Case Study:

World Wildlife Fund For Nature (WWF)

Submitted To:
Dr. Tehmeena
Submitted By:
Khadija Sohail 2015(FALL)-BBA-83
Momna Shoaib 2015(FALL)-BBA-46
Ayesha Ilyas 2015(FALL)-BBA-61
Asma Qasim 2015(FALL)-BBA-59
Zia ud Din 2015(FALL)-BBA-105
Aimen Amin 2015(FALL)-BBA-90
History

 The World Wildlife Fund (WWF) is the world’s largest independent,

nonprofit conservation organization.
 It’s headquarters are in Gland, Switzerland.
 The WWF working in 100 countries, supported by over 1 million members
within the United States and 5 million members globally.
 The WWF has about 6,200 full-time staff members that manage an average
of 1,300 projects at any one time.
 An organization established in 1961 has invested close to $10 billion in
more than 1,300 conservation projects in over 150 countries.
 WWF opened a new office in Myanmar in 2014 after partnering with the
national government to achieve shared goals.
History(Continued)
 The symbol of WWF is the Giant Panda.
 Myanmar located in southeast Asia, has a very rich natural capital,
including three of the world’s most pristine rivers, over 250 mammal
species, and more than 1000 bird species.
 The WWF was formed when the Morges Manifesto document was signed
in 1961 by 16 of the world’s leading conservationists.
 Prince Bernhard was the first president in 1961.
 By 1973, WWF has hired its first staff scientist as a project administrator
and had projects in countries across the globe.
 Ranging from a $38,000 grant to study tiger populations in Nepal to
purchasing 37,000 acres of land in Kenya to be set aside as a feeding
ground and sanctuary for nearly 30 bird species, including 1 million
flamingoes.
 WWF established a program of debt-for-nature swaps in which the WWF
converts portions of national debt into funding for conservation efforts.
History(Continued)

 By 1989, the WWF debt-for-nature swap initiative had grown and the
organization was to able to negotiate a $2.1 million swap for Madagascar.
 In 2004, a wildlife census in Africa showed that WWF efforts to save
rhinos were paying off with the population of black rhinos reaching 3,600
and white rhinos reaching 11,000.
 WWF soon adopted a new and challenging 10-year goal to “measurably
conserve 15 to 20 of the world’s most important eco-regions and in so
doing, transform markets, policies, and institutions in order to reduce
threats to these places and the diversity of life on Earth.”
Vision

“To build a future in which people live in harmony with

nature.”
Mission

“To conserve nature and reduce the most pressing

threats to the diversity of life on Earth.”
Ethics

 The code of ethics calls for the organization to remain global, independent,
multicultural, and nonparty political.
 It also calls for objective examination of available information and a strong
focus on to concrete conservation solutions.
 The code also highlight the strategy of partnerships and collaboration to
accomplish the mission as well as a focus on cost-effective operations.
Strategy

The WWF strategy relies on a combination of fundraising, collaboration,

research, conservation projects, and government influence to accomplish the
following:
 Protect and restore species and their habitats.
 Transform markets and policies to reduce the impact of the production and
consumption of commodities.
 Ensure that the value of nature is reflected in decisions made by
individuals, communities, governments and businesses.
 Mobilize hundreds of million of people to support conservation.
 The WWF strategy is to positively impact seven areas: forests, oceans,
freshwater, wildlife, food, climate, and species.
Strategy(Continued)
 The WWF website says 1 billion people rely on fish as an important part
of their diet and that more than 520 million livelihoods are supported by
fishing and its related activities.
 The WWF 2014 Living Planet Report reported that wildlife populations of
mammals, birds, reptiles, amphibians, and fish have declined by 52% over
the last 40 years.
 7.2 billion people are currently stressing the world’s ability to meet
demand by consuming 1.5 time what natural resources can supply.
 The world’s population expected to grow to 9 billion by 2050, the demand
for food is expected to double.
 WWF estimated that 1.3 billion tons of food is wasted each year four times
what is needed to feed the estimated 800 million malnourished people in
the world.
 WWF focuses on a broad range of priority commodities, including items
such as dairy, beef, timber, tuna and many more.
Goal

“Conserving the world’s most important forests to sustain nature’s

diversity, benefit our climate, and support human well-being by 2020.”

“Use our best science, policy influence, market based strategies, and
communications to quantify and enhance the value of wildlife.”
Influencing Policy

 Public policy has a significant impact on global conservation efforts as it

can guide and control actions of individuals and organizations.
 WWF actively seeks to influence governments in the US and globally to
pursue conservation actions as well as actively supporting governmental
initiatives that align with organization goals.
 WWF actively supported US government legislation titled the Wildlife
Trafficking Enforcement Act, which increased the penalties associated
with wildlife trafficking.
 WWF went a step further and committed to working with the US
government to help apply those new penalties to organized crime and
illegal wildlife trade to help protect a wide range of threatened species.
Partnership

 The WWF forms partnership as a key element of its strategy. For example,
Bank of America has offered a WWF Visa card since 2009 in support of
global conservation.
 Through this program , Bank of America contributes to WWF for each
new qualifying account opened and activated.
 WWF partnerships include Avon, CARE, and Coca-Cola.
 Avon has partnered with WWF in two key areas.
 First, Avon is a member of WWF’S Global Forests & Trade Network that
focuses on sustainable pulp and paper supply chain solutions. Second,
Avon has an internal customer-focused education campaign called Hell
Green Tomorrow to help curb deforestation through consumer awareness.
Partnership(Continued)

 The WWF partnership with Coca-Cola was established in 2007 and was
recently renewed through 2020.
 Both companies focus on efforts to improve and sustain fresh water
supplies globally and specifically address Coca-Cola’s value chain.
 The value chain enhancements within Coca-Cola include climate
protection through reduced carbon content, improved social performance
through renewable packaging, sustainable sourcing of agricultural
resources and improved water efficiency.
 Externally, the companies work to conserve important water sources in
Asia, Africa, and the Americas and specifically target key river basins and
catchments throughout the world.
Competitors

The Nature Conservancy, Conservation International, and the Wildlife

Conservation Society are leading wildlife and habitat conservancy
nonprofit organizations and as such are competitors to WWF.
The Nature Conservancy

 Founded in 1951 with the broad goal of working around the world to
protect ecologically important lands and water for both nature and people.
 Its headquartered in Arlington, Virginia.
 The organization currently has more than 1 million members and since it
has protected more than 119 million acres of land and thousands of miles
of rivers across the globe.
 It has a global impact with projects in all 50 states in the US and more than
35 countries.
 The mission statement of the organization is similar to the WWF in that it
focuses on achieving conservancy through collaborative partnership.
 The organizations total revenue in 2013 was $859 million with a total
expense of $752 million made up of $542 million in program expenses,
$122 million in administrative expenses and $87.88 million in fundraising
expenses.
The Nature Conservancy(Continued)
 Using the evaluative method from Charity Navigator, only 63% of revenue
went to program expenses.
 Administration made up 16% of total expense with another 11.7% of total
expense allocating to fundraising.
 In the area of fundraising efficiency, the organization spent $0.10 for each
dollar raised, which was right on target.
 The organization also operates more than 100 marine conservation projects
globally.
 Totaled assets as $6.18 billion in 2014.
 It is the largest environmental nonprofit by assets and by revenue in the
Americas.
 Its research shows that currently half of the world’s major rivers are
seriously polluted or depleted and that within 10 years, most people on the
planet will face water shortages.
 National Oceanic and Atmospheric (NOAA) report has cited that 2014 was
the hottest year on record since 1880, tied with 1998 and 2010.
Conservation International
 Founded in 1987 with the broad goal of protecting nature for the benefit of
everyone on our planet.
 Its headquartered in Arlington, Virginia.
 The organization currently has 900 members and is working in over 30
countries.
 Its work is focused in three areas, including protecting our natural wealth,
fostering effective governance and promoting sustainable production.
 Its vision and mission statements are:
“We imagine a healthy, prosperous world in which societies are forever
committed to caring for and valuing nature, for the long-term benefit of
people and all life on Earth.”
Mission statement
“Building upon a strong foundation of science, partnership and field
demonstration, CI empowers societies to responsibly and sustainably care for
nature, our global biodiversity, for the well-being of humanity.”
Conservation International(Continued)

 The organization 2013 revenue of $96.82 million with a total expense of

$144 million made up of $122 million in program expenses, $13 million in
administrative expenses, and $8.7 million in fundraising expenses.
 The CI deficit of $47 million during the year.
 The evaluative metrics from Charity Navigator reveal that 126% Of CI’s
revenue went to program expense.
 Administration made up 8.9% of total expense with another 6.1% of total
expense allocated to fundraising.
 In the area of fundraising efficiency, the organization spent $0.09 for each
dollar raised, which was also above target.
Wildlife Conservation Society
 Founded in 185 with a broad goal of saving wildlife and wild places
globally through a combination of science, conservation, education, and
management of urban wildlife parks.
 Its headquartered in New York City.
 The organization flagship park is the Bronx Zoo.
 The WCS currently manages close to 500 conservation projects, manages
more than 200 million acres of protected lands, and operates in more than
60 countries.
 It works on four issues including climate change, resource exploitation, the
connection between wildlife and human health and sustainable
development.
 Mission statement for the organization as:
WCS saves wildlife and wild places worldwide through science, conservation
action, education and inspiring people to value nature.
Wildlife Conservation Society(Continued)

 WCS reported 2013 revenue of $212 million with a total expense of

$1.218billion made p of $181.07 million in program expenses, $28 million
in administrative expenses, and $9.52 million in fundraising expenses.
 WCS deficit of $6.4 million
 Evaluative metrics from Charity navigator reveal that 85.41% of revenue
went to program expense. Administration made up 12.7% of total expense
with another 4.4% of total expense allocated to fundraising.
 WCS was very efficient and well above target in the area of fundraising,
spending only $0.045 for each dollar raised.
Finance
 The World Wildlife Fund generated $291 million in revenue during 2014,
up 12 percent from the previous year.
 the income statement
 WWF for-profit organization and reveals that $136 million of the WWF
revenue was in the form of direct contributions, with another $51 million
in government grants and contracts.
 The remaining revenue came from other sources, including WWF network
revenue and non-operating income. Total operating expenses were $266
million, resulting in a surplus of nearly $26 million.
 As a nonprofit, it is important for WWF to measure the efficiency with
which the organization raises funds and converts those funds into programs
that support its mission.
 WWF spent $224 million on programs in support of its mission in 2014,
representing 77 percent of its total revenue.
WWF’s Statement of Activities (in
millions of USD)
WWF’s Statement of Financial Position
(in millions of USD)
Future
 The global condition of wildlife and wild areas has steadily declined,
especially in the ocean. The WWF’s 2014 Annual Report states that 60
percent of the world’s ecosystems, including water supplies, fish stocks,
and fertile soil, are in decline, and that global demand for resources
already requires 1.5 times the available supply.
 Fully 1 in 9 people on the planet suffer from hunger, yet 90 percent of the
ocean’s fish stocks are overfished and global wildlife populations have
declined by an average of 52 percent.
 WWF reports that unsustainable agriculture practices have nearly wiped
out the forest regions of Borneo and Sumatra, while all oceans are
threatened by overfishing and changing sea temperatures.
 Like all organizations, WWF must establish priorities, since no firm can do
all they would like to do.