes|**99,309**|106,917|
|Termination payments|**24,645**
|161,182
|
||**1,441,428**
|1,824,374
|
All employees are eligible to join CIWM’s health insurance schemes and premiums paid in respect of those who have opted for membership was: 2021 £9,968 _(2020: £14,812)_ . CIWM also provides all employees with insurance cover for Death in Service and Permanent Health Insurance cover - premiums paid: 2021 £25,798 _(2020: £_ 20,052 _)._
Key management personnel include the Trustees, Chief Executive Officer, Marketing Director, Operations Director, Professional Services Director and the Policy & External Affairs Director. Total pay & benefits received by key management personnel was £386,842 (2020: £405,099).
The number of employees whose emoluments (salaries and benefits in kind) exceeded £60,000 during the year is shown below. The emoluments are calculated on a full annualised basis, even if the employee concerned was only employed for part of the year in question.
|
in question.|||
|---|---|---|
||**2021**|**2020**|
||**No**|**No**|
|£60,001 - £70,000|**4**|1|
|£70,001 - £80,000|**-**|1|
|£80,001 - £90,000|**-**|-|
|£90,001 - £100,000|**-**|-|
|£100,001 - £110,000|**-**|-|
|£110,001 - £120,000|**-**|-|
|£120,001 –£130,000|**1**|2|
|£130,001 - £140,000|**-**|-|
Pension contributions relating to employees earning more than £60,000 amounted to £29,564 _(2020: £30,413)._
The Chief Executive Officer receives a fixed monthly car allowance as part of salary.
Together, we stand for a world beyond waste
49
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **8 Income from fixed asset investments**
|Income from fixed asset investments:
Listed and common investment funds|**2021**
**£**
**95,081**
|2020
£
103,490
|
|---|---|---|
## **9 Indemnity insurance**
The CIWM Group operates trustees’ and officers’ liability insurance cover at a total cost of £3,360 ( _2020: £3,360_ )
## **10 Intangible and Tangible Fixed Assets**
## **Group**
|**Group**|||||
|---|---|---|---|---|
||**Intangible**
||**Tangible**||
||**Fixed Assets**
||**Fixed Assets**||
|||**Freehold**|**Fixtures &**|**Tangible Fixed**|
||**Computer**|**land and**|**Fittings/Office**|**Assets Total**|
||**Software**|**buildings**|**Equipment**||
||**£**|**£**|**£**|**£**|
|**_Cost_**|||||
|At 1 January 2021|264,188|716,303|473,527|1,142,440|
|Additions|11,200|-|28,316|148,109|
|Disposals|-
|(716,303)
|(285,549)
|
(834,863)
|
|At 31 December 2021|275,388
|-
|216,294
|455,686
|
|**_Amortisation/Depreciation_**|||||
|At 1 January 2021|222,321|261,441|368,263|669,685|
|Charge for year|13,828|5,619|55,667|33,958|
|Disposals|-
|(267,060)
|(278,112)
|
(385,620)
|
|At 31 December 2021|236,149
|-
|145,818
|318,023
|
|**_Net book value_**|||||
|**At 31 December 2021**|**39,239**
|**-**
|**70,476**
|**137,663**
|
|At 31 December 2020|41,867
|454,862
|105,264
|472,755
|
The net book value at 31 December 2021 represents fixed assets used for:
|**Fixtures &**
**Fittings/Office**
**Equipment**
**£**
**Computer**
**Software**
**£**
Headquarters
70,476
39,239
|**Total**
**£**
109,715
|
|---|---|
Together, we stand for a world beyond waste
50
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **10 Intangible and Tangible Fixed Assets** ( _continued_ )
|**Charity**|||
|---|---|---|
||**Intangible**
|**Tangible**|
||**Fixed Assets**
|**Fixed Assets**|
|||**Fixtures &**|
||**Computer**|**Fittings/Office**|
||**Software**|**Equipment**|
||**£**|**£**|
|**_Cost_**|||
|At 1 January 2021|264,188|473,527|
|Additions|11,200|28,316|
|Disposals|-
|(285,549)
|
|At 31 December 20201|275,388
|216,294
|
|**_Amortisation/Depreciation_**|||
|At 1 January 2021|222,321|368,263|
|Charge for year|13,828|55,667|
|Disposals|-
|(278,112)
|
|At 31 December 2021|236,149
|145,818
|
|**_Net book value_**|||
|**At 31 December 2021**|**39,239**
|**70,476**
|
|At 31 December 2020|41,867
|105,264
|
The net book value at 31 December 2021 represents fixed assets used for:
|**Fixtures &**
**Fittings/Office**
**Equipment**
**£**
Headquarters
70,476
**11 Fixed asset investments**
Listed investmentsat market value
Cash held within the investment portfolio
Investment in unlisted securities
Group undertakings|**Computer**
**Software**
**£**
39,239
**Group**
**2021**
**£**
**5,733,129**
**205,166**
**297**
**-**
**5,938,592**
|**Total**
**£**
109,715
Group
2020
£
5,095,761
248,942
297
-
5,345,000
|**Charity**
**2021**
**£**
**5,733,129**
**205,166**
**297**
**107**
**5,938,699**
|Charity
2020
£
5,095,761
248,942
297
107
5,345,107
|
|---|---|---|---|---|
Together, we stand for a world beyond waste
51
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **11 Fixed asset investments** ( _continued_ )
|**Listed investments:**
Market value at 1 January 2021
Additions at cost
Sales proceeds
Net gain/ (loss)
Market value at 31 December 2021
Historical cost at 31 December 2021|**Group**
**2021**
**£**
**5,095,761**
**790,610**
**(689,531)**
**536,289**
**5,733,129**
**4,514,207**
|Group
2020
£
4,995,458
780,796
(794,008)
113,515
5,095,761
4,184,967
|**Charity**
**2021**
**£**
**5,095,761**
**790,610**
**(689,531)**
**536,289**
**5,733,129**
**4,514,207**
|Charity
2020
£
4,995,458
780,796
(794,008)
113,515
5,095,761
4,184,967
|
|---|---|---|---|---|
The market value of listed investments held by the group can be summarised as follows:
||**2021**|2020|
|---|---|---|
||**£**|£|
|Listed investments (excluding cash held on deposit within the portfolio)|**5,733,129**|5,095,761|
No individual investment included in the portfolio is considered significant.
**Unlisted investment**
|Value at 1 January 2021
Provision
Impairment
Value at 31 December 2021
**Shares in group undertakings**
CIWM Enterprises Limited
CIWM International Limited
Waste Smart Limited
Resource Smart limited
Asset Skills Limited|**Group**
**2021**
**£**
**-**
**-**
**-**
**-**
**-**
**-**
|Group
2020
£
-
-
-
-
-
-
|**2021**
**£**
**297**
**-**
**-**
**297**
**Charity**
**2021**
**£**
**2**
**100**
**2**
**2**
**1**
**107**
|2020
£
297
-
-|
|---|---|---|---|---|
|||||297|
|||||Charity
2020
£
2
100
2
2
1
107
|
## **Shares in group undertakings**
Together, we stand for a world beyond waste
52
**Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **11 Fixed asset investments** ( _continued_ )
The subsidiaries of CIWM at 31 December 2021 are set out below:
|**Name**|**Country of**|**Nature of**|**Proportion**|
|---|---|---|---|
||**incorporation and**|**business**|**of equity**|
||**company number**||**held**|
|CIWM Enterprises Limited|England and Wales|Networking|100%|
||(02731563)|events||
|CIWM International Limited|England and Wales|Dormant|100%|
||(03510915)|||
|Waste Smart Limited|England and Wales|Dormant|100%|
||(08325813)|||
|Resource Smart Limited|England and Wales|Dormant|100%|
||(08330891)|||
|Asset Skills Ltd|England and Wales|Dormant|100%|
||(12471875)|||
|WAMITAB Services Ltd|England and Wales|Dormant|-|
|(Company limited by guarantee)|(11139282)|||
|The Waste Management Industry|England and Wales|Qualifications|
-|
|Training and Advisory Board|(02332283)|||
|(Company limited by guarantee)||||
The issued share capital of CIWM Enterprises Limited is £2, divided into 2 ordinary shares of £1 each and shareholders’ funds at 31 December 2021 totalled £67,002. The company had a surplus of £57,546 in 2021 _(2020 deficit: £999)_ . Turnover in 2021 was £216,234 _(2020: £nil)._
Together, we stand for a world beyond waste
53
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
|**12**
**Debtors**
**Group**
Group
**2021**
2020
**£**
£
Trade debtors
**459,828**
377,834
Amounts owed by subsidiary undertakings
**-**
-
Other debtors and taxation
**1,102**
51,166
Prepayments and accrued income
**133,730**
165,174
**594,660**
594,174
**13**
**Creditors: amounts falling due within one year**
**Group**
Group
**2021**
2020
**£**
£
Trade creditors
**49,736**
70,006
Amounts owed to subsidiary undertaking
**-**
-
Other creditors
**72,716**
79,156
Other taxation and social security
**71,459**
78,088
Accruals
**162,532**
369,120
Deferred income
**427,627**
506,581
Grant Commitment
**75,000**
-
**859,070**
1,102,951
**14**
**Deferred income**
**Group**
Group
**2021**
2020
**£**
£
At beginning of the year
**506,581**
411,044
Movement in the year
**(78,954)**
95,537
At end of the year
**427,627**
506,581
|**Charity**
Charity
**2021**
2020
**£**
£
**449,755**
376,924
**514**
3,961
**1,174**
51,165
**128,579**
143,872
**580,022**
575,922
**Charity**
Charity
**2021**
2020
**£**
£
**49,401**
71,775
**105**
105
**39,772**
46,194
**80,690**
78,033
**161,341**
368,045
**417,619**
493,055
**75,000**
-
**823,928**
1,057,207
**Charity**
Charity
**2021**
2020
**£**
£
**493,055**
409,257
**(75,436)**
83,798
**417,619**
493,055
|
|---|---|
Within the charity deferred income comprises membership, affiliated organisation subscriptions, training course fees, event fees and approved centre fees. Within the group deferred income also includes event fees; all amounts relate to the next accounting period.
Together, we stand for a world beyond waste
54
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **15 Statement of funds**
## **Group – for the year ended 31 December 2021**
||**1 January**|||**Investment**||**31 December**|
|---|---|---|---|---|---|---|
||**2021**|**Income**|**Expenditure**|**Gain/(Losses)**|**Transfers**|**2021**|
|||||**s**|||
||£|£|£|£|£|£|
|**General funds:**|6,755,793|3,308,658|(3,085,895)|
536,289|(400,000)|7,114,845|
|**Designated funds:**|||||||
|Projects- WEERT|-|-|-|-|250,000|250,000|
|Projects - WasteAId|-|-|(150,000)|
-|150,000|-|
|Total unrestricted funds|6,755,793|3,308,658|(3,235,895)|
536,289|-|7,364,845|
|**Endowment funds:**|||||||
|_Permanent endowment Funds_|||||||
|James Jackson award –|250|-|-|-|-|250|
|est. 1948|||||||
|PEEL Peoples Cup – est.|1,000|-|-|-|-|1,000|
|1988|||||||
|James Sumner award – est.|12,323|-|-|-|-|12,323|
|1982|||||||
|Henry Daley Memorial|||||||
|Award|6,000|-|-|-|-|6,000|
|Frank Robinson Memorial|||||||
|Award est. 2007|5,000|-|-|-|-|5,000|
|Total endowment funds|24,573|-|-|-|-|24,573|
|**Total funds**|**6,780,366**|**3,308,658**|**(3,235,895)**|
**536,289**|**-**|**7,389,418**|
General funds represent the funds of the charity which are not designated for particular purposes. The Designated fund is unrestricted funds which have been put aside at the discretion of the General Council for the particular purpose described in Note 1 “Fund accounting”. In November 2021 CIWM entered into an 18month funded partnership with an international non-governmental organisation, WasteAid UK, for £150,000. The aim of this project is to support the development of waste management in the Greater Banjul Area of The Gambia. In 2021 CIWM transferred £250,000 to the Designated Fund to be used for projects to be agreed in the future with the Waste Environmental Education Research Trust (WEERT).
The Permanent Endowment funds were established to provide capital funds for investment from which the income arising should be applied for awards to further the objectives of CIWM. To separate individual movements for each award would be unduly onerous given the size of the funds. Therefore, the net deficit between income arising and awards made has been treated as a movement on general funds.
Together, we stand for a world beyond waste
55
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **15 Statement of funds** ( _continued_ )
## **Group – for the year ended 31 December 2020**
||**1 January**|||**Investment**||**31 December**|
|---|---|---|---|---|---|---|
||**2020**|**Income**|**Expenditure**|**Gain/(Losses)**|**Transfers**|**2020**|
|||||**s**|||
||£|£|£|£|£|£|
|**General funds:**|7,029,851|2,850,894|(3,238,467)|
113,515|-|6,755,793|
|**Designated funds:**|||||||
|Projects|-|-|-|-|-|-|
|Total unrestricted funds|7,029,851|2,850,894|(3,238,467)|
113,515|-|6,755,793|
|**Endowment funds:**|||||||
|_Permanent endowment Funds_|||||||
|James Jackson award –|250|-|-|-|-|250|
|est. 1948|||||||
|PEEL Peoples Cup – est.|1,000|-|-|-|-|1,000|
|1988|||||||
|James Sumner award – est.|12,323|-|-|-|-|12,323|
|1982|||||||
|Henry Daley Memorial|||||||
|Award|6,000|-|-|-|-|6,000|
|Frank Robinson Memorial|||||||
|Award est. 2007|5,000|-|-|-|-|5,000|
|Total endowment funds|24,573|-|-|-|-|24,573|
|**Restricted Funds:**|||||||
|Scottish Waste Award|21,073|-|(21,073)|
-|-|-|
|est. 2013|||||||
|WAMITAB|-|-|-|-|-|-|
|Total restricted funds|21,073|-|(21,073)|
-|-|-|
|**Total funds**|**7,075,497**|**2,850,894**|**(3,259,540)**|
**113,515**|**-**|**6,780,366**|
Together, we stand for a world beyond waste
56
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **15 Statement of funds** _(continued)_
**Charity – for the year ended 31 December 2021**
||**1 January**|**1 January**|||**Investment**||**31 December**|
|---|---|---|---|---|---|---|---|
|||**2021**|**Income**|**Expenditure**|**(Losses)/**|**Transfers**|**2021**|
||||||**Gains**|||
|||£|£|£|£|£|£|
|**General funds:**|6,746,339||3,102,424|(2,937,207)|
536,289|(400,000)|
7,047,845|
|Projects- WEERT||-|-|-|-|250,000|250,000|
|Projects- WasteAid||-|-|(150,000)|
-|150,000|-|
|Total unrestricted funds|6,746,339||3,102,424|(3,087,207)|
536,289|-|7,297,845|
|**Endowment funds:**||||||||
|_Permanent endowment_||||||||
|_Funds_||||||||
|James Jackson award – est.||250|-|-|-|-|250|
|1948||||||||
|PEEL Peoples Cup – est.||1,000|-|-|-|-|1,000|
|1988||||||||
|James Sumner award – est.||12,323|-|-|-|-|12,323|
|1982||||||||
|Henry Daley Memorial||||||||
|award||6,000|-|-|-|-|6,000|
|Frank Robinson Memorial||||||||
|Award est. 2007||5,000|-|-|-|-|5,000|
|Total endowment funds||24,573|-|-|-|-|24,573|
|**Total funds**|**6,770,912**||**3,102,424**|**(3,087,207)**|
**536,289**|**-**|**7,322,418**|
The Permanent Endowment funds were established to provide capital funds for investment from which the income arising should be applied for awards to further the objectives of CIWM. To separate individual movements for each award would be unduly onerous given the size of the funds. Therefore, the net deficit between income arising and awards made has been treated as a movement on general funds.
Together, we stand for a world beyond waste
57
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **15 Statement of funds** _**(continued)**_
**Charity – for the year ended 31 December 2020**
||**1 January**|||**Investment**||**31 December**|
|---|---|---|---|---|---|---|
||**2020**|**Income**|**Expenditure**|**(Losses)/**|**Transfers**|**2020**|
|||||**Gains**|||
||£|£|£|£|£|£|
|**General funds:**|7,019,393|2,817,478|(3,204,047)|
113,515|-|6,746,339|
|**Designated funds:**|||||||
|Projects|-|-|-|-|-|-|
|Total unrestricted funds|7,019,393|2,817,478|(3,204,047)|
113,515|-|6,746,339|
|**Endowment funds:**|||||||
|_Permanent endowment_|||||||
|_Funds_|||||||
|James Jackson award – est.|250|-|-|-|-|250|
|1948|||||||
|PEEL Peoples Cup – est.|1,000|-|-|-|-|1,000|
|1988|||||||
|James Sumner award – est.|12,323|-|-|-|-|12,323|
|1982|||||||
|Henry Daley Memorial|||||||
|award|6,000|-|-|-|-|6,000|
|Frank Robinson Memorial|||||||
|Award est. 2007|5,000|-|-|-|-|5,000|
|Total endowment funds|24,573|-|-|-|-|24,573|
|**Restricted Funds:**|||||||
|Scottish Waste Award|21,073|-|(21,073)|
-|-|-|
|est. 2013|||||||
|Total restricted funds|21,073|-|(21,073)|
-|-|-|
|**Total funds**|**7,065,039**|**2,817,478**|**(3,225,120)**|
**113,515**|**-**|**6,770,912**|
In November 2020 trustees approved the proposal by the SWRC partner committee made up of SESA, SEPA, CIWM Scotland centre and the Glasgow Caledonian University, to transfer the remaining funds of £21,073 held in the Scottish Waste Award restricted fund to support the SWITCH forum (Scottish Waste Industry Training, Competency, Health & Safety).
Together, we stand for a world beyond waste
58
## **Chartered Institution of Wastes Management**
## **Notes to the Financial Statements for the year ended 31 December 2021**
## **16 Consolidated Statement of Financial Activities for year ended 31 December 2020**
|||**Unrestricted funds**|**Unrestricted funds**||||
|---|---|---|---|---|---|---|
||_Note_|**General**|**Designated**|**Endowment**|**Total funds**|Total funds|
|||**Funds**|**Funds**|**& Other**|||
||||**£**|**Restricted**|**2020**|2019|
|**Income**||**£**||**funds**
**£**|**£**|£|
|**Income from charitable activities:**|||||||
|Membership subscriptions||**745,720**|**-**|**-**|**745,720**|737,659|
|Affiliated Organisation income||**314,873**|||**314,873**|286,084|
|Regional centre income||**4,926**|**-**|**-**|**4,926**|93,201|
|Charitable trading income||**438,232**|**-**|**-**|**438,232**|1,072,184|
|Income from provision of qualifications||**1,137,401**|**-**|**-**|**1,137,401**|1,183,781|
|**Income from trading activity:**|||||||
|Commercial trading operations||**-**|**-**|**-**|**-**|237,367|
|Investment income|_8_|**103,490**|**-**|**-**|**103,490**|97,600|
|Interest receivable||**3,845**|**-**|**-**|**3,845**|14,657|
|Other income||**102,407**
|**-**
|**-**|**102,407**
|52,881
|
|**Total income**||**2,850,894**|**-**|**-**|**2,850,894**|3,775,414|
|**Expenditure**|||||||
|**Expenditure on raising funds**|||||||
|Investment management||**(31,272)**|**-**|**-**|**(31,272)**|(30,878)|
|Commercial trading operations||**(998)**|**-**|**-**|**(998)**|(162,887)|
|**Charitable activities:**|||||||
|Charitable trading expenditure||**(229,529)**|**-**|**-**|**(229,529)**|(452,084)|
|Provision of qualifications||**(259,349)**|**-**|**-**|**(259,349)**|(243,401)|
|Staff costs||**(1,721,448)**|**-**|**-**|**(1,721,448)**|(1,884,193)|
|Regional centre expenses||**(16,458)**|**-**|**-**|**(16,458)**|(88,757)|
|Committee directed costs||**(41,573)**|**-**|**-**|**(41,573)**|(73,328)|
|Committee running costs||**(5,714)**|**-**|**-**|**(5,714)**|(18,670)|
|Premises costs, postage, stationery,||**(471,113)**|**-**|**-**|**(471,113)**|(490,096)|
|communications|||||||
|Restructuring costs|_5_|**(271,358)**|**-**|**-**|**(271,358)**|-|
|Honoraria||**-**|**-**|**-**|**-**|(1,250)|
|Travel and accommodation||**(11,341)**|**-**|**-**|**(11,341)**|(56,429)|
|Insurances and other Professional fees||**(57,384)**|**-**|**-**|**(57,384)**|(78,452)|
|Amortisation||**(48,224)**|**-**|**-**|**(48,224)**|(45,411)|
|Depreciation||**(50,240)**|**-**|**-**|**(50,240)**|(33,958)|
|Financing costs||**(22,466)**|||**(22,466)**|(34,429)|
|Grant to SWITCH Forum|_15_|**-**
|**-**
|**(21,073)**|**(21,073)**|-|
|**Total operating expenditure**||**(3,238,467)**
|**-**
|**(21,073)**|**(3,259,540)**|(3,694,223)|
|**Net operating income/ (expenditure)**||**(387,573)**|**-**|**(21,073)**|**(408,646)**|
81,191|
|**Net gain on the sale of fixed assets**||**-**|**-**|**-**|**-**|488,310|
|**Net gains/ (losses) on investment assets**||**113,515**
|**-**
|**-**|**113,515**|507,294|
|**Net income/ (expenditure)**||**(274,058)**|**-**|**(21,073)**|**(295,131)**|
1,076,795|
|Transfers between funds||**-**|**-**|**-**|**-**|-|
|**Net movement in funds**|5|**(274,058)**|**-**|**(21,073)**|**(295,131)**|
1,076,795|
|**Total funds brought forward**|_15_|**7,029,851**
|**-**
|**45,646**|**7,075,497**|5,998,702|
|**Total funds carried forward**|_15_|**6,755,793**
|**-**
|**24,573**|**6,780,366**|7,075,497|
Together, we stand for a world beyond waste
59
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **17 Analysis of group net assets between funds**
|**Analysis of group net assets between funds**||||
|---|---|---|---|
||**Unrestricted**|**Endowment**||
||**Funds**|**& Restricted**|**Total**|
|||**funds**||
||**£**|**£**|**£**|
|**_Fund balances at 31 December 2021 are represented by:_**||||
|Tangible and intangible fixed assets|109,715|-|109,715|
|Investments|5,914,019|24,573|5,938,592|
|Current assets|2,200,181|-|2,200,181|
|Current liabilities|(859,070)
|-
|(859,070)
|
|**Total net assets**|**7,364,845**
|**24,573**
|**7,389,418**
|
||**Unrestricted**|**Endowment**||
||**Funds**|**& Restricted**|**Total**|
|||**funds**||
||**£**|**£**|**£**|
|**_Fund balances at 31 December 2020 are represented by:_**||||
|Tangible and intangible fixed assets|147,131|-|147,131|
|Investments|5,320,427|24,573|5,345,000|
|Current assets|2,391,186|-|2,391,186|
|Current liabilities|(1,102,951)
|-
|(1,102,951)
|
|**Total net assets**|**6,755,793**
|**24,573**
|**6,780,366**
|
In the opinion of the Trustees, sufficient resources are held in an appropriate form for each fund to be applied in accordance with any restrictions imposed.
## **18 Commitments**
Future minimum lease commitments under non-cancellable operating leases at 31 December 2021 were as follows:
|_Operating lease rentals payable_
In less than one year
In the second to fifth years inclusive
In more than five years|**Group**
**2021**
**£**
**77,330**
**100,368**
**-**
**177,698**
|Group
2020
£
114,778
112,198
-
226,976
|**Charity**
**2021**
**£**
**77,330**
**100,368**
**-**
**177,698**
|Charity
2020
£
114,778
112,198
-
226,976
|
|---|---|---|---|---|
Together, we stand for a world beyond waste
60
## **Chartered Institution of Wastes Management Notes to the Financial Statements for the year ended 31 December 2021**
## **19 Related party transactions**
Payments made to trustees for other services during the year were as follows:
|yments made to trustees for other services during the year were as follows:||
|---|---|
|_Payment To_:
_Payment From_:
Duncan Simpson Associates Limited
CIWM
Provision of training materials for a virtual training course|**£**
2,000
|
||2,000
|
All transactions relating to payments made by CIWM to trustees for training services are on a third party arm’s length basis at rates comparable with payments to other tutors and consultants. Fee rates paid to all tutors and consultants are monitored and assessed regularly against market rates payable both in the waste industry sector and more widely.
## **20 Taxation**
As a charity, CIWM is exempt from tax on the income and gains arising from its charitable activities and its investments to the extent that the income and gains are applied for charitable purposes.
Together, we stand for a world beyond waste
61