We knew that rebranding would mean disrupting some things.
the end of 2024, we made a decision: say goodbye to everything we had tried and worked on over the past five years that did not deliver or was not worthy of the investment nor the energy. Instead, we would focus entirely on what was actually a success: working together with partners on both the financial and execution side of our restoration efforts.
And go all in.
Of course, we knew this would leave us with less time and energy for our core business. We had to sacrifice income while investing in the rebranding.
Therefore, our guiding principle of never spending more than 10% of donations on the Club itself was not met. This will not happen again. On the contrary, we believe we can now work towards reducing this to 1%.
There are two types of value: internal value, and the value you can offer others. Let’s start with the internal side.
Birds are the perfect indicators of ecological health. When they fall silent—due to being unhealthy, unhappy, or absent—it’s a signal for us to wake up, act accordingly, and get to work. And if we truly want to help our feathered friends (and ourselves), ensuring the planet’s health is the single most important mission we can undertake.
Getting things done in the best way possible—that’s our value.
Then there is our actual worth. We wanted to do more of what worked, and less of what didn’t.
And so, after five years, it was time for a rebrand—a chance to build on a foundation best suited to what we believe we do best: offering efficient and tangible ecosystem restoration for individual donors and companies.
You keep doing what you do best, whilst we ensure your contributions are put to work as efficiently and tangibly as possible.
In 2025, we also slimmed down our team. We strongly believe that social media is no longer the way to go. It might have been a couple of years ago, but we now believe that personal relationships and old-school ways of expanding are the way forward.
And whenever we need extra hands, we can rely on our pool of freelancers who support the Club.
In the coming year, there will be no rebranding, no demanding campaigns, and no distractions. Just focus. On what we do best: restoring ecosystems and building new ones. We close 2025 with pride—and look ahead with confidence.
Reef Restoration was the project that gained and grew the most in 2025. With sites like Padang Bai and Sumberkima Bay we expect to continue this momentum in 2026.
Regarding The Club. More than ever, we are set up to keeping costs to a minimum. Our statutes remain unchanged: maximum efficiency, maximum impact. 10% is the ceiling—but we aim for 1% as we grow.
The numbers reflect the grand total, but when looking solely at 2025, most of the work was carried out in Indonesia and Brazil. Compared to the first year, we have rapidly grown our Reef Restoration program. This is largely due to a well-maintained and protected site in Padang Bai, operated by our partner, the Living Seas Foundation.
We will continue to expand there and will also open a new reef restoration site in Sumberkima Bay, where we plan to build a new coral reef measuring 3,850 square meters over the next two years.
We apologize for not meeting our own core value of keeping costs below 10%. At the same time, we are proud of what we have achieved so far and confident about what lies ahead—and we have the rebranding to thank for that.
ne of our new core values, established during the rebranding, is that we get to work. Time and resources are scarce. We don’t have time for anything other than restoring ecosystems.
2026, we shift our focus to larger partners.
Many businesses already align with a greener future. But if they want to go further—beyond their visible impact—that’s where we come in. While they focus on their strengths, we make sure their contributions create real, tangible results.
