Wetlands International

Annual Review
and Accounts 2016

Contents

2

From the CEO

4

From the chair6

1. Strategy of Wetlands International

8

2. Achievements

10

3. Corporate Communications

22

4. Functioning and management of the organisation

24

5. Resourcing the organisation

30

Annual accounts

33

Annex 1: List of projects

58

Annex 2: List of publications

64

Supervisory Council & Board of Association

66

Management Board of the Foundation

68

Members of the Association

69

Offices and their directors

70

Partnerships

74

Associate experts

76

Specialist Groups

76

Donors77

Corporate Social Responsibility

78

Annual Review and Accounts 2016

Wetlands International

3

From
the
CEO

Unsustainable practices still do dominate andthreaten important peatland areas, but efforts toestablish more sustainable peatland use is startingto build positive momentum – and this promises tobring a positive global impact in terms of enhancing
biodiversity, carbon and water storage, reducing fireand subsidence risks and improving the lives of poorand vulnerable local communities.
Shifts such as these give us good cause for optimism.
However, as investments in hard infrastructure
schemes are accelerating worldwide, it is a struggle tosafeguard wetlands. We are still swimming against thecurrent in this respect. Some of the last river systems
and their productive floodplains are threatenedby hydropower developments, and the rapid
urbanisation of coasts and deltas is encroaching on
the remaining coastal wetland buffers – all of which islikely to raise inland and coastal water risks as well as

In 2016, Wetlands International took some boldsteps towards realising our vision set out in
the Strategy 2015-2025. We set our sights on
safeguarding some of the most biodiverse andthreatened wetland systems in the world andorganised partnerships to step up action for
African mangroves, South-east Asian peatlands
and High Andean lakes. We started to implement
two major programmes in partnership with theDutch Ministry of Foreign Affairs and development
and humanitarian organisations, that will
empower civil society to influence natural resource
management across the landscape and build
resilience to water and climate shocks in twelve
countries.
In this Annual Review, we highlight some of ourbreakthroughs, which normally come about after
decades of work. In this regard, I want to mention
that 2016 was a turning point for our work on
peatlands, which make up a large proportion of
the world’s wetlands. Governments in Indonesia,
Mongolia, Russia and Europe, and key private
sectors (for example palm oil, pulp-for-paper,
peat extraction), adopted policies, strategies andpledges to avoid the development, conversion
and degradation of intact peatlands, and torehabilitate degraded peatland landscapes.

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Annual Review and Accounts 2016

impacting endangered species.
You can find examples in this report of how Wetlands
International is playing a vital role to bring key
wetland knowledge to the fore to help inform andre-orientate planning for development. For example,in Mali and Kenya we supported catchment level
analyses and communicated the costs to society of
impacting wetlands, and the distribution of benefits
linked with alternative water management scenarios,
in which safeguarding and restoring ecosystems as
natural infrastructure were included. By sharing suchknowledge with stakeholders, stimulating dialogue
and implementing pilot projects, we have made some
progress in breaking down sectorial barriers, which
are otherwise acting as a brake on implementing
wetland solutions.
Through implementing landscape-scale programmes,
working with partners and profiling successes, we arebuilding political will and trust in wetland solutions
and leveraging public and private investments. I
would like to thank all of our members and partners
who worked with us in 2016!

Jane Madgwick
Chief Executive Officer

Woman in mixed freshwater and peat swamp forest, Papua. By Marcel Silvius

Wetlands International

5

From
the
Chair
Addressing institutional development, the Council
gave considerable focus to risk management and adecision to revise the internal management structure,including the establishment of a Management Team
which will facilitate staff engagement in making of
regular tactical choices for the organisation.
2016 saw the departure of Mr Harry Dijksma who
contributed his financial expertise in the Supervisory
Council and as Treasurer of the Board of Association.
The Council and the Management Board are very
grateful for his valuable contributions and dedication
over the past five years. The Council also welcomed
The Supervisory Council was active in advising
the Management Board in 2016 and monitoring
the organisation’s progress. The increasing
profile and outreach of the organisation is very
positive and I was pleased to join the CEO inwelcoming Vice Minister Chen Fengxue from
China in the Head Office to firm up themes forcollaboration on wetlands and for the signing ofa new Memorandum of Understanding. The year
saw the start-up of two, five-year multi-country
programmes under a strategic partnership with the
Netherlands government and the establishment of
a portfolio of major programme ambitions by the
network that now drive concerted action towards
our strategy goals. The Council enthusiasticallysupported these developments. In monitoring
resource development, the Council notedsignificant progress in converting prospects into
contracted programmes. During the year, several of
our major, long-term programme ambitions wereresourced through the acquisition of funds fromnew donors.
The Council guided the development of
an indicator framework that enables theorganisation to track its progress on outcomesachieved, contributing to the Strategy goals,
as reported for the first time in this document.

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Annual Review and Accounts 2016

the arrival and appointment of Ms Angelique Groesz
as a new member with financial expertise as wellas the appointment of Professor Edward S. Ayensu
as a new member with international development
expertise and extensive networks, valuable especiallyto our work in the African continent.
The Board of Association gave attention to specificissues raised by member governments of Wetlands
International, encouraged regular communications
and set out initial plans for the face to face meeting
planned in March, 2018 in India.
On behalf of the Supervisory Council, I would liketo thank the Management Board and all Wetlands
International employees for their continued hard
work towards reaching Wetlands International’s
objective of safeguarding and restoring wetlands forpeople and nature. We look forward to continuing
the progress and achieving the milestones set during
2017.

André van der Zande
Chair

Ede, May 2017
For the Supervisory Council/Board of Association

Asmat husband and wife fishing, Papua. By Marcel Silvius

Wetlands International

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1.
Our
strategy
Wetlands International’s VISION is a world where
wetlands are treasured and nurtured for theirbeauty, the life they support and the resources

Healthy Wetland Nature

Wetlands support a healthy biodiversity and deliver afull range of ecosystem services. Wetland species arethey provide.

no longer in decline. Use of wetlands by stakeholders,

Our MISSION is to sustain and restore wetlands,

biodiversity. People all over the world are inspired byranging from local communities to industry, respects

their resources and biodiversity.

the natural wonders of wetlands, such as the miracle

Our ultimate GOAL is that wetlands are used wisely

understand that wetlands are an essential source ofand restored for the role they play in improving
human well-being and local livelihoods –conserving biodiversity, sustaining the water cycle
and reducing climate change and its impacts.

of migration of many kinds of waterbirds. Theylife and a basis for sustainable development.

Vibrant Coasts & Deltas

People safeguard and nurture mangroves and otherwetlands in deltas and along coasts. These wetlands

We aim to focus our work on the issues and places

are the basis of a prosperous economy in bothwhere wetlands matter the most to people andcities and rural areas, providing rich resources andnature. We have chosen five Streams for our work

protecting people from the ravages of storms andand developed a vision and Implementation

floods.

Strategy with targets for each one. The framingof our work under five Streams helps to facilitate
programme development, the alignment of
resources and tracking of progress.

Blue Lifelines in the Desert

Life in arid and semi-arid landscapes is revived by
securing freshwater flows. Recovery of drylands
and wetlands such as floodplains and lakes createsa productive blue-green mosaic. This dynamic
landscape halts the encroaching desert and provides
a lifeline for animals and people who move andmigrate seasonally.

Replenished Water Stores from
Mountains to Sea

The degradation of wetlands of critical importance forwater storage from mountainous regions to the sea
is reversed. They will again feed the rivers with water,
reduce the risks of harmful flooding and provide
renewed opportunities for biodiversity. This creates amore productive and safer landscape for millions ofpeople and nature downstream.

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Annual Review and Accounts 2016

Peatland Treasures are safeguarded
and restored

own experience. We use this to stimulate governments

revealed: their tremendous carbon storage, ability

throughout our programmes and is the basis for scaling

The full value of peatlands all over the world isto regulate and purify water and precious natural
beauty. From the Arctic to the tropics, and fromthe high mountains to the sea, we maintain thesetreasure troves. We prevent the fires and halt harmful
reclamations that literally put them up in smoke anddown the drain. And we reverse degradation by rewetting desiccated soils and promote their sustainable

and companies to develop and implement effective
policies. This science-policy-practice approach runs
up our impact and informing and enabling others totake action.
Our approach emphasises empowering those who use
or depend on wetlands. Our experience proves thatpolicies and investments can be strongly influenced
through a bottom-up process. By working with localuse.

partners and building the capacity of local communities

How we work

civil society with knowledge and skills to more

The ways in which we work to achieve our mission,
vision and ultimate goal reflect the nature of wetlands
as ecosystems and the wider biophysical and social
context in which they sit. As wetlands are dynamic andconnected to water flows in the wider landscape, weneed to take a systems approach to their conservation
and wise use so they can maintain the water cycle
which in turn underpins sustainable development.
Maintaining or restoring the “health” or ecologicalintegrity of individual wetlands can depend on taking
action far away – and conversely the benefits of water
storage and flood regulation from wetlands can be
felt a long way downstream. Another key dimension tosustaining and restoring wetlands is the long historyof human use and strong cultural connections that
continue to shape this use. For these reasons, we adopt
an integrated socio-ecological approach to conserveand restore wetlands that takes account of the fullrange of benefits that wetlands provide to society in an
entire landscape or watershed.
Our growing influence and impact as an organisation islinked to our approach connecting technical knowledge,
policy dialogue and practical projects in the field. Usingscientific knowledge makes us a well trusted source of
information, while powerful demonstration projects
inspire people to act. We engage in advocacy on topics
for which we have developed knowledge and have ourwhose lives closely connect to wetlands, we empower
effectively engage with governments and the private
sector, influencing decisions which affect them butwhich are made nationally and even internationally.
To leverage significant change, we need governments,
the private sector and civil society to act individuallyand jointly. Wetlands International works with allof these sectors and with knowledge institutions,
often acting as a connector and broker for joined up
initiatives. We engage in strategic partnerships as ameans to enable both the public and private sector tosafeguard and restore wetlands. Specific knowledge
products, tools and pilot examples are enablingmechanisms. By connecting our work across offices
and through partner networks, we combine local
experiences and successes and scale up our impact
to influence national, regional and global policies,
practices and investments.
We have learnt that while we can demonstrate small
scale successes in just a few years, bringing about
positive change for people and nature in large wetland
systems and watersheds takes time. Often it takes morethan a decade. Therefore, we work for the long-termin major wetlands areas. We invest strongly in thedevelopment of local and national relationships
through our presence and forge innovative andstrategic partnerships to maximise our reach andimpact.
Wetlands International

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2.
Achievements
This chapter presents the achievements that wererealised in 2016 and to which we, together withmany other partners, have contributed. We haveorganised these achievements along our 5 streams
of work. For these five streams, which are divided

5

On track to exceed
target (we will achieve
the target before 2020

into sub-strategies, we have developed targets
that we aim to achieve by the year 2020. Based on
our achievements, the below overview summarises
how we assess the progress we are making towards
these 2020 targets.

4

3

2

We expect to achieve
the target by 2020

Substantial progress,
more time required toreach our target

So far, there is no
significant overall
progress

The situation is1

deteriorating and we
can’t manage to make
improvements

Ratings are based on self assessment.

10

Annual Review and Accounts 2016

Sub-strategies & targets for 2020

State of progress
to target

Explanation

HEALTHY WETLAND NATURE
Ambitious, large scale initiatives were
mobilised that will enable concerted action

1.Halt and reverse the loss of wetland

to benefit ‘iconic wetlands’ and flagshiphabitat and species

The extent and quality of habitat has been
improved in 5 iconic wetland ecoregions

3

worldwide and the conservation status of

species in peatlands, riverine, mangrove
and delta ecoregions in Africa, Asia andLatin America. Further work is needed
to define our worldwide portfolio and to

10 flagship species has been improved.

coordinate implementation. The impacts
are likely to be realised beyond 2020.
Our work with governments and private

2. Investment in wetlands as Natural
Capital

3 showcase public and private investments
in wetlands as Natural Capital deliver

sector companies including in Iraq, Brunei,

3sustainable development.

Uganda and Indonesia has leveraged
investments in wetlands as Natural Capital.
The practicalities of quantifying theseinvestments and communicating theoutcomes needs further work.

VIBRANT COASTS & DELTASOur large-scale conservation and

1. Maintain intact coastal wetland
environments

3 high value coastal wetlands totaling atleast 150,000 hectares are conserved andrestoration measures in 5 high-value

3coastal wetlands in Southeast Asia, West
Africa and Latin America are in different
stages of implementation. We expect

restored.

impact at landscape scales beyond 2020.

2. Sustainable coastal production systems

We are well on track to demonstrate

A model for integrated wetland landscapeoptions for improved aquaculture

management involving conservation andlandscape management in Indonesia.

production systems (rice, oil-palm andaquaculture) is implemented in 2 areas,3

contributing to environmental and foodregional initiatives.
Our Building with Nature demonstration

3. Degraded coastlines and heavily

projects on coastal defence in Central

modified environments, including urban
Building with Nature is mainstreamed in
3 landmark urban planning and hydraulicJava, Indonesia and on flood management

4

considered in large-scale plans for urban

community resilience.

development and coastal management.
We supported integrated management

4. Integrated management of deltas
populations and biodiversity in 10 key
deltas across the world.

in Panama City, are being replicated bygovernment partners, transforming earlier
approaches. The principles are being

infrastructure developments, enhancing

Healthy ecosystems sustain humancultivation along West Africa’s coasts
still need to be expanded from pilots tosecurity.

areas

Our efforts to establish sustainable rice4of key deltas in India, Senegal, Kenya,
Argentina and Panama amongst others,
resulting in benefits for biodiversity andlivelihoods.
Wetlands International

11

Sub-strategies & targets for 2020

State of progress
to target

Explanation

BLUE LIFELINES IN THE DESERTWe developed knowledge and decisionmaking tools, mobilised stakeholders
and pilot projects in the Inner Niger Delta

1. Blue Lifelines in the Desert
Improved status of at least 3 major wetland
systems in the Sahel, as part of efforts toachieve sustainable and climate resilientin Mali, Ewasu Nyiro basin in Kenya and3

the Jijiga landscape in the Somali regionof Ethiopia. We intend to translate thesepilots into strong cases for investment indevelopment.

wetlands across the region. Achieving intersectoral collaboration within governments
remains challenging.

REPLENISHED WATER STORESFROM MOUNTAINS TO SEA
1. Save and restore mountain water towers

We had no active projects during 2016,

Investments in restoration and sustainable

while a new initiative for the Andes wasmanagement of high altitude wetlands in 2
ecoregions committed to by governments

2and International Finance Institutions.

developed and secured. In 2017, we willdevelop a major new initiative in the
Himalayas.
We supported knowledge development,

2. Water and food secure wetland

awareness raising and stakeholder

communities

mobilisation in the Tana Basin, Kenya; thePublic and private investment

Agusan Basin, Philippines; and the Central

commitments in 6 watersheds to safeguard

4

Rift Valley, Ethiopia. In two watersheds inand restore freshwater wetlands as

Bihar and Odissa, India and one in Kenya,measures for water and food security.

we established a strong foundation for
future work with local partners.
We engaged in demonstrating the casefor investment in floodplain restorationin the middle reaches of the Rhine in

3. Floodplains for safety and security
Public and private investmentcommitments for 3 flagship landscape scale
floodplain restoration programmes

Germany, the Lujan river in Argentina and3

the floodplains of the Ganges in Bihar
State in India. A change in thinking withingovernment and the private sector isneeded to translate theoretical and small
scale studies and pilots into large scale
investments.

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Annual Review and Accounts 2016

Sub-strategies & targets for 2020

State of progress
to target

Explanation

PEATLAND TREASURES
Our advocacy over past years came tofruition, resulting in policies, strategies
and pledges to avoid the development,

1. Protect and conserve the remaining

conversion and degradation of intact

intact peatlands

Governments and key private sector actors(drivers of conversion) in at least 4 key
peatland regions have active policies topeatlands in Indonesia, Mongolia, Russia

3and Europe, and in key private sectors(palm oil, pulp-for-paper, peat extraction).
Despite this, business as usual in terms

avoid the development, conversion andof the conversion of intact peatlands

degradation of intact peatlands.

continues unabated in many countries,
and particularly in the part of the palm oil
sector that operates outside the RSPO.
Triggered by the commitments gained
through our evidence-based advocacy inConventions (UN Framework Convention on

2. Rehabilitate and restore degraded

Climate Change, UN Convention to Combat

peatlands

Desertification, Ramsar), governments

Governments and key (peatland based)
private sector invest in at least 5 peatland
regions have reversed the degradationof over 3 million hectares of degraded(Russian Federation, Indonesia, European

4

Union, Mongolia) and industry groups(Roundtable on Sustainable Palm Oil,
Responsibly Produced Peat), investments

peatlands (7% of the global area ofin peatland rehabilitation are being

degrading peatlands) achieving substantialcommitted to and implemented. The

greenhouse gas emission reductions.

targets of the governments of Russia andIndonesia alone will lead to the restorationof 3 million hectares.

3. Develop and promote sustainable

The multi-stakeholder dialogues that weland-use on re-wetted peatlands

stimulated have resulted in commencement

Governments and key (peatland based)
private sector (e.g. palm oil, pulp for paper,
biofuels) as well as local communities areactively piloting or upscaling paludiculture
as an innovative means for sustainable
and peatland landscape management andclimate change mitigation.

of private sector engagement in

3

paludiculture pilots in the EU, Indonesia
and Russia. However, much more buy-infrom governments and private sector will
be needed to achieve substantial reductionof GHG emissions while maintaining
productive use of peatland areas.

Wetlands International

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Healthy wetland nature
Halt and reverse the loss of wetland
habitat and species
1. International Waterbird Census – 50 years of

2. European Commission keeps robust naturelegislation intact

In December 2016, the European Commission

making citizen science indispensable

decided not to revise the Birds and Habitats

For half a century, we have coordinated anlegislation intact, and instead develop an Action

increasing number of volunteers, professionals
and amateurs world-wide to provide annual bird
count data for the International Waterbird Census(IWC). This data is used to set policies, identify
conservation priorities, and inform site and species
management throughout the world. Over the years,
the number of sites where birds are counted has
grown to tens of thousands, with upwards of 40
million birds counted annually. In 2016, for the50th annual count, we put the IWC in the global
spotlight, with our ‘Let’s make it count’ campaign,
resulting in 14 new countries participating andadditional new bird counting volunteers andsites in other countries, significantly raising the
IWC’s profile. This increased the quality of thecensus and its utility for conservation action. The
campaign received widespread press coverage andgenerated stories on the importance of waterbirds
as wetlands indicators in, among others: the BBC,Times of India, Daily Mail, Radio Praha, INSKN andseveral publications in Malaysia, China, Argentina,
India, Indonesia, Uzbekistan and Oman.
Building with Nature project, Indonesia.

Directives but to keep the Union’s robust nature
Plan to address shortcomings in implementation,
investment and coherence with other EU policy
areas. We were among the partners consulted
to see whether the Directives were still ‘fit for
purpose’. We provided data and knowledge
gathered from the 50 years of the IWC, highlighting
the effectiveness and benefits these Directives havebrought to wetland habitats and their associatedwaterbirds.
3. Oman recognises importance of Barr Al Hikman
wetlands

Barr Al Hikman is a very important site for wadersin the Asian - East African Flyway, with more than
500,000 waterbirds using the site in January alone.
It is also of crucial importance for sea turtles andwhales. The Ministry of Environment and Climate
Affairs (MECA) of Oman increased its focus on theconservation of Barr Al Hikman and started theprocess for designating it as a Ramsar Wetlandof International Importance. We conducted acomprehensive survey of the site, with support
from Shell Development Oman, and presented theresults in a World Wetland Day event. We used it
in an awareness raising session for universities,
NGOs, government representatives, embassies, andoil, gas and water companies. After the survey, we
continued to engage with MECA to document theimportance of the site.

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Annual Review and Accounts 2016

Investment in wetlands as Natural Capital
4. Integrating community livelihood improvement

to deliver the pipeline with the highest possible
international biodiversity performance standards ofthe International Finance Corporation. This means

with wetland conservation in the Niger Delta

No Net Loss of natural habitat, and even a Net Gain

Working with Nigerian NGOs Living Earth Nigeria

Biodiversity and Livelihood Advisory Committee

Foundation and the Nigerian Conservation
Foundation and with sponsorship from Shell,
we helped three communities in the Nigerian
Niger Delta - Abobiri, Obia-yagha and Opume –to improve the way they manage their wetland
environment. To stop the unsustainable use of
wetlands, such as mangrove cutting, community
members were given access to micro-credits toadopt more sustainable livelihoods, like fishingand snail farming. One of the conditions for getting
access to the micro-credits was participation inwetland restoration activities, such as planting
wetland trees or clearing overgrown waterways.
Through this innovative approach, we combined theimprovement of livelihoods with the conservationof the environment.
5. Improving environmental impact assessment
legislation in Nigeria

The Federal Government of Nigeria adopted
changes to its Environmental Impact Assessment
legislation to ensure better integration of
wetland values in development decision making.
This is expected to result in more responsible
development, benefiting people and biodiversity.
We led the review of the legislation, in
collaboration with Niger Delta universities, NGOs
and government.
6. Oil companies commit to the highest

biodiversity performance standards in East Africa
The East African Crude Oil Pipeline covers a 1,445
km corridor running from Western Uganda to
Tanzania’s Indian Ocean coast, passing and crossing
many environmentally and socially sensitive
areas. The oil companies and partners in Uganda(Total, Tullow and CNOOC) committed themselvesof critical habitat. We chaired the independent(BLAC) for the project in 2016 and actively solicitedthe inclusion of the East African Crude Oil Pipeline
project in its mandate.
7. Shell routinely assesses green infrastructure
options in its projects

Shell considers green infrastructure solutions inproject development. We have explored the valueof green infrastructure solutions with Shell since
the early days of the partnership and for a numberof projects, actively advocating their potential andvalue. In follow up we are working with Shell todevelop a tool which will help companies assess
benefits and design criteria of green infrastructure.
8. Salus Natural Reserve, Uruguay, nominated as a
Ramsar site

The government of Uruguay nominated the Salus
Natural Reserve as a Ramsar site, based on ourfield surveys that demonstrate the high value of
this wetland as a water reservoir, contributing
to the protection of the heads of two important
river basins in Uruguay. The diverse area includes
karst systems and is home to some rare species ofamphibians. We coordinated and developed thewetland inventory and provided technical advice.
9. Quantifying residual impact in peat swamp
forest in Brunei

Following seismic survey activities in Rasau’sforest areas of Brunei, Brunei Shell Petroleum took
measures to restore impacted areas of peatswamp.
We have quantified the biodiversity survey thatwas subsequently undertaken to capture any
outstanding residual impacts in order to inform
potential further offset actions.

Wetlands International

15

Argentina

Vibrant coasts and deltas
Maintain intact wetland environments
1. Community-based restoration accomplished in

Saloum Delta, Senegal

Cacheu National Park, Guinea-Bissau

In 2016, communities across the entire Saloum

In Cacheu National Park (50.000 ha), Guinea-Bissau,

harvesting technique. By cultivating oysters on

we worked with local communities to restore 100
ha of abandoned rice fields through an EcologicalMangrove Rehabilitation approach, that involves
the restoration of hydrology, soil remediation andenrichment planting. We enabled communities thatlive in the park’s buffer zone to adopt sustainablefisheries activities, reduce fuelwood use for fishsmoking, and engaged them in the monitoringand protection of waterbird colonies. In return weprovided them with support for sustainable farming
activities. The establishment of a community-based
protected forest is currently underway and pending

Delta in Senegal, adopted the sustainable oyster
wooden racks, communities no longer rely on aharmful harvesting technique that involves the
cutting of mangrove stilt roots. Biodiversity benefitsof the new method are substantial: mangrovesthat grow along the creeks no longer die, and theirvalue as nursery grounds is sustained for fish andas feeding grounds for birds and enigmatic species
such as manatees. Several years ago, we introduced
this harvesting technique by providing small grants
to villages, and since then community members
moved on to autonomously upscale and replicate
the approach in the entire Delta. In the next few

approval by the government.

years we will support communities to access new

2. Restoration plan developed for Panama lagoon

price for their oysters.

For the first time in Panama, a private land owner

4. Wetland destruction rejected in Manila Bay,

granted permission to restore a degraded wetland
on his property. It concerns the 150 ha Las Lagas
Lagoon, which lost its mangroves decades ago
when it was disconnected from the sea by a dam.
Following an intensive dialogue, we developed arestoration plan, based on an in-depth assessmentof the hydrology and ecology. In 2017 we plan
to remove the dam, paving the way for natural
recovery of the system.

16

3. Sustainable oyster farming adopted across theAnnual Review and Accounts 2016(urban) markets to ensure they command a higher

Philippines Ramsar site

The Philippines government rejected a request
for urban development in a 635 ha Ramsar site in
Manila Bay. The decision was based on informationon the social, economic and biodiversity value ofthe mangroves and mudflats in the area, that weand other NGOs provided. This is part of a broader
effort to inform sustainable urban development
and environmental rehabilitation of the bay.

Sustainable coastal production systems
5. Sustainable shrimp farming boosts nature and7. Indonesia and the Netherlands agree to scale
up Building with Nature to restore coasts

incomes in Indonesia

The governments of Indonesia and the Netherlands

50 Farmers in Demak, in Central Java, Indonesia,

coastlines in Northern Java, and to establish an

adopted sustainable shrimp farming on 116 ha ofland. The approach does not require the use ofharmful chemicals and facilitates the restorationof mangroves nearby. This resulted in bringing
back important biodiversity values, increased
wild capture fisheries, improved water quality
and enhanced the aesthetic values of the coastal
landscape. The farmers increased their shrimp
yields from between three and twentyfold, realisinga 300 to 900 percent rise in income. The measures
followed from a farmer field school training to
130 farmers that was led by Blue Forests andWageningen University. Based upon this success,new field schools will be organised in the next
few years, ensuring substantial upscaling of theapproach.

Degraded coastlines and heavily modified
environments, including urban areas
6. Panama City adopts Building with Nature to
reduce flood risk

The Panama City administration announced it will
invest 50 million USD to reduce flood risks, basedon Building with Nature principles. This includes
measures to restore riverbeds, create wetland
reservoirs and dikes, conservation of the remaining

agreed to collaborate on the restoration of eroding
Indonesian innovation platform on Building with
Nature that will guide national level upscaling of
this approach. Recognition for Building with Nature
as a landmark innovation has been spurred byour demonstration project in Demak, which won
the Vernufteling, the most prestigious engineering
prize in the Netherlands. The Demak project waspresented during the trade mission of Dutch
Prime Minister Rutte to Indonesia as a leading
example of good collaboration between the Dutch
and Indonesian water sectors. Currently we are
exploring opportunities with government agencies
in the Philippines, Malaysia and Suriname forreplication of the approach.
8. Mangrove restoration included in plans to assist
Philippines hurricane recovery

For the first time, different ministries of thePhilippines government sat together, along with
Dutch water sector partners, to develop a joint
masterplan following hurricane Hayan that
destroyed the Tacloban coastline. Elements of themasterplan, including restoration of around 10 km
of mangroves, are currently under consideration for
funding. We brought the various partners together
and introduced an ecosystems approach. However,an alternative plan from Japan, involving a large sea
dike is also under consideration.

wetlands and other measures to restore thehydrology in the area. We coordinated the PanamaDutch Water Dialogues which helped the city todevelop this flood risk reduction plan and to definebuilding codes that prevent future loss of wetlands
from urban developments.
Vice Mayor Raisa Banfield of Panama City announcing
the USD$50mln flood risk reduction measures that
include urban wetland reservoirs to the press. Next
to her are Ambassador Dirk Janssen, Mayor Jose I.
Blandon, and Dutch water expert Klaas de Groot.
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17

Blue lifelines in the desert
1. Governments commit to develop an

3. Flood prediction tool helps avert disaster in

The Ministries of Water, Science and Environment

The uptake and use of OPIDIN, a flood predictionin Mali and Guinea publicly committed totool we co-developed some years ago, increased

establishing an environmental flow for the Niger

significantly during 2016. With our partners, weRiver to sustain Mali’s Inner Niger Delta wetlands.

engaged humanitarian and government actors to

The environmental flow definition will include theraise awareness of the timing and extent of thequantity, timing, and quality of water flows requiredpredicted major flood event. This helped avert

to sustain freshwater ecosystems. This will provide

disaster for people across the Inner Niger Delta ina guide to underpin water resource planning anda year of unusually high floods. Communities andmanagement to help safeguard the wetlands in theinvestments at risk from flooding were identified

face of irrigation and hydropower development

and moved to manage the risk. International

upstream. We convened key government actors

partners continue to improve the tool.

environmental flow in the Upper Niger basin

Mali

together with an array of national and international
experts to shape this agreement.
2. Governments commit to a regional knowledge
hub in the Upper Niger and Inner Niger Delta

The Niger Basin Authority, together with the Malianand Guinean Ministries responsible for water,
agreed to cooperate on the development of a

Replenished water
stores from mountains
to searegional knowledge hub. This information system
on water management, the environment and thesocial and economic benefits of ecosystems will
be hosted within the Niger Basin Observatory. It
is a key step in helping to make better informed
policies and investments in water and food security(e.g. irrigation and hydropower). Working with our
local and international partners, we developed avision and approach to the knowledge hub andconvened the main stakeholders to discuss andcommit to its co-development.
Fisher with nets, Inner Niger Delta.
By Jane Madgwick

Water and food secure wetlandcommunities
1. Public debate stimulated on development
trajectory of Kenya’s Tana River

The launch of our study on the impacts ofhydropower and irrigated agriculture in Kenya’s
Tana River Basin stimulated an active debate on the
future development trajectory of the Tana River. Codeveloped with UNEP and the Dutch government,
the report illustrated some uncomfortable truths
regarding the trade-offs between the government’s
goals for energy and agricultural production, andthe sustainable use of wetlands and community
livelihoods. Through launch events, a video andmeetings with the government and civil society,we ensured that the main messages have received
wide exposure and set the scene for further
dialogue on development in Kenya.

18

Annual Review and Accounts 2016

2. Ecosystem-based approaches integrated into
Disaster Risk Reduction Roadmap in India

in 2017 and reductions in downstream flooding
are anticipated through investments, uptake andupscaling.

The Government of Bihar, India adopted a‘Roadmap for Disaster Risk Reduction 2015 – 2030’
in March. The Roadmap is a guidance document for
all stakeholders involved in Disaster Risk Reduction

5. Government of the Somali region, Ethiopia,

commits to use a master plan approach to reduce
drought risk

activities and will form the basis of action in all 38
districts of the State. The Roadmap has dedicated

The Atlas of the Upper Fafan catchment insections on wetlands, ecosystems and climate

Ethiopia’s disaster-prone Somali region provides

change, and indicates how best to integrate

the basis for understanding the landscape andDisaster Risk Reduction approaches with Climate

identifying improved land and water management

Change Adaptation. We assisted the drafting

measures to halt and reverse environmental

together with Caritas India and the NGO SEEDS, anddegradation. The government has committed to use

will guide the uptake and implementation of the

our Atlas as a Master Plan for any efforts to improveplan.

food and water security and for Disaster Risk
Reduction. Using accompanying implementation

3. Indian government commits to integrated

resource management approaches for disastermanagement

manuals, maps and case studies, we are working
with our partners, local governments andcommunities to address the underlying ecosystemdegradation that is contributing to floods and

The Indian National Disaster Management

droughts.

Authority (NDMA) agreed to include integrated
natural resource management approaches in the
recently adopted National Disaster Management
Plan (NDMP) and its guidelines that support
implementation. We initiated this development
together with our partner SEEDS. Once in place,disaster risk planning and management will
safeguard wetlands as key natural assets which
provide resilience to natural hazards.
4. Local government in the Philippines commits toinvesting in wetland restoration for Disaster Risk
Reduction

Ecosystem-based Disaster Risk Reduction
principles and measures were integrated into
local government policy and programming in the
Agusan River Basin, Mindanao, Philippines. This wasunderpinned by a knowledgebase on landscapescale risk assessment and increased awareness on
the root causes of risk, along with capacity building
amongst the local government and communities.
We collaborated with the Red Cross, CARE andlocal knowledge institutes providing input to local
partners. Ecosystem restoration pilots will start

Floodplains for safety and security
6. Civil society and government dialogue making

progress towards restoration of the Lujan River inArgentina

Local civil society organisations and government
water and environment agencies in the Lujan Basinare now actively in a dialogue concerning the future
development path for the river. In recent years,
this largely urban river has come under increasingpressure from housing developments along thefloodplain, and other activities that have reduced
the river’s natural values and increased flood risk
to Buenos Aires. By developing the capacity of civilsociety organisations to understand their rights
and how to defend them, an ongoing dialogue
on the future of the river has been stimulated.
It is anticipated that this will lead to restoration
measures, including innovative approaches
that bring back natural values, which support
biodiversity and increased flood resilience.

Wetlands International

19

Peatland treasures are safeguarded and restored
Protect and conserve the remaining intact
peatlands

4. Responsibly Produced Peat growing in Europe
The peat sector in Europe, including some of

1. Greenhouse gas tool for palm oil finalised

the largest and most influential peat using and

The Round Table on Sustainable Palm Oil (RSPO)

took up the Responsibly Produced Peat (RPP)

issued an addendum to its voluntary Principles andCriteria certification. It provides guidance to palm
oil growers on the themes of no deforestation,no fire, no planting on peat, and reduction ofgreenhouse gases. We were intensively involvedin the development and review of trials of agreenhouse gas accounting tool for growers. The
finalisation of this tool enables the implementationof the RSPO requirement for public reportingof GHG emissions, which we believe will create
significant pressure on the sector to reduce
its carbon footprint, through e.g. setting aside

producing horticulture companies in the sector,
certification scheme issued in 2014, which demands
conservation of intact peatlands and rehabilitationof degraded peatlands. A total of 31 companies areregistered as supporters of RPP and its principles
and criteria are increasingly regarded as thestandard for maintaining a license to operate.
We participated as board member of the RPPFoundation in the development and promotion of
the certification scheme.
5. Global Peatland Initiative establishedpeatland areas for conservation and restoration.

The Global Peatland Initiative, led by UNEP, brought

2. Strategy to improve peatland management

governmental and knowledge institutions) fromtogether leading organisations (NGOs, inter-

underway in Mongoliaaround the world to share knowledge and lessons

The government of Mongolia started thedifferent peatland management practices. As one

development of a National Peatland Strategy inconnection to their climate change mitigation plan,
thereby acknowledging that peatlands play a keyrole in agriculture and ranching in Mongolia but

learned on the positive and negative impacts ofof the lead agencies, we brought in our experiencefrom Indonesia, which can help to prevent
damaging developments in major tropical peatland
areas in Peru and in central Africa.

contribute over 50% of the country’s greenhousegas emissions. We enhanced the knowledgebase
on Mongolian peatlands and brought together
representatives of key stakeholder groups todiscuss and develop priorities for improved
peatland management and restoration. This

Rehabilitate and restore degradedpeatlands
6. 12.5 M certified carbon credits produced

approach sets an example for replication in othercountries and regions, such as the Central Asia

Our private sector partners Permian Global andrepublics and China.

Pt Rimba Makmur Utama produced 12.5 million
certified carbon credits under the Verified Carbon

3. Moratorium on peatland development
strengthened in Indonesia

and restoration of a 200,000 ha peat swamp

The Indonesian government strengthened theplanning, implementation and monitoring.

moratorium on licensing of new developmentsin peatlands. We contributed to this throughpolicy dialogue and provided inputs to plans andstrategies highlighting the need for prioritising theconservation of intact peatlands.

20Standard in Central Kalimantan, enabling protection

Annual Review and Accounts 2016

forest. We contributed through our involvement in

7. Pilot initiatives launched to test alternatives topalm oil on peatlands

The Palm Oil Innovation Group (POIG) started
a discussion on phasing out existing drained

Herdsman in one of our target peatlands forrestoration in Mongolia. By Marcel Silvius
in Sumatra, Indonesia, and their intent to restore
part of these and pilot paludiculture (productionon undrained peat) options in the others. We
campaigned to increase understanding of the
impacts of peatland drainage and have been in
dialogue with APP, providing technical advice.
plantations on peat and investing in sustainable
alternative products which can grow on wet
peatlands, such as Illipe Nut. This was triggered byour campaign on peatland subsidence and flooding
issues, and review of options of Illipe Nut as analternative to palm oil. Several palm oil companies
are now planning pilot projects with Illipe Nutin their peat-based estates. Additionally, several
major players in the pulp-for-paper sector havestarted piloting with indigenous peat swamp forest

11. First Argentina peatlands restored
The hydrology of 15 ha of peatlands in Argentina’s
Natural Reserve of Rio Valdez in Tierra del Fuego
was restored, contributing to the recovery of its
ecosystem functions and services. This was thefirst experience of rewetting a degraded peatland
in Argentina. There is high potential to replicate
restoration in other Patagonian peatlands that weretree species as alternatives to Acacia.

exploited and abandoned after peat extraction.

8. Russia peatlands restoration to expand

together with peatland experts.

Russia approved a plan to scale up of the ecologicalpeatland restoration successes of our PeatRus
project, which restored over 40,000 ha of peatlandsin three regions, with a target of over half a million
ha in 10 regions. We provided technical support toreview the existing policy framework in order to

We coordinated the implementation of the project

Develop and promote sustainableland-use on re-wetted peatlands
12. Exploring and enabling alternatives for
production on peatlands

upscale the ecological rewetting of these peatlands.
9. Indonesian Peatland Restoration Agency
established

Paludiculture is a sustainable and economic
management option for undrained or rewetted
peatlands. We have raised awareness andprovided technical advice to the EU institutions,

The government of Indonesia established aincluding on the necessity to change related EU

national Peatland Restoration Agency (BRG) with

policy frameworks to enable this e.g. on Common

a very ambitious target to restore 2.4 million ha of

Agricultural Policy (CAP), biofuels policies (RED,degraded peatlands by 2020, to address the major

LULUCF) which currently allow or even stimulate

fire and haze issues. We provided technical anddrained peatland use. Paludiculture pilots involving

financial support to the Agency for upgrading fire

farmers, companies, NGOs and scientists have

prevention and fire control capacity in one of BRG’scommenced in Germany and the Netherlands,

priority regions in Central Kalimantan. We also

and upscaling projects and mechanisms are being

obtained start-up funding for the establishment

explored. In Russia, the potential of paludicultureof an Indonesian Peatland Partnership Fund (Danawas reviewed in relation to the need for peatland

Mitra Gambut) for community-based peatland

restoration for fire risk and greenhouse gas

restoration, in support of BRG goals.

emissions reduction. The Forest Research

10. Plantations on peatlands to be retired andrestoredOrganisation (FORDA) of the Ministry of Forestry inIndonesia finalised a guidebook for paludiculture
in Indonesian peatland ecosystems. Based on thisguide, the Indonesian government now stimulates

APP, a major pulp-for-paper company, announced

initiatives for community-based landscape

the retirement of plantations from peatlands

management and restoration. We liaised withlocated in sensitive regions (near protected areas)

FORDA to promote this knowledge development.
Wetlands International

21

3.

Corporate
communications
In 2016 we redesigned the structure and look of

Overall, we published 39 news items and 34 blogs. The

the website. We worked with school children in

new website received 53,673 page views. We gained

Panama. We organised an interactive booth at

1,179 new likes on our Facebook page and 909 new

the Adaptation Futures conference, helping us to

Twitter followers.

collect input from others on the actions needed
to save wetlands. We developed new tools andSome of the most relevant activities around the world

promoted the importance of wetlands for meetingin 2016 are:the Sustainable Development Goals.
• We began the rollout of our new website bylaunching the Head office, Europe, Malaysia andIndonesia websites. We aim to roll out the new
website design to the whole network by 2017. The
website provides the organisation with a fresh,
updated look and better, more user-friendly
features for our visitors.
• We supported World Wetlands Day (2 February)
by highlighting the importance of wetlands
for sustainable development and humanwellbeing and the need to empower those
whose livelihoods depend on wetlands. We had
a photo exhibition at the Ramsar Site Laguna de
Llancanelo in Mendoza, Argentina. In Africa, theMangrove Natural Park of Cacheu in Northern
Guinea-Bissau was chosen to celebrate the day
and we participated in a panel discussion on
wetlands at the National Museum of Kenya.
• On World Water Day (22 March) we promoted themessage “A world without wetlands is a world
without water”.

22

Annual Review and Accounts 2016

Head office communications and advocacy staff• On World Migratory Bird Day (10 May) we• We participated in the biennial conference inhighlighted some of the work we are doing toRotterdam of the Global Programme of Researchtackle the illegal killing of migratory birds. We

on Climate Change Vulnerability, Impacts andorganised the conference “Joining forces for the

Adaptation – Adaptation Futures. We profiled

Conservation of Migratory Birds in Argentina”

our experiences and partnerships, including on

together with the Ministry of Environment andBuilding with Nature from several regions. We

Sustainable Development of Argentina and theran a booth at the conference where we collected

NGO Aves Argentinas, and presented the strategic

responses from attendees to the question: If you

value and achievements of the International

were a time traveler, how would you prevent theWaterbird Census.

loss of ecosystems such as wetlands? All responses
were summarised in this blog post.

• For the first ever International Mangrove Day(26 July) we published a special edition of our• A key theme of the Adaptations Future conference

newsletter in which we shared our guidelines on

was urban deltas and in response we developed

natural mangrove regeneration ‘To plant or not toa brochure ‘Risky Business’, which shares some ofplant?’. In Panama, we organised an educational

our cases for Integrated Risk Management (IRM)

day with schools in San Felix.

with recommendations for priority actions.

• On International Day for Disaster Reduction (13• Our CEO, Jane Madgwick, participated in the UN

October) we shared a message from journalist Fred

High-level Thematic Debate on Achieving the

Pearce, in which he urged the defense of natural

Sustainable Development Goals in New York,

ecosystems, including wetlands.

providing input and evidence to help determine
the qualities of partnerships that may enable• We developed an interactive infographic

innovative solutions.

highlighting how our work in key wetlands can bescaled up to meet the Sustainable Development
Goals. Through this innovative communications
tool, we called on civil society, governments andthe private sector to act for wetlands to securewater for all.

The Mangrove Defenders is an initiative of Wetlands
International Latin America working with children in
the Chiriqui province of Panama. By Sander Carpay
Wetlands International

23

4.

Functioning andmanagement of
the organisation

Staff from across the network at the annual meeting
to discuss strategic priorities, Anyer, Indonesia

Management andGovernanceWetlands International is an independent global
network organisation consisting of 20 offices,which share the name and brand “Wetlands
International”, safeguard one reputation,
implement a joint Strategic Intent and adhere to acommon set of organisational policies.
The Foundation Wetlands International (registeredin the Netherlands as Stichting Wetlands
International) and a number of other offices havean independent legal status in their country ofoperation, while other offices operate underhosting agreements and/or are in the processof becoming independent legal entities. Jointly,
this network of offices guards the unity, main
objectives and global interests of the Association
Wetlands International (registered in the
Netherlands as Vereniging Wetlands International).
Therefore, several mechanisms and safeguards
have been put in place.
All offices and the Foundation Wetlands
International in the Netherlands are legally boundby agreements that stipulate the requirements
an entity needs to comply with, in order to bepart of the Wetlands International network. To
ensure integrity and strategic alignment with thestrategy and organisational interest, the CEO (or its
representative) is a qualitate qua member of thelocal boards of those offices that have acquired an
independent legal status. Other board members,
with a different skill set, experience and network
are better placed to represent local and regional
interests and advise the local management

team on opportunities and threats in the country
or region. Furthermore, the CEO, mandated by theSupervisory Council, can, in exceptional and excessive
cases, resorts to a decisive vote in the appointment
or dismissal of Heads of Office. The specific role of
the Foundation is to guide and support the office
network.
A Global Board, consisting of the Management Boardand the Heads of Offices, is responsible for strategic
priority setting and decision-making on thematic,
programmatic and institutional issues. This includes
a common set of policies, tools and guidelines. It
ensures that the annual planning is in place.
In October 2016, the senior staff of the organisation,
consisting of the Management Board, all Heads ofOffice as well as Programme Managers who play
a global support role, met in Anyer, Indonesia for
its annual meeting to discuss strategic priorities
including annual planning, resource development andthe priorities for joint work between offices. On thatsame occasion the Global Board had its annual faceto-face session.
The Association Wetlands International enables
governmental and non-governmental membershipto the organisation and adopts the Strategic Intent,
which is guiding for the activities of all offices in the
network.
The organisation complies with the principles ofmanagement, supervision and accountability as
laid out by the ‘Code Wijffels’ that describes good
governance of charities in the Netherlands.
The Articles of Association of the Foundation specify
that its executive management and the supervision
thereof be in the hands of the Management Board andthe Supervisory Council, respectively.

24

Annual Review and Accounts 2016

The Foundation Wetlands International and the• By discussing and, following additional action

Association Wetlands International are considered aand clarification of findings by the externalGroup in financial-administrative sense because of a

auditor, approving important decisions of the

combination of the following factors:

Management Board as specified in the Articles of
Association, such as the Annual Review and Plan,• Members of the Supervisory Council of thethe Budget and Strategic Partnerships.

Foundation are also members of the Board of
the Association, and as such appointed by the
Association’s General Members Meeting;• By monitoring progress and developments duringbi-annual full Council meetings and specificreports by the Management Board.

• The Management Board members are appointed,
suspended and dismissed by the Supervisory• Through the annual performance assessment ofCouncil. The CEO reports to the Supervisory Council

the Management Board as a body and the CEO in

and the COO reports to the CEO; andher end responsible role

• The Association’s General Members Meeting adopts• By supporting/advising the organisation withthe ‘Strategic Intent’, which, in accordance with its

regards to strategic and institutional direction

Statutes, is then implemented by the Foundation.

and development.

The Strategic Intent, a global strategy with aten-year outlook is reviewed and redeveloped

The Supervisory Council’s activities during the year

every five years through input from the global

2016 included the establishment of a revised internal

office network and senior management, andmanagement structure, monitoring of the Strategic

through consultation of members and other

Intent 2015-2025 and institutional development. As

stakeholders.

is required annually, the Supervisory Council also
assessed and discussed its own performance.

Consequently, the organisation needs to present

The Supervisory Council and the Board of Association

consolidated financial accounts in its Annual Review.

consist of nine members. In accordance with theestablished profile, the members come from diverse

The Management Board is comprised of the Chiefbackgrounds in order to provide the Council andExecutive Officer and the Chief Operations Officer

Board with the range of expertise, experience and(COO), for whom the profiles are determined bydiversity necessary to fulfil their duties. The members

the Supervisory Council. The Management Board isare appointed in their capacity as individuals, not as

entrusted with the day-to-day management of therepresentatives of other entities. For the Council’s/organisation and the implementation of the strategy.

Board’s composition and scheme of resignation as

Tasks of the Management Board and the Supervisoryof 31 December 2016 please refer to the overview on

Council are defined in the Articles of Association ofpages 66-67.

the Foundation Wetlands International. The Articles of
Association are further elaborated on in the Rules andIn accordance with the guidelines of the Dutch

Regulations.

Central Bureau on Fundraising (CBF) and the Dutch
Good Governance Code for Charities and Cultural

The Supervisory Council is a non-executive body andOrganisations (“Code Wijffels”), we have establishedexerts its supervision mainly through the followingthat during 2016 none of the individual Council

routes:members held primary or additional occupations
that could have given rise to conflicts of interest
with their supervisory role with regards to Wetlands
International.

Wetlands International

25

Optimal use ofresources to realise theobjectives effectively
and efficiently
The Strategic Intent is the main guiding document forthe organisation. For monitoring purposes, targets
have been defined for all sub-strategies. All offices areaccountable for performance against these targets.
Lead persons are appointed for each of the 5 streams
of work. After 5 years the Strategic Intent is updated,following an extensive review process involving all mainstakeholders.
Regional and national five year strategies managedby national Wetlands International offices set out theregional and national contributions to the Strategic

donor requirements. Annual audited accounts as well
as external project evaluations are considered goodpractice to be followed as much as possible, ensuring
a significant coverage of total funds by evaluation.
External evaluations are discussed by the Management
Board to determine the follow-up actions to be taken.
Evaluations can be outcome oriented or process
oriented.
The network had 164 members of staff in 20 offices by
the end of 2016, of which 37 people in the office in the
Netherlands. Five volunteers supported the Foundation
during the year.

Optimal relationships withinterested parties

Wetlands International always works in partnership andengages with the following interested parties:

Intent. The ambitions of the Strategic Intent have beentranslated into an Annual Plan that specifies the results
to be achieved that year, funding to be attained anda. The government and NGO members of the
Association

expenditure for different cost categories. After approvalb. Donor organisationsof the Annual Plan and Budget, the Management Board

c. Selected corporates

is responsible for the implementation.

d. A specialist expert network
e. Scientific institutes

The Strategic Intent is largely implemented throughf. Civil society organisations

projects that vary in length from less than 1 year to up

g. Beneficiaries of its projects

to 5 years. Each project contributes to one or several
strategies of the Strategic Intent, as such ensuring an

Wetlands International does the utmost to ensure

Integrated approach to the wise use and restoration ofthat the information it provides is true and reliable.

wetlands. Annex 1 provides an overview of all projects

Wetlands International’s external communications

that were implemented during 2016.

are guided by its communications policy. The Global
Brand is a reference for all actions of all staff. Overall

26

Project proposal development is an on-going activity ofthe organisation ensures that essential information

the technical staff. Proposals are accepted on the basis

regarding its functioning, such as the Strategic Intent,of content, viability and efficiency by the Management

annual plans and annual reviews are available on the

Board before funding is sought from donors.

website. Members are specifically informed throughImplementation of projects is often carried out

the annual members meeting and are regularly

through joint efforts of several Wetlands International

provided with progress updates and publications.

offices and other partner organisations on the basis

Donors, partners and project beneficiaries are mainlyof contracts. Field visits and technical advice on theinformed as specified and needed within projects. The

implementation are key monitoring activities of thepartnership policy stipulates clear principles about

Foundation. Frequency of project reporting varies fromwhy and how relationships should be developed

quarterly to annually according to size, complexity andand managed. Wetlands International considers as

Annual Review and Accounts 2016

partnerships relationships where it works with thepartner organisation(s) on the basis of equity toachieve jointly formulated objectives, with distinct
contributions from each partner. Partnerships with thecorporate sector are guided by a Steering Committee
in which senior management of both organisations
participate.
In general, publications are made available
electronically for free on the website. The
communications department ensures the relevance,
accessibility and readability of information through thewebsite.
The organisation has established an official complaints
procedure, which is available on the website. There

Staff from across the network brainstorming
communications priorities at the annual strategy
meeting, Anyer, Indonesia

is also a general email address post@wetlands.org,
handled by the support team, who distribute incoming
messages, for handling by relevant staff.

Learning from our practice

We recognise that companies are an increasingly
important stakeholder group in our work to sustain
and restore wetlands, and therefore engagement andcollaboration are an important means to achieve
our goals. During the year, 35 staff from all Wetlands
International offices in the global network received
basic training on essential skills and tools for engaging
with companies. The training was partially provided
by Nyenrode Business University. This enhanced
capacity and lowered the threshold for effectively andstrategically working with companies. The workshops
were a starting point for a capacity building programmethat continues in 2017 with tailored coaching andsupport.
Our partnership with Shell was evaluated internally,
with external facilitation. The results of this evaluation
will be used to inform a possible continuation of
the partnership. The Sustainable Livelihoods andBiodiversity Project in the Niger Delta in Nigeria wasevaluated in October/November by an external auditor.

Wetlands International

27

Our offices
Africa office - Senegal
Mali
Guinea-Bissau
Kenya
Ethiopia
Nigeria
UgandaArgentina
Panamá
Guatemala
China
Japan
Indonesia
Malaysia
Brunei
Philippines
South Asia
European Association
RussiaHead office – Netherlands

28

Annual Review and Accounts 2016

Russia
Netherlands
Europe
Japan

China

GuatemalaPanamaSenegalGuinea Bissau

Mali
South Asia
Nigeria
UgandaPhilippines
BruneiMalaysia

Ethiopia
Kenya
Indonesia

Argentina

Wetlands International

29

5.

Resourcing theorganisation

Activities across the Streams

We aim to focus our work on the issues and places
where wetlands matter the most to people andnature. We have chosen five Streams for our work anddeveloped a vision and Implementation Strategy withtargets for each one.

Our main source of income came from projectfunding. The total project income of the Wetlands
International global network in 2016 amounted
to € 8,5 M. In addition, the members of the
Association Wetlands International contributedwith € 640 K to the organisation. The list of
projects 2016 in Annex 1 gives an overview of
all projects implemented throughout the year,with details on the amounts funded, the project
period, the name and types of donors, which

2015

of the five Streams of our Strategic Intent the
project contributes to, as well as the Wetlands
International offices that participated in project
implementation.

2016

Peatland Treasures
Healthy Wetland Nature
Water StoresBlue Lifelines

30

Annual Review and Accounts 2016

Coasts and Deltas

Division across the network

About half of our 76 projects took place in more than
one country and were implemented by several of our

Project expenditure
per region in 2016

offices. The figure to the right shows the division ofproject expenditures among the continents and basedon where actual implementation took place.

A shift of the project portfolio to theregion2016

We secured project income to a similar level as

previous years. We observe an encouraging trend oflarger, longer-term grants and for programmes thatare managed from our offices in the region where
the impact is intended. For example, upon invitationand together with the DOB Ecology Foundation,
we developed various programmes, including a
10-year, programme on mangroves for the continentof Africa. This programme starts in 2017 and thefunds are received by our Africa office, from where
implementation will be managed. If this trend

Africacontinues, it will lead to a shift in portfolio size fromthe Foundation in the Netherlands to the other network
offices. The Head Office contributes through subcontract arrangements, with technical expertise andinstitutional support as requested by these offices andAsia
Latin America

per overall institutional need.
Europe and Russia
Global and multi-regional

Tibetan girl at first bend of Yellow River, China.
By Marcel Silvius

Wetlands International31

We generally work together with partners in consortia

Millions

Leveraging finance for impact throughconsortia

for programme development and implementation.
we extend our influence and multiply our efforts by

20

working together with many different governments,
companies, knowledge organisations and NGOs, many

15of whom contribute additional finance for programme
implementation. The total project portfolio including10

all consortium partners, calculated for the Foundationand extrapolated to the network for 2016, is estimated5

at 30M EUR.

0

Sources of funding

Project

We have a diverse donor base consisting of

Expenditure

governments, corporates, trusts and foundations,

Wetlands

NGOs and institutes as well as the members of ourInternational

association. The figure below shows the proportions of

Officesthe various sources of funding in 2016, 2015 and 2014.

Government andinstitutional funds
Corporate partners

30
25This means that with a modest portfolio of 8.5M EUR

2014

35

2015

Wetlands

Internationaland Consortium
Partners

Trusts and private foundations
NGOs and institutes

International Association

Annual Review and Accounts 2016

Expenditure

2016

Members of the Wetlands

32

Project

Foundation Wetlands International

Annual Accounts 2016

Introduction
Since the Foundation Wetlands Internationalof 207K Euro profit after a profit of 81K in fiscal year

obtained the CBF1 quality seal in 2011, it is2015 underlines this. This positive result has been

obliged to apply the guideline of VFI2 and reportrealised through a positive result on projects, a better

under ‘Richtlijn 650 voor Kosten Beheer encoverage of the organizational costs through staff

Administratie’. This means that expenses are based

rates claimable on projects and more core funding

on commitments made (contracts signed) during(mainly from the Association).

the reported year. During the reporting year theturnover remained on the same level as in 2015.

Again substantial investments in fundraising had toA higher revenue was budgeted (8.2M) but several

be made to acquire new multi-million, multi-year

projects encountered delays in the startup phase.

projects like two German government (IKI) funded,

The total revenue only partly reflects thean extension to the Peatland Restoration project in

actual level of activities and outcomes for theRussia, DOB tree funded Mangrove Capital Africa.

organisation in 2016. The project activities – as

The cost of fundraising were slightly higher (184K)

measured by expenses during the year (see tablecompared to 172K in 2015.

Realised total expenditure on project activities on
page 41) even show a slight decrease. The realised

In 2016 a lower turnover than 2015 and 2016 budgeted

total expenses on project activities in 2016 of 7.3M

has been realised. The ratio between Cost ofEuro (2015 7.8M and 2014 7.6M) indicate a graduallyManagement and Administration and total expenses

stabilizing level of activity and investment

realised was 18.4% (15.7% 2015 ; 27.2% 2016 budgeted3.

over the years since 2013. The introduction of
subcontracts for shorter periods (one year ideally)

Wetlands International Foundation raises funds frompays off. Equally, the table ‘Employment capacity

governmental organisations (64 % of total income),

and production’ on page 39 shows only a small

from private foundations and corporate partners

increase in FTE (32.9 FTE in 2016 and 32.5 FTE in(18%; ‘own fundraising’), NGOs, public foundations2015).

and institutes (19%; ‘third party).

The accounts show the total expenses allocatedDuring 2016 new contracts and extension of earlier

to each of the five organization’s objectives

acquired contracts were signed. The list of projects(‘streams’). In total 78.3 % of the total expenses

2016 in annex 1 includes all projects that started inwas spent on these objectives (2015 81.6 %).

2016.

Wetlands International’s financial result at the endof the year is influenced by incidental effects of
not always predictable claimable or non-claimable

1 Central Bureau for Fundraisingproject costs during the start-up of projects and in

2 Dutch Association of Fundraising Institutions

the end phase. This is inherent to the nature of an(Vereniging Fondsenwervende Instellingen)organisation depending largely on project funding
and on specific donor regulations. The 2016 result

34

Annual Review and Accounts 2016

3 The generic CBF norm for management andadministration costs is 10%

Wetlands International

35

36

Annual Review and Accounts 2016

Wetlands International

37

38

Annual Review and Accounts 2016

Wetlands International

39

40

Annual Review and Accounts 2016

Wetlands International

41

GeneralAccounting
Principles
The financial statements are prepared according to
the following principles:

GeneralThe annual accounts 2016 have been drawn
up according to generally accepted accounting
principles in the Netherlands and RJ 650 for
Fundraising organisations. Assets and liabilities
in the balance sheet are valued at nominal value.
Cash and bank balances are freely disposable,
unless stated otherwise.
Transactions in foreign currencies are recorded
using the rate at the time of the transaction.
Assets and liabilities denominated in foreign
currency are converted at the exchange rate at the
year-end. Income and expenditure are accounted
for in the year the obligations are related to.
Costs are determined in accordance with theaccounting policies applied to the balance sheet.
The accounting of project commitments is in fullcompliance with RJ650 regulations since 2012.
Consequently the total value of a contract witha subcontractor is charged as project cost in thereporting year the contract is entered into. Losson projects is taken upon recognition. At theend of the related project period all projects aresettled against actual costs in accordance with thecontract of the related donor.
Accounting principles for the different elementsof balance sheet and statement of income andexpenditure are explained in the notes.

Provisions

Provisions are made for obligations existing atbalance sheet date for contingencies not related
to normal operational activities. Because of theuncertainties at balance sheet’s reporting date theprovision made in 2015 (30K) in relation to the shortterm loan granted to Wetlands International European
Association was maintained.

Project income

This represents project income recognised in the year
for work completed, (sub-)contracts engaged in andservices delivered during that fiscal year.

Project costs

These represent the direct project costs incurred in
respect of project income recognised.

Deferred project income

This relates to project advances received or to bereceived that are deferred from an income statement
perspective, taking into account any necessary
provision for losses on projects.

Joint operating agreements with local
Wetlands organisations

In relation to the execution of global/international
projects financed by its donors, the Dutch based
Foundation Wetlands International seeks cooperation
with local Wetlands organisations. In case Foundation
Wetlands International acts as the main contractor
of a donor, cash amounts are transferred (under theterms and conditions of the donor) by the Foundation
towards these local Wetlands organisations. This
cash flow and all related project income andexpenses are fully recorded in the annual accountsof Foundation Wetlands International, including theexpenses paid by the local Wetlands organisations.
The aforementioned local Wetlands organisations
also have their own locally obtained and financed

42

Annual Review and Accounts 2016

activities, without concern of the Dutch Foundation.
Foundation Wetlands International has no legal
obligations regarding these local projects obtainedby the local Wetlands organisations. From a practicalpoint of view the Dutch based Foundation Wetlands
International can be qualified as the ‘franchisor’ of thelocal Wetlands organisations (the ‘franchisees’).

Use of estimations

During the process of compiling the annual accounts
the management of the organisation makes, inaccordance with general accepted accounting
policies, some estimations and assumptions which
are contributory to the included amounts. The actual
results can deviate from these estimations.

Pensions

Pension obligations are valued according to the“valuation to pension fund approach”. This approachaccounts for the contribution payable to the pension
provider as an expense in the statement of revenue andexpenditure. Based on the administration agreement it
is assessed whether and, if so, which obligations exist
in addition to the payment of the annual contribution
due to the pension provider as at balance sheet date.
These additional obligations, including any obligations
from recovery plans of the pension provider, resultin expenses for the Foundation and are included in aprovision on the balance sheet. Since the Foundation
has committed itself and its employees to a ‘fixed
premium pension scheme’ and not to a ‘final or middle
salary pension scheme’ an obligation (provision) for(upcoming) past service is not applicable.

Results reported against 5 streams

It should be noted that the results of the organisation
are reported against the objectives grouped under 5streams as indicated in the Strategic Intent 2015-2025.

Wetlands International

43

INDEPENDENT AUDITOR’S REPORT
To: the Board and Supervisory Council of Stichting Wetlands International.
A. Report on the audit of the financial statements 2016 included in theannual report
Our opinion
We have audited the financial statements 2016, from page 34 up to and including
page 43, of Stichting Wetlands International based in Wageningen.
In our opinion the accompanying financial statements give a true and fair view ofthe financial position of Stichting Wetlands International as at 31 December 2016
and of its result for 2016 in accordance with the Guidelines for annual reporting
650 “Fundraising Institutions” of the Dutch Accounting Standards Board and the
Policy rules implementation of the Public and Semi-public Sector Senior Officials(Standard Remuneration) Act (WNT).
The financial statements comprise:
1. the balance sheet as at 31 December 2016;
2. the statement of income and expenditure for 2016; and3. the notes comprising a summary of the accounting policies and otherexplanatory information.

Oranje Nassaulaan 11075 AH Amsterdam
Postbus 53028
1007 RA Amsterdam
Telefoon 020 571 23 45
E-mail info@dubois.nl
www.dubois.nl
KvK nummer 34374865

Basis for our opinion
We conducted our audit in accordance with Dutch law, including the Dutch
Standards on Auditing. Our responsibilities under those standards are further
described in the ‘Our responsibilities for the audit of the financial statements’section of our report.
We are independent of Stichting Wetlands International in accordance with the
Verordening inzake de onafhankelijkheid van accountants bij assuranceopdrachten (ViO, Code of Ethics for Professional Accountants, a regulation withrespect to independence) and other relevant independence regulations in the
Netherlands. Furthermore we have complied with the Verordening gedrags- en
beroepsregels accountants (VGBA, Dutch Code of Ethics).
We believe the audit evidence we have obtained is sufficient and appropriate toprovide a basis for our opinion.
B. Report on the other information included in the annual report
In addition to the financial statements and our auditor’s report thereon, the annual
report contains other information that consists of the Board’s report.
Based on the following procedures performed, we conclude that the otherinformation is consistent with the financial statements and does not containmaterial misstatements.
Dubois & Co. Registeraccountants is een maatschap van praktijkvennootschappen. Op alle opdrachten die aan ons kantoor worden verstrekt zijn onze
algemene voorwaarden van toepassing. Deze voorwaarden, waarvan de tekst is opgenomen op de website www.dubois.nl, bevatten een aansprakelijkheidsbeperking.

We have read the other information. Based on our knowledge and understanding obtained through our
audit of the financial statements or otherwise, we have considered whether the other information contains
material misstatements.
By performing these procedures, we comply with the requirements of the Dutch Standard 720. The scope of
the procedures performed is substantially less than the scope of those performed in our audit of thefinancial statements. Management is responsible for the preparation of the other information, including theBoard’s report, in accordance with the Guidelines for annual reporting 650 “Fundraising Institutions” of the
Dutch Accounting Standards Board.
C. Description of responsibilities regarding the financial statements
Responsibilities of the Board and the Supervisory Council for the financial statements
The Board is responsible for the preparation and fair presentation of the financial statements, in accordancewith the Guidelines for annual reporting 650 “Fundraising Institutions” of the Dutch Accounting Standards
Board and the Policy rules implementation of the Public and Semi-public Sector Senior Officials (Standard
Remuneration) Act (WNT). Furthermore, the Board is responsible for such internal control as the Board
determines is necessary to enable the preparation of the financial statements that are free from material
misstatement, whether due to fraud or error.
As part of the preparation of the financial statements, the Board is responsible for assessing thefoundation’s ability to continue as a going concern. Based on the financial reporting framework mentioned,
the Board should prepare the financial statements using the going concern basis of accounting unlessmanagement either intends to liquidate the foundation or to cease operations, or has no realistic alternative
but to do so.
The Board should disclose events and circumstances that may cast significant doubt on the foundation’s
ability to continue as a going concern in the financial statements.
The Supervisory Council is responsible for monitoring the financial reporting process of the organization.
Our responsibilities for the audit of the financial statements
Our objective is to plan and perform the audit assignment in a manner that allows us to obtain sufficient andappropriate audit evidence for our opinion.
Our audit has been performed with a high, but not absolute, level of assurance, which means we may notdetect all material errors and fraud during our audit.
Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate,
they could reasonably be expected to influence the economic decisions of users taken on the basis of thesefinancial statements. The materiality affects the nature, timing and extent of our audit procedures and theevaluation of the effect of identified misstatements on our opinion.
We have exercised professional judgement and have maintained professional scepticism throughout theaudit, in accordance with Dutch Standards on Auditing, as well as the Policy rules implementation WNT,
including the Audit Protocol WNT, ethical requirements and independence requirements.

2

Our audit included e.g.:• identifying and assessing the risks of material misstatement of the financial statements, whether due tofraud or error, designing and performing audit procedures responsive to those risks, and obtaining audit
evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting amaterial 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;• obtaining an understanding of internal control relevant to the audit in order to design audit proceduresthat are appropriate in the circumstances, but not for the purpose of expressing an opinion on theeffectiveness of the foundation’s internal control;• evaluating the appropriateness of accounting policies used and the reasonableness of accounting
estimates and related disclosures made by the Board;• concluding on the appropriateness of management’s use of the going concern basis of accounting, andbased on the audit evidence obtained, whether a material uncertainty exists related to events orconditions that may cast significant doubt on the foundation’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 reportto 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’sreport. However, future events or conditions may cause an organization to cease to continue as a going
concern;• evaluating the overall presentation, structure and content of the financial statements, including thedisclosures; and• evaluating whether the financial statements represent the underlying transactions and events in amanner that achieves fair presentation.
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 findings in internal control that
we identify during our audit.

Amsterdam, 30 June 2017

Dubois & Co. Registeraccountants

Signed on original:
A.P. Buteijn RA and P.A.J.M. Bonants RA

3

Association Wetlands International

Annual Accounts 2016

Introduction
In this section, both the accounts for the
Vereniging Wetlands International (theAssociation) as well as the consolidated figuresof the group consisting of Vereniging Wetlands
International and Stichting Wetlands International(the Foundation) are presented. The consolidated
figures are a simple addition of both individual
accounts after removal of cross-posts. As all
implementation activities are executed in the
Stichting Wetlands International, most substantial
information on results and finances are presented
in the Annual Accounts of Stichting Wetlands
International.

Financial Reserves Policy

Association and Foundation have adopted thefollowing Reserves Policy based on the consolidated
annual accounts 2015 (Decisions GMM 16.6 andSC 53.05):
a. Association and Foundation aim for a combined
minimum continuity reserve of € 1.000.000 in
total;
b. In addition we follow the VFI guidelines of
not having a reserve that extends 1.5 times theannual fixed organisational cost;c. the Association will also reserve € 35,000
annually for the tri-annual General Members
Meetings as of 2011.

The Vereniging Wetlands Internationals finances
mainly consist of the income from membershipdues, the subsidy to the Stichting Wetlands
International, in line with the Vereniging Wetlands
International statutory objective, and theimplementation of the Financial Reserves Policy,
see below.
Total revenue reported represents the nett
income from members and a small amount ofother income. The organisation collected more
contributions but the GMM decided on transferringsome contributions to other Wetlands offices.
In 2016 these transfers amounted to 40K (25K
transferred to Wetlands China and 15K transferred
to Wetlands Argentina).

48

Annual Review and Accounts 2016

As Wetlands International is largely dependent on
project funding, it needs a capacity to deal withcash flow distress. Therefore Wetlands International,
Foundation and Association, hold a minimum positionof the continuity reserve. The continuity reserves aremeant to cover short term risks and to ensure that theorganisation has a buffer to respond to its obligationsin the long term. Furthermore the reserves are savings
that are used to invest in strategic and institutional
development.
In 2016 there was no tri-annual General Members
Meeting (GMM). A provision was made for the next
GMM meeting foreseen for 2018.

Consolidated Balance sheet Association and Foundation Wetlands International
Balance sheet as per 31 December in Euros

version 1.1
2016

2015

ASSETS
Tangible fixed assets
Debtors and other receivables
Cash and Banks

86,3982,961,208
2,726,833

Total assets

5,688,040

120,477
3,696,370
2,560,452

6,256,822

5,774,438

6,377,300

1,520,275

1,518,064

General Members Meeting Reserve
Other reserves (subsidies)

70,00043,06335,00062,132

Provisons

30,00030,000

Short-term debts

4,111,100

4,732,104

Total liabilities

5,774,438

6,377,300

LIABILITIESContinuity reserve

Consolidated Statement of Income and Expenditure Association Wetlands International (in Euros)
2016
Income- Income from own fundraising- Income form third-party campains- Governmental grants- Other income
Total revenu
Expenses- Expenses on objectives
1. Local livilihoods
2. Biodiversity
3. Water
4. Climate
5. Greening the economy- Costs of generating funds
Cost of fundraising
Cost of obtaining government grants

budget 2016
1,128,201
1,210,784
3,955,738
605,484
6,900,207

1,363,306
1,077,098
1,303,587
879,002745,813
46,115
138,345- General Members Meeting 2015

5,368,805

184,46002015

3,243,682
609,514
4,059,054
614,250
8,526,500

760,400
2,031,913
1,421,079
2,109,194
1,274,715

7,597,301

165,3010

165,30102,847,740
1,609,211
2,693,001
68,727
7,218,679

1,357,299
659,940
607,992
1,777,735
1,278,584
43,118129,355

5,681,549

172,4730- Management & administration
Cost of management & administration

1,309,730

946,098

1,129,145

Total Expenses

6,862,996

8,708,700

6,983,167

37,211-182,200

235,512ResultResult appropiation

2016

Increase/Decrease continuity reserve
Increase/Decrease General Members Meeting reservebudget 2016

2,211
35,00037,211

167,800
35,000202,8002014
200,51235,000235,512

Consolidated Cashflow Statement Wetlands International (in Euros)
2016
Cash flow from operating activities

2015

Wetlands International

49

50

Annual Review and Accounts 2016

Wetlands International

51

52

Annual Review and Accounts 2016

Wetlands International

53

GeneralAccounting
Principles
The financial statements are prepared according to
the following principles:

GeneralThe annual accounts 2016 have been drawn
up according to generally accepted accounting
principles in the Netherlands and RJ 650 for
Fundraising organisations. Assets and liabilities
in the balance sheet are valued at nominal value.
Cash and bank balances are freely disposable,
unless stated otherwise.
Transactions in foreign currencies are recorded
using the rate at the time of the transaction. Assets
and liabilities denominated in foreign currency areconverted at the exchange rate at the year-end.
Income and expenditure are accounted for in
the year the obligations are related to. Costs are
determined in accordance with the accounting
policies applied to the balance sheet.
Accounting principles for the different elementsof balance sheet and statement of income andexpenditure are explained in the notes.

54

Annual Review and Accounts 2016

Provisions

The organisation makes a provision for the for thetri-annual General Members Meetings (GMM). This
provision is depleted in the year the actual meeting isheld to finance the costs incurred in that year.

Use of estimations

During the process of compiling the annual accounts
the management of the organisation makes, inaccordance with general accepted accounting
policies, some estimations and assumptions which
are contributory to the included amounts. The actual
results can deviate from these estimations.

Principles of consolidation

The consolidated financial statements include thefinancial statements of the Association (Vereniging
Wetlands International) and the Foundation(Stichting Wetlands International). All intercompany
transactions, balances and gains or losses ontransactions between these organisations are
eliminated as part of the consolidation process.

INDEPENDENT AUDITOR’S REPORT
To: the Board and General Members’ Meeting of Vereniging Wetlands
International.
A. Report on the audit of the financial statements 2016 included in theannual report
Our opinion
We have audited the financial statements 2016, from page 47 up to and including
page 54, of Vereniging Wetlands International based in Wageningen.
In our opinion the accompanying financial statements give a true and fair view ofthe financial position of Vereniging Wetlands International as at 31 December
2016 and of its result for 2016 in accordance with the Guidelines for annual
reporting 650 “Fundraising Institutions” of the Dutch Accounting Standards Boardand the Policy rules implementation of the Public and Semi-public Sector Senior
Officials (Standard Remuneration) Act (WNT).
The financial statements comprise:
1. the balance sheet as at 31 December 2016;
2. the statement of income and expenditure for 2016; and3. the notes comprising a summary of the accounting policies and otherexplanatory information.

Oranje Nassaulaan 11075 AH Amsterdam
Postbus 53028
1007 RA Amsterdam
Telefoon 020 571 23 45
E-mail info@dubois.nl
www.dubois.nl
KvK nummer 34374865

Basis for our opinion
We conducted our audit in accordance with Dutch law, including the Dutch
Standards on Auditing. Our responsibilities under those standards are further
described in the ‘Our responsibilities for the audit of the financial statements’section of our report.
We are independent of Vereniging Wetlands International in accordance with the
Verordening inzake de onafhankelijkheid van accountants bij assuranceopdrachten (ViO, Code of Ethics for Professional Accountants, a regulation withrespect to independence) and other relevant independence regulations in the
Netherlands. Furthermore we have complied with the Verordening gedrags- en
beroepsregels accountants (VGBA, Dutch Code of Ethics).
We believe the audit evidence we have obtained is sufficient and appropriate toprovide a basis for our opinion.
B. Report on the other information included in the annual report
In addition to the financial statements and our auditor’s report thereon, the annual
report contains other information that consists of the Board’s report.
Based on the following procedures performed, we conclude that the otherinformation is consistent with the financial statements and does not containmaterial misstatements.
Dubois & Co. Registeraccountants is een maatschap van praktijkvennootschappen. Op alle opdrachten die aan ons kantoor worden verstrekt zijn onze
algemene voorwaarden van toepassing. Deze voorwaarden, waarvan de tekst is opgenomen op de website www.dubois.nl, bevatten een aansprakelijkheidsbeperking.

We have read the other information. Based on our knowledge and understanding obtained through our
audit of the financial statements or otherwise, we have considered whether the other information contains
material misstatements.
By performing these procedures, we comply with the requirements of the Dutch Standard 720. The scope of
the procedures performed is substantially less than the scope of those performed in our audit of thefinancial statements. Management is responsible for the preparation of the other information, including theBoard’s report, in accordance with the Guidelines for annual reporting 650 “Fundraising Institutions” of the
Dutch Accounting Standards Board.
C. Description of responsibilities regarding the financial statements
Responsibilities of the Board and the General Members’ Meeting for the financial statements
The Board is responsible for the preparation and fair presentation of the financial statements, in accordancewith the Guidelines for annual reporting 650 “Fundraising Institutions” of the Dutch Accounting Standards
Board and the Policy rules implementation of the Public and Semi-public Sector Senior Officials (Standard
Remuneration) Act (WNT). Furthermore, the Board is responsible for such internal control as the Board
determines is necessary to enable the preparation of the financial statements that are free from material
misstatement, whether due to fraud or error.
As part of the preparation of the financial statements, the Board is responsible for assessing theorganization’s ability to continue as a going concern. Based on the financial reporting framework mentioned,
the Board should prepare the financial statements using the going concern basis of accounting unlessmanagement either intends to liquidate the organization or to cease operations, or has no realistic
alternative but to do so.
The Board should disclose events and circumstances that may cast significant doubt on the organization’s
ability to continue as a going concern in the financial statements.
The General Members’ meeting is responsible for monitoring the financial reporting process of theorganization.
Our responsibilities for the audit of the financial statements
Our objective is to plan and perform the audit assignment in a manner that allows us to obtain sufficient andappropriate audit evidence for our opinion.
Our audit has been performed with a high, but not absolute, level of assurance, which means we may notdetect all material errors and fraud during our audit.
Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate,
they could reasonably be expected to influence the economic decisions of users taken on the basis of thesefinancial statements. The materiality affects the nature, timing and extent of our audit procedures and theevaluation of the effect of identified misstatements on our opinion.

2

We have exercised professional judgement and have maintained professional scepticism throughout theaudit, in accordance with Dutch Standards on Auditing, as well as the Policy rules implementation WNT,
including the Audit Protocol WNT, ethical requirements and independence requirements. Our audit includede.g.:• identifying and assessing the risks of material misstatement of the financial statements, whether due tofraud or error, designing and performing audit procedures responsive to those risks, and obtaining audit
evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting amaterial 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;• obtaining an understanding of internal control relevant to the audit in order to design audit proceduresthat are appropriate in the circumstances, but not for the purpose of expressing an opinion on theeffectiveness of the organization’s internal control;• evaluating the appropriateness of accounting policies used and the reasonableness of accounting
estimates and related disclosures made by the Board;• concluding on the appropriateness of management’s use of the going concern basis of accounting, andbased on the audit evidence obtained, whether a material uncertainty exists related to events orconditions that may cast significant doubt on the organization’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 reportto 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’sreport. However, future events or conditions may cause a company to cease to continue as a going
concern;• evaluating the overall presentation, structure and content of the financial statements, including thedisclosures; and• evaluating whether the financial statements represent the underlying transactions and events in amanner that achieves fair presentation.
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 findings in internal control that
we identify during our audit.

Amsterdam, 30 June 2017

Dubois & Co. Registeraccountants

Signed on original:
A.P. Buteijn RA and P.A.J.M. Bonants RA

3

Annex 1: List of projects

Wetlands International

58

Wetlands International

59

Wetlands International

60

Wetlands International

61

Wetlands International

62

Wetlands International

63

Annex 2
List of publications
Title
Natural Capital of Wetlands.
ISBN 81-87408-06-05

Effects of 2˚C Warming: IMPACT2C modelling results fora 2˚C climate for key global vulnerable regions

Will Asia Pulp & Paper default on its “zerodeforestation” commitment?

Author(s)Dr. Ritesh Kumar

Frank van Weert (contributing author)
Wetlands International, Koalisi Anti Mafia Hutan,
Woods & Wayside International, Hutan Kita Institute,WWF, WALHI, Eyes on the Forest, Auriga, Forest Peoples
Program, Jikalahari, Elsam, Rainforest Action Network

Act now on wetlands for achieving the Sustainable
Development Goals (Agenda 2030)

Risky business: Integrated solutions for expanding
coastal cities

Advancing the implementation of the Sendai
Framework through Ecosystem Solutions

Kick-off Workshop report for the Climate Resilient
Flyways projectJane Madgwick, Susanna Tol

Jane Madgwick, Susanna Tol
The Partnership for Environment and Disaster Risk
Reduction
Pieter van Beukering and Hans de Moel (Eds.), Wouter

The Economics of Ecosystem Services of the Tana River
Basin

Botzen, Maxime Eiselin, Peris Kamau, Kasper Lange,
Eise van Maanen, Silas Mogoi, Richard Mulwa, Phillip
Otieno, Niek Overgaauw, Elissaios Papyrakis, Victor
Wasonga, Frank van Weert

Peatland Brief: An Assessment of the ‘eko-hidro’ Water
Management Approach

Innovating Engineering and Ecosystem-based
Approaches for Disaster Risk Reduction

Wetlands International, Tropenbos International-

COP22 should recognise the key role wetland

ecosystems play as Earth’s greatest natural carbon
stores64

Annual Review and Accounts 2016

Lea Appulo

TitleAuthor(s)Mangrove restoration: to plant or not to plant?

Building with Nature Indonesia, Ecoshape Consortium

Building with Nature Indonesia – meet the partners

Building with Nature Indonesia, Ecoshape Consortium

Atlas of Ethiopia’s Upper Fafan Catchment

Reinier Visser, Mieke Hulshof, Yitbarek Tibebe,
Lieselotte Tolk and Frank van Weert (Acacia Water andWetlands International)

Denial of long-term issues with agriculture on tropicalpeatlands will have devastating consequences

150 scientists including Nyoman Suryadiputra, Reza
Lubis, Marcel Silvius
ActionAid, BirdLife International, Bread for the World,

A new EU sustainable bioenergy policy

Dogwood Alliance, Fern, Greenpeace, NRDC, Oxfam,
Southern Environmental Law Centre, Transport &Environment, Wetlands International

Policy brief on peatlands
No more biomass for biofuel, biogas, bioliquids andbioenergy from drained peatlands‘Prospek paludiculture ekosistem gambut Indonesia

Lea Appulo (Wetlands International), Franziska
Tanneberger (Greifswald Mire Centre)
Lea Appulo

Mr Adi Susmianto and Dr Hesti Tata (FORDA)

Estudio de Paisaje - Estudio del cambio en el uso detierras para entender las dinámicas de la coberturade los manglares y sus consecuencias, incluyendo,

pero no limitando a la erosión costera en las zonasde bosque de manglar. Proyecto Protección de-

Sumideros y Reservas de Carbono en los Manglares yÁreas Protegidas de Panamá, publicado por Wetlands
International, Panamá

Wetlands International

65

Supervisory Council& Board of Association
As per 31 December 2016, the Supervisory Council of the Foundation and the Board of the Association of Wetlands
International had the following members:

Start ofMembersterm

End ofPositionsterm
Director General of the National Institute for
Public Health and the Environment, ‘RIVM’
Chairman of The Zuid-Hollands LandscapeFoundation (Stichting Het Zuid-Hollands
Landschap)
Member of the Board ‘De12Landschappen’,

Prof. Emeritus

on behalf of the Zuid-Hollands LandscapeAndré van der Zande

2015(1st term)Foundation
2018

Member of the Board of the Foundation for
Innovation of Peatlands Centre (Stichting

Chair Supervisory Council

Veenweiden Innovatie Centrum)

Chair board of Association

Member the Advisory Committee Prof. Pieter
van Vollenhoven
Member of the General Council of theFoundation for Future in Technology (Stichting
Toekomstbeeld der Techniek – (STT))
Member of the Economic Board Utrecht (EBU)
Professor Communication and Change in Life

Prof Dr Noelle Aarts

Science Contexts, Wageningen University and(2nd term)
2014

2017
Member Supervisory Council

Research
Professor Strategic Communication (LOGEION
chair), Amsterdam School of Communications

Member Board of Association

Research, University of Amsterdam

Dr Gonzalo Castro de la Mata
(3rd term)
2019

2016

Chairman, World Bank Inspection Panel

Member Supervisory Council
Secretary Board of Association
Dr Angelique Groesz(1st term)
2016

2019
Member Supervisory Council
Treasurer Board of Association

66

Annual Review and Accounts 2016

General Director, Wouter de Graaf Bakeries(per April 2017)

Start ofMembersterm

End ofPositionsterm

Prof Kazuaki Hoshino

Project Professor, Kagoshima Center for(1st term)Community Development at Kagoshima
2018

2015
Member Supervisory Council

Visiting Professor at UNU Institute for theMember Board of Association

Advanced Study of Sustainability
Chair, IUCN / World Commission on Protected

Dr Kathy Mackinnon

Areas
Board Member, Botanic Gardens Conservation(2nd term)
2015

University

Member (vice chair)

2018

International
Member, Cambridge Conservation Science

Supervisory Councill

Group, University of Cambridge

Member Board of Association

Trustee UN Environment -World Conservation
Monitoring Centre
Consultant, Climate Reality Project
Trustee, Micronesia Conservation Trust
Board of Directors, Environmental Film

Dr Dan Martin

Festival, Washington, DC
Chairman, Phelps Stokes Fund

(2nd term)
2015

2018

Trustee, Knox College

Member Supervisory Council

Assembly of Founders, Costa Rica-USA

Member Board of Association

Foundation
Board of Directors, Friends of Costa Rica
Board of Directors, Cuso International(Canada)Team Leader, Implementation Service Provider

Dr Eliot Taylor

for Catchment Management, Shire River Basin(1st term)
2014

2017
Member Supervisory Council

Management Program
Director, Mott MacDonald Blantyre (Malawi) Ltd
Honorary member of the International Society

Member Board of Association

for Limnology (SIL)

Edward S. Ayensu(1st term)

Chairman of the Board of Trustees of the
2018

2016

African Institute forMathematical Sciences (AIMS) Ghana

Member Supervisory Council
Member Board of Association

Observer(ex officio)

Ms Martha Rojas – Urrego
Observer (of the Secretariat-of the Ramsar Convention on
Wetlands) of the Supervisory-

Secretary General, Secretariat of the Ramsar
Convention on Wetlands

Council
Observer of Board of
Association

Wetlands International

67

Counsellors of Honour

NameAwardedMichael Moser

1988

Chris Kalden

2002

Max Finlayson

2007

Stewart Morrison

2007

Jan Ernst de Groot

2015

Management Board of the Foundation
Name

Position

Ms Jane Madgwick

Chief Executive Officer, Wetlands International, the Netherlands

Other positions:
Member of the Governing Body, Wetlands International South Asia Society, India
Board member, Wetlands International, Malaysia
Board member, Fundacion para la Conservacion y el Uso Sustentable de los
Humedales, Argentina
Chair, Wetlands International – European Association, the Netherlands
Member of Advisory Council of Commonland
Member of Advisory Panel of NUS-Deltares

Ms Josje Reinartz

68

Chief Operations Officer, Wetlands International, the Netherlands

Annual Review and Accounts 2016

Members of
the Association
Countries• Austria

Non-governmental organisations• Federation of Associations for Hunting and• Belgium

Conservation of the EU (FACE)• Benin• Via Pontica Foundation (Bulgaria)• Bulgaria• BirdLife Denmark / Danish Ornithological Society• Chile• China• Denmark• Ecuador• Estonia• Finland• Germany(DOF)• German Association for Game Protection /Deutscher Jagdschutz-Verband (DJV)• National Association of Regional Game Councils(NARGC) (Ireland)• BirdLife Netherlands / Vogelbescherming
Nederland• Hungary• Nigerian Conservation Foundation (NCF)• India• Swedish Birdlife / Sveriges Ornitologiska Förening• Ireland(SOF)• Japan• BirdLife Switzerland / Schweizer Vogelschutz (SVS)• Kenya• Royal Society for the Protection of Birds (RSPB),• Malaysia• Netherlands• Norway(United Kingdom)• British Association for Shooting and Conservation(BASC) (United Kingdom)• Pakistan• Slovakia• Slovenia• Sweden• Switzerland

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69

Offices andtheir directors

HEAD OFFICEAFRICA

Wetlands International

Wetlands International Africa

Ms. Jane Madgwick - Chief Executive Officer

Mr. Ibrahima Thiam - Regional Director

Postal address

Postal address

PO Box 471

BP 25 581

6700 AL Wageningen

Dakar - FannThe Netherlands

SenegalVisiting address

Visiting address

Horapark 9

Rue 111, N° 39, Zone B

6717 LZ Ede

Dakar

The Netherlands

SenegalTel: +31 318 660 910

Tel: +221 33 869 1681

Fax: + 31 318 660 950

Email: wetlands@wetlands-africa.org

Email: post@wetlands.org

Website: http://africa.wetlands.org

Website: www.wetlands.org

Visiting address Nigeria
c/o Living Earth Nigeria Foundation
3A Oromineke Street, D - Line
Port Harcourt, Rivers State,
Nigeria
Tel: +234 8032469881

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Annual Review and Accounts 2016

AFRICAAFRICA

Wetlands International Mali

Wetlands International Kenya(Sahelian Sub-Regional Office)Mr. Karounga Keita – National Coordinator
Postal / Visiting addresses
Bamako Office
Rue 392, Porte NC LOT/3469
011 Bamako Hamdallaye ACI 2000
Face Clinique Kabala
BamakoMs. Julie Mulonga - Programme Manager
Postal / Visiting address
Woodlands Road, Woodlands Court,
Off Dennis Pritt Road
PO Box P.O.BOX 22475- 00505 Ngong Road
Nairobi
Kenya

Mali

Tel: +254 770 849 729 or +254 707 366395

Tel: +223 20 29 09 25

Website: http://africa.wetlands.org

Email: kenya@wetlands-africa.org

Fax: +223 20 29 09 01
Sévaré Office
PO Box 97
Rue 216 Millonkin
Mopti/Sévaré
Mali
Tel: +223 21 420 122
Fax: +223 21 420 242
Email: malioffice@wetlands-africa.org

Wetlands International Guinea-Bissau
Mr. Joãozinho Sá - National Coordinator
Wetlands International Africa/Bissau
Apt.231031 Codex Bissau Rep. Guinee-Bissau
Cell: +245 95 550 6648 / 96 660 6648
Email: jsa@wetlands-africa.org
Website: http://africa.wetlands.org

Website: http://africa.wetlands.org

Wetlands International Uganda
Wetlands International Ethiopia
Mr. Amdemichael Mulugeta – Project Manager
Postal address
P.O. Box 80773
Addis Ababa, Ethiopia
Visiting address
c/o HoA-REC&N
Addis Ababa University
Addis Ababa, Gulelle Sub-city, Woreda 10,
Addis Ababa, Ethiopia

Lorna Kobusingye – Policy and Advocacy Officer
Postal address
c/o Nature Uganda,
P.O. Box 27034, Kampala, Uganda
Visiting address
Naguru Plot 1 Katalima Crescent,behind Kembabazi Restaurant
Tel: +256 755 066660
Skype: lorna.kobs

Tel: +251-(0)116-550226

Wetlands International

71

LATIN AMERICA & CARRIBEAN (LAC)

NORTH ASIA

Wetlands International Latinoamérica
y el Caribe – Argentina

Wetlands International China

Fundación Humedales
Mr. Daniel E. Blanco – Director
Postal / Visiting address

Mr. Chen Kelin - Director
Postal/visiting address
Room 501, Grand Forest Hotel,
No. 3A Bei Sanhuan Zhonglu Road,

25 de Mayo 758 10 I

Beijing 100029(1002) Buenos Aires

People’s Republic of China

Argentina
Tel: +86 10 62377031
Tel: +54 11 4312 0932

Email: wicp@public3.bta.net.cn

Email: info@humedales.org.ar

Website: http://china.wetlands.org

Website: http://lac.wetlands.org

Wetlands International Latinoamérica
y el Caribe – Panamá

Wetlands International Japan
Mr. Ken-ichi Yokoi - Director

Fundación Wetlands International

Postal/visiting address

Ms. Mayté González Sánchez - Director

2F Jono Building 2, 17-1 Nihonbashi-Odenmacho,
Chuo-ku, Tokyo,

Postal address

103-0011 Japan

Apdo. Postal 0819 - 03717
Panamá, República de Panamá

Tel: +81 3 5614 2150
Email: info@wi-japan.org

Visiting address

Website: http://japan.wetlands.org

Calle Jacinto Palacios Cobos
Edificio 225-PB Local C
Ciudad del Saber, Clayton
Panamá, República de Panamá
Tel: +507 317 1674
Email: panama@wetlands.org
Website: http://lac.wetlands.org

SOUTH ASIA
Wetlands International South Asia
Mr. Ritesh Kumar - Conservation Programme

Wetlands International Guatemala
Mr. Jorge Alberto Ruiz OrdoñezTechnical Coordinator
Visiting address
22 Calle 15-25 zona 13
Guatemala, 01013
República de Guatemala
Tel: +502 23604801, 23314575 ext. 102
Cell: +502 5717 9359
Email: wi.guatemala1@gmail.com
Website: http://lac.wetlands.org

72

Annual Review and Accounts 2016

Manager
Postal/visiting address
A-25, 2nd Floor, Defence Colony
New Delhi 110024
India
Tel: +91 11 24338906
Email: wi.southasia@wi-sa.org
Website: http://south-asia.wetlands.org

SOUTHEAST ASIA

SOUTHEAST ASIA

Wetlands International Indonesia

Wetlands International Philippines

Mr. Nyoman Suryadiputra - Director
Postal address
P.O. Box 254 BOO
Bogor 16002
Indonesia
Visiting address
Jl. Bangau No. 11
Tanah Sareal
Bogor 16161
Indonesia
Tel: +62 251 8312189

Ms. Annadel S. Cabanban
Country Representative and Programme Manager‘Partners for Resilience’
Postal / Visiting address
Abra Room, First Floor
Environmental Science for Social Change,
Manila Observatory, Ateneo de Manila University,
Quezon City 1108 Philippines
Tel: +63 2 579-5741
Email: annadel.cabanban@wetlands.org
Website: www.wetlands.org

Fax. +62 251 8325755
Email: admin@wetlands.or.id
Website: http://indonesia.wetlands.org/

Wetlands International Malaysia
Dato’ Paduka Ir. (Dr.) Hj. Keizrul bin Abdullah -EUROPE
Wetlands International European
Association

Chairman of the Board of Directors

Mr. Cy Griffin – European Programme Manager

Postal / visiting address

Postal address

3A31, Block A, Kelana Centre Point,
Jalan SS7/19,
47301 Petaling Jaya, Selangor

NL: PO Box 471, 6700 AL Wageningen
BE: Rue de Trèves 59-61, B-1040 Brussels

Malaysia

Visiting address

Tel: +60 3 7804 6770 Fax: +60 3 7804 6772

BE: Rue de Trèves 59-61, B-1040 Brussels

Email: malaysia@wetlands.org.my
Website: http://malaysia.wetlands.org

Wetlands International Brunei

NL: Horapark 9, 6717 LZ Ede

Tel: +31 318 660 912
Mob: +32 (0)473 785806
Email: cy.griffin@wetlands.org
Website: http://europe.wetlands.org

Ms. Aziah Binti Muhamad - Technical Officer
Visiting address
2F, 1st Floor
Simpang 8
Bangunan Haji Ali
Kpg Rimba, BE 3119
Brunei Darussalam
Email: aziah@wetlands.org.my

Wetlands International Russia
Ms. Irina Kamennova – Programme Coordinator
Postal/Visiting address
Nikoloyamskaya Street 19, bd 3,
Moscow 109240
RussiaTel.: +7 495 7270939
Email: IKamennova@wwf.ru
Website: http://russia.wetlands.org

Wetlands International

73

Partnerships• Abidjan Convention• FERN• Acacia Water• Food and Agricultural Organisation of the United• African Eurasian Waterbird Agreement Secretariat• African Eurisian Waterbird Monitoring Partnership• Forest and Peoples Programme• Akvo• Foundation for Responsible Peat

• Altenburg & Wymenga• Free University of Amsterdam (VU)

• Alterra• Friedrich-Schiller-Universität (FSU) JENA• AMREF Netherlands• Fundacion Biosfera• Aquatic Resource Authority of Panamá (ARAP)• Geokinetics• Arcadis Nederland• Global Environment Centre• Argentinian Ministry of Environment and• GreenPeace

Sustainable Development• Bioprocess Pilot Facility B.V. (BPF)• BirdLife International• Bogor Agricultural University, Indonesia• Both ENDS
• Brockmann Geomatics• Brunei liquified Natural Gas• Buenos Aires provincial government• CARE• Cenderet, India• Centre for Water Resources Development andManagement, Calicut• Centre for Water Resources Development andManagement, India• Greifswald Mire Centre• Guinea-Bissauan Institute for Biodiversity andProtected Areas (IBAP)• Guinea-Bissauan Ministry of Natural Resources andEnvironment• Hanze Wetlands International Peatland Society(IPS)• Himalayan Action Research Centre (HARC),
Utarakand, India• Horn of Africa Regional Environment Centre andNetwork (HoA-REC&N)• Hutan Kita Institute• Imares• Indian Ministry of Environment and Forests• China State Forestry Authority• Indian State governments (Gujarat, others)• Climate Action Network• Indonesian Government Centre for Marine• Clinton Global Initiative

Resource Survey• CMS Flyways Working Group• Indonesian Ministry of Environment and Forestry• Commonland• Indonesian Ministry of Marine Affairs and Fisheries• Conservation International• Indonesian Ministry of Public Works and Housing• Cordaid• Innovatie Programma Veen (Landschap Noord-• Delta Alliance

Holland, Agrarische Natuur Vereniging Water• Deltares

Land en Dijken, Provincie Noord-Holland,• De Vrije Koe

Hoogheemraadschap Hollands Noorderkwartier)• DFS Deutsche Forstservice GmbH• District of Demak, Indonesia• East Asian-Australasian Flyway Partnerschip(EAAFP)• Institute of Forest Science, Russian Academy of
Science• International Mire Conservation Group (IMCG)• International Water Management Institute (IMWI)• EcoShape Consortium• IRC• Environmental Paper Network (EPN)• IUCN and IUCN Netherlands Committee• Environmental Science for Social Change (ESSC)• JENAOPTRONIKPhilippines• Jikalahari• Estonian Fund for Nature• Kassel University• Ethiopian Wildlife Conservation Authority (EWCA)• Kavi Kendra (Tamil Nadu, India)• Ethiopian Wildlife and Natural History Society• Kenyan Ministry of Water and Irrigation, Water(EWNHS)74

Nations (FAO)

Resource Management Authority (WRMA)• EURONATUR• Living Earth Nigeria Foundation (LENF)• Eyes on the Forest• Malaysian Environmental NGOs (MENGO)

Annual Review and Accounts 2016• Malaysian Ministry of Natural Resources and• Reserva Natural Salus, Uruguay

Environment, Forest Research Institute Malaysia• RHP(FRIM)• Rift Valley Lakes Basin Authority (RVLBA)• Malaysian Water Partnership (MyWP)• Round Table on Responsible Soy (RTRS)• Mali National Directorate of Water and Forests• Round Table Sustainable Biomaterials (RSB)(DNEF)• Mangroves for the future• Royal Society for the Conservation of Nature,
Jordan• McGill University• Rubicon Foundation (Stichting)• MedINA• Russian Ministry of Natural Resources and• Mediterranean Wetlands Alliance

Environment• Mediterranean Wetlands Observatory• Satelligence• MedWet• Scale Up• Mendoza provincial government, Argentina• Senegal River Basin Development Authority (OMVS)• Michael Succow Stiftung• Shell• Ministry of Energy and Water, Mali

• Simavi• Mongolian Academy of Sciences• South-east Johor Development Authority (KEJORA),• Mongolian Forest Research Association• Mongolian Ministry of Environment, Green
Development and Tourism MonMap Co. Ltd.

Malaysia• Staatsbosbeheer• Stichting Bargerveen• National Cooperative Bank Indonesia• Stichting Probos• Nature Uganda• Tata chemicals• Natuurverdubbelaars• Tauw• Nederlands Veengenootschap• Tecona• Netherlands Ministry of Foreign Affairs (DGIS)• TerraSphere• Netherlands Water Partnership• Tetra Tech

• Niger Basin Authority (NBA)• The Nature Conservancy• Nile Basin Initiative• The Wildfowl & Wetlands Trust (WWT)• Organization for the Defence of Wetlands (ODZH)• Total Exploration and Production Uganda• Palm Oil Innovation Group (POIG)• Tour du Valat• Panamanian Marine Resources Authority• UNESCO-IHE• Panamanian Ministry of Environment• University of Gadjah Mada, Indonesia (UGM)• Partnership for Environment and Disaster Risk

• University of Tierra del Fuego, Argentina

Reduction (PEDRR)• Van Oord

• Partos• Veenweide Innovatie centrum• Peatland Restoration Agency, Indonesia• Verified Conservation Areas• Perkumpulan SaMPan• Viverra films• Permian Global• Von Lieberman• PT Rimba Makmur Utama• Wageningen Environmental Research (Alterra)• RABO Bank

• Wageningen University• Radboud University• Wahana Bumi Hijau• Rainforest Action Network• Walhi Riau

• RAIN Foundation• WARSI• Ramsar Convention Secretariat and Regional• WASH Alliance International

Centres• WASTE• Red Cross and Red Crescent Societies• Wildlife Conservation Society• Red Cross Red Crescent Climate Center• Witteveen & Bos• REDD Safeguards Working Group• Woods and Wayside• Reducing Emissions from Deforestation and• World Wildlife Fund (WWF)Degradation (REDD) -platform Netherlands• Yayasan Auriga• REMOTE SENSING SOLUTIONS
Wetlands International

75

Associate
Experts

Specialist
Groups• Ab Grootjans• Cormorant Specialist Group• Abdoulaye Ndiaye• Crane Specialist Group• Arina Schrier• Duck Specialist Group• Arne Jensen• Flamingo Specialist Group• Bart Fokkens• Freshwater Fish Specialist Group• Bernard Mercer• Goose Specialist Group• Dave Pritchard• Swan Specialist Group• Delmar Blasco• Threatened Waterfowl Specialist Group• Derek Scott• Waterbird Harvest Specialist Group• Doug Watkins• Wetland Restoration Specialist Group• Hanneke van Lavieren• Woodcock & Snipe Specialist Group• Jan Veen
• Jill Heyde

All of the above Specialist Groups except the ones

• John Howeson Waterbird Harvest and Wetland Restoration, are• Joost van der Ven

coordinated jointly by Wetlands International and the• Mike Moser

IUCN Species Survival Commission.

• Rebecca d’Cruz• Pablo Yorio• Sansanee Choowaew• Simon Delany• Steven de Bie• Szabolcs Nagy
• Tatiana Minajewa• Tim Dodman• Tim Jones• Wim Giesen

76

Annual Review and Accounts 2016

Donors
Intergovernmental organisations andInternational initiatives• Asian Development Bank (ADB)• East Asian-Australasian Flyway Secretariat• Eurpean Commission• Japanese Ramsar Committee for Relevant
Municipalities• Roundtable on sustainable Palm Oil (RSPO)• SarVision• United Nations Development Programme (UNDP)• United Nations Environment Programme (UNEP)

Governments• Argentina Ministry of Environment• Canada Global Affairs• Canadian Embassy• Canadian Wildlife Service• China State Forestry Administration (SFA)• Chinese Forestry Administration• Danish International Development Agency(DANIDA)• Netherlands Embassy in Mali
• Netherlands Embassy Panama• Forestry Department Malaysia• German Corporation for International Cooperation
GmbH (GIZ)• German Federal Ministery for the Environment,
Nature Conservation and Nuclear Safety• German Federal Ministry for Cooperation andDevelopment (BMZ)• Government of Kerala, India• Japan Fund for Global Environment (JFGE)• Japan Ministry of the Environment• Kreditanstalt für Wiederaufbau (KfW)• National Hydraulic Institute Malaysia (NAHRIM)• Netherlands Enterprise Agency (RVO)• Netherlands Ministry of Foreign Affairs (DGIS)• Norwegian Agency for Development Cooperation(Norad)• Norwegian Environment Agency• Panama City’s Mayor’s Office• United States Agency for International
Development (USAID)

Private sector corporations• Arcus• Asociación Diplomática de Ayuda (ADA) Uruguay• Coca-Cola• Danone• Dutch Postcode Lottery• Environmental Resources Management (M) Private
Limited• Ford Motor• HSBC• Keidanren Nature Conservation Fund (KNCF)• National Geographic Society• Permian Global• PT MUARA WISESA SAMUDRA• RICOH• Royal HaskoningDHV

Trusts and foundations• Arcadia Fund

• AVINA Americas• CAF America• Climate and Land Use Alliance• Good Energies Foundation• Mava Foundation• Responsibly Produced Peat (RPP) foundation• Stichting Otter Fonds• Turing Foundation• The Waterloo Foundation

Non-governmental organisations• EcoShape• International Food Policy Research Institute (IFPRI)• IUCN Asia Regional Office• Netherlands Water Partnership• Red Cross• Texas Christian University (TCU)• WWF• Swiss Federal Office of the Environment (FOEN)

Wetlands International

77

Corporate Social
Responsibility
Wetlands International strives to act in her daily

The Katingan project is certified under the Verified

operations in a sustainable and socially responsible

Carbon Standard (VCS) and Climate Community andway. In our office in the Netherlands, we stimulate

Biodiversity Alliance (CCBA).

our employees to use public transport and all flights

78

booked are compensated for their CO2 emission (491

We further work to reduce our ecological footprint.

ton CO2 emission in 2016). We buy certified carbon

We publish as much as possible our communicationcredits generated by the Katingan project that aims

materials online and only essential stationary material

to reduce carbon emissions, protect biodiversity

is printed. We increasingly use e-meetings and online

and create sustainable economic development

seminars. Most of our office supplies such as coffee, tea

opportunities that improve the lives of ruraland paper are organic, recycled and fair trade. We havecommunities. It does this by protecting and restoringan automatic saving light system. Our office waste is

a 200,000 ha peat swamp forest in Indonesian Borneo.

separated for recycle purposes.

Annual Review and Accounts 2016

Wetlands International

79

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