Update on work of IUCN Council Private Sector Task Force

1. Update on work of IUCN Council Private Sector Task Force Diana Shand Regional Councillor and Chair of Private Sector Task Force The International Union for Conservation of Nature

2. Role of IUCN Council Private Sector Task Force Task Force set up February 2009 “to learn from and continue to improve on IUCN’s engagement with the private sector, and to propose revisions to the Guidelines as appropriate” Confirmed Terms of Reference Workplan Council meetings

3. Terms of Reference Private Sector Task Force • 1. Work with relevant components of the Union to learn from and improve on how IUCN engages with the private sector and propose revisions to the Guidelines. • 2. Participate in the review of different private sector engagements and how they have contributed to the implementation of Congress resolutions and Council decisions concerning the private sector • 3. Provide advice and assistance [to Council]… • 4. Assist and provide input to the IUCN secretariat… • 5. Advise the BBP…in dev of performance assessment methods • 6. Serve as link with interested Members and Member groups and Commissions in order to reflect their interests regarding the IUCN private sector engagement policy and agreements. • 7. Develop a work plan…to address specific issues…

4. IUCN Council Private Sector Task Force • Global issue of how an NGO engages with the private sector - and why • WCC resolved to engage over many years • Vison: A sustainable global economy in which businesses are committed and effective partners in achieving a just world that values and conserves nature. • Council policy in form of PS Engagement Strategy 1999 & 2004) and Principles of Engagement • Task force to advise on revising PS Strategy and Operating Guidelines (2009)

5. Principles of engagement 1. Relevant to the IUCN vision and Mission. 2. Consistent with the general policies of IUCN. 3. Responsive to the aspirations of the membership. 4. Empower IUCN to implement its Programme and IUCN members to conserve nature. 5. Effective and results-based with concrete outcomes that can be measured. 6. Efficient in the use of IUCN resources as compared to alternative actions. 7. Transparent in the sense of ensuring public access to information, while respecting individual privacy and institutional confidentiality, as appropriate.

6. Principles contd 8. Participatory in the sense of creating opportunities for involvement by affected stakeholders, especially vulnerable groups, while respecting legitimate decision-making mechanisms. 9. Enhancing the credibility and autonomy of IUCN. 10. Promoting further development and inclusion of the principle of Free Prior and Informed Consent. 11. Building on commitment at the highest level within the company – including to sustainable development and social and environmental best practice. 12. Ensuring independence of IUCN from the company / industry group

7. Private Sector Engagement Issues • Is IUCN PS Engagement producing satisfactory changes and ultimately - outcomes worthy of IUCN’s reputation? • How is success to be defined, monitored and measured? • Where and how can we use IUCN’s unique position? • Are Members requirements of transparency, engagement, concrete results etc. being met? • Engagement with ICMM, Shell, Holcim, Rio Tinto etc. v engagements with MNC v sectors v leveraging orgs • Link to Global Programme

8. PSTF work • PSTF has enabled particular PS focus from Council • Policy e.g.Principles of Engagement considerations • Addressing Membership issues - grievance procedure, resolutions, contentious engagements, consultation (ICMM, WGEIB) • Shell reviews, Shell executive meeting, contract considerations • Review of PS Strategy • Policies for commercial use of IUCN data • Consultation issues

9. Priorities set by current PS Engagement Strategy Sectors where change most important and urgent due to scale of their negative impacts on environment and vulnerable people. • Biodiversity-dependent industries (hunting,fishing, farming, forestry) • Large adverse-impacts industries (mining, oil, gas) • Industries with significant indirect impacts (transport, road construction, automotive, energy supply) • Financial services industry (banking and insurance) • Green entreprise (assist in the development of)

10. What is IUCN leveraging potential? Actions through IUCN strategic and membership pressures for standards, legislative change, government action, partnerships pressure. NGOs/communities working together on private sector issues with collaborations, co-operations, networking on: engagement directions, common base standards, knowledge, monitoring, actions. Partnerships with international global and regional institutions, business, other NGOs. Position, global reach, convening power, reputation

11. Towards a new PS Strategy - thoughts Transforming business practice at the landscape level to generate benefits for biodiversitywith businesses adopting an ecosystem based approach in order to achieve no net loss or, preferably, a net positive impact on biodiversity Establishing supply chains based on sustainable use of natural resourceswith businesses integrating sustainable standards and safeguards on how biodiversity is used in their value chains

12. Other elements considered • the selection of business partners, the role of the BBP, Coordination within the Secretariat, and future revision of the Private Sector Guidelinesas well as a Strategy for sponsorships and licensing

13. Linking with Membership and Commissions Responsibility to “link with interested Members and Member groups and Commissions in order to reflect their interests regarding the IUCN private sector engagement policy and agreements” How can we do this better? Information supply - website, newsletters Issues and Grievance mechanisms Consultations Congress - forums Workshops, business week, Processes in One Programme development, council, in commissions etc.