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Agenda – two issues

Agenda – two issues. Business and Ecosystems – the case for corporate action! Biodiversity target setting – what does this mean for business?. WBCSD.

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Agenda – two issues

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  1. Agenda – two issues • Business and Ecosystems – the case for corporate action! • Biodiversity target setting – what does this mean for business?

  2. WBCSD A CEO-led coalition of some 200 companies with a shared commitment to Sustainable Development via the three pillars of economic growth, ecological balance and social progress.

  3. WBCSD Regional Network NHO (Norway) n n Vernadsky Foundation (Russia) Danish CSBD n BCSD UK n nResponsible Business Forum (Poland) neconsense (Germany) Business Europe (Belgium) n The EXCEL Partnership (Canada) n BCSD Austria n nBCSD Hungary n Kazakhstan BCSD EpE (France) n n BCSD Mongolia n BCSD Croatia CGLI (USA/Canada) n FE BCSD Spain n FFA (Spain) n n BCSD Turkey n BCSD Korea n SEV-BCSD Greece BCSD Portugal n China BCSD n n Nippon Keidanren (Japan) US BCSD n APEQUE (Algeria) n AEEC (Egypt) n BCSD Pakistan n CII India n n BCSD Taiwan BCSD UAE n nBEC (Hong Kong) BCSD Mexico n TERI BCSD India n n BCSD El Salvador CentraRSE (Guatemala) n n BCSD Honduras BCSD Thailand n uniRSE (Nicaragua) n n BCSD Curaçao n PBE (Philippines) AED (Costa Rica) n BCSD Sri Lanka n n IntegraRSE (Panama) n BCSD Colombia BCSD Malaysia n BCSD Ecuador n PERU 2021 n n BCSD Brazil BCSD Bolivia n BCSD Zimbabwe n BCSD Paraguay n FEMA (Mozambique) n NBI (South Africa) n BCA Australia n n BCSD Uruguay Accion RSE (Chile) n n BCSD Argentina BCSD New Zealand n www.wbcsd.org/web/regional.htm

  4. WBCSD Mission and Objectives • Business platform for sustainable development • Support the business license to operate, innovate and grow in a world increasingly shaped by sustainable development issues • Business Leadership - making the business case and providing the business voice • Policy Development – advocating for frameworks that maximize business contribution • Best Practice – demonstrating and sharing • Global Outreach – contributing to developing nations and nations in transition

  5. 1. Business and Ecosystems – the case for corporate action!

  6. 1. WBCSD working on biodiversity and ecosystems for 10+ years

  7. Case for corporate action on biodiversity and ecosystems is clear and compelling Businesses impact on ecosystems and ecosystem services Ecosystem change creates business risks and opportunities Businesses rely and depend on ecosystems and ecosystem services

  8. What can business do about ecosystems …right now? • Measure, manage and mitigate risks and impacts; proactively address risks and explore opportunities • Undertake corporate ecosystem valuation to quantify business risks and opportunities • Innovate and lead the development of: • Markets for ecosystem services • Eco-efficient goods, services & technologies • Support “smart” ecosystem regulation that reverses degradation and “levels the playing field” for all • Encourage suppliers & purchasers to adopt best practices • Enter into creative partnerships with municipalities and governments, NGOs, scientific community, sectors associations etc to address on-the-ground issues

  9. Helping companies address their ecosystem risks and opportunities Road testers

  10. Steps of the Corporate Ecosystem Services Review Identify priority ecosystem services Analyze trends in priority services Identify business risks and opportunities Select the scope Develop strategies Identify and evaluate business risks and opportunities that might arise due to the trends in these priority ecosystem services Research and evaluate conditions and trends in the priority ecosystem services, and drivers of these trends Choose boundary within which to conduct ESR Systematically evaluate the degree of a company’s dependence and impact on 20+ ecosystem services • Outline strategies for minimizing risks and maximizing opportunities through: • Internal changes • Sector or stakeholder engagement • Policy-maker engagement Step Key activity

  11. Ecosystem Valuation Initiative (EVI) GUIDE Under development Partners: www.wbcsd.org/web/evi.htm

  12. EVI road testers

  13. Objectives of the corporate ecosystem valuation Guide • Provide a framework and step by step approach to ecosystem valuation which is relevant to business, by: • Linking ecosystem service risks and opportunities more directly to the bottom line • Providing clarity, consistency and guidance in approaches and techniques used • Facilitating more objective decision-making to better align financial and societal benefits

  14. Other WBCSD tools to help companies measure, manage, value and mitigate ecosystem impacts

  15. Plans for CBD COP 10 – Nagoya 2010 • Convening a Dialogue on Business and Ecosystems jointly with Nippon Keidanren and IUCN on Tuesday 26 Oct 2010 “embedded” within the COP 10 timetable • Launch of new publications: • Guide to Corporate Ecosystems Valuation • Issues Brief - business recommendations on public policy options for ecosystems and biodiversity management • Special issue of Sustain • Case study compilation of best business ecosystem practice • Press conference on Issues brief • Side events • Share Keidanren Pavilion

  16. Key messages for ecosystem policy-makers and regulators • New frameworks and regulations should: • Establish a level playing field • Create appropriate incentives for sustainable use • Leverage the power of markets and reward good behavior not just punish bad • Recognize business as part of the solution not just “the” problem • Set realistic targets • Be predictive, be consistent, changes are timetabled • When appropriate for some provisioning ecosystem services - send clear price signals and secure property and tenure rights (public or private or community or shared)

  17. 2. Biodiversity target setting – what does this mean for business?

  18. Target setting common business strategy & decision-making tool • Ambitious but achievable…”stretch goals” • Within a defined context or framework, clear scope and boundaries • Include short, medium and long term cumulative targets • Sets accountabilities and responsibilities to implement and deliver • Mobilizes resources need to support action and implementation

  19. Target setting common business strategy and decision-making tool • Establishes performance measures based on a mix of “headline” metrics (market share, value sales, share price) • Clear assumptions, pre identify “uncertainties” • Timetabled milestones • Regular review and flexibility to adjust (up or down) • Rewards and incentivizes delivery and achievement, especially over achievement!!

  20. Post 2010 targets for biodiversity • So what is the context for biodiversity target setting? e.g. in relation to • Climate change e.g. UNFCCC • Development e.g. MDG • Economic growth, international trade (WTO) • Water security • What is the end game or goal or priority? • Conservation? • Sustainable use? • Equitable benefits sharing? • Sustainable development?

  21. Post 2010 targets for biodiversity • What resources will be mobilized to support implementation? • Who is responsible and accountable for implementation? • CBD, UNFCCC, UNFF, Desertification, Ramsar, CITES, GEF, FAO, World Bank, ODA agencies, regional and national government……industry and business…consumers and citizens • What are the baseline and performance metrics for biodiversity or natural capital?

  22. Vision 2050 Target setting example • Vision 2050: • A platform for dialogue about the role of business in a natural resource & carbon constrained world

  23. Vision 2050 Example - have a vision and end “game” “In 2050,some 9 billion people live well, and within the limits of the planet.” Ecological Footprint (Global Hectares per Person) Source: GFN / UNDP Human Development Index (HDI)

  24. VTargeting setting exampleision 2050: 9 Elements Example - a “joined up” strategy The pathway to Vision 2050 TODAY

  25. So new targets around biodiversity should… • Acknowledge business as a proactive player and solution provider for sustainable ecosystem and biodiversity management • Framed within a sustainable development framework • Provide clear incentive structures – both for reducing and mitigating negative impacts as well as encourage ecosystem stewardship/management

  26. So new targets around biodiversity should… • The targets themselves must be: • Relevant to business stakeholders • Realistic • Timetable • Measurable • Be supported by implementation resources and infrastructure • Companies can be respond by setting corporate targets shaped by the global framework, applicable to their operations and value chains

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