The Draft IUCN Business Engagement Strategy INTERNATIONAL UNION FOR CONSERVATION OF NATURE

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1 The Draft IUCN Business Engagement Strategy INTERNATIONAL UNION FOR CONSERVATION OF NATURE

2 The business case risks Beyond Corporate Social Responsibility Operational: increased scarcity and cost of raw materials such as freshwater; Market: customers switching to sustainably sourced products and better governments procurement policies. Regulatory: emergence of new government policies such as taxes and moratoria on extractive activities. Reputational: damage to corporate reputation unfavourable media coverage impacting shareholder confidence. Access to capital: restrictions as the financial community adopts more rigorous investment and lending policies 2

3 Scope of the Strategy It applies to IUCN Secretariat and Commissions, aiming at involving Members in its implementation. It targets all business entities (from small to large multinationals, from privately to state owned). It focuses on engagements that aim at actual changes in business operations. It does not apply to sponsorship and licensing agreements established with business entities. 3

4 The Business Engagement Strategy and the IUCN Programme IUCN Vision: A just world that values and conserves nature IUCN Programme IUCN Niche: The world s authority on conserving nature and natural resources for people s livelihoods, setting standards, fostering policies and bringing together a diverse membership of States, government agencies and civil society for nature-based solutions to global challenges and environmental governance, aimed at sustainable development and biodiversity conservation on the ground. Valuing and conserving nature Effective and equitable governance of nature's use Deploying nature based solutions to climate, food, and development IUCN Business Model: Four Business Lines Knowledge Products Results on the Ground Policy and Governance Leveraging the Union 4 The How: 1) Programme priorities for funding and implementation 2) IUCN Operational Plan ) Union Development Plan

5 Purpose and aim of the Strategy Purpose: To provide IUCN with a coherent framework for influencing the business sector, a clear reference point as to the level of ambition expected from the business engagements, and a consistent approach to the management of reputational risks and quality assurance. Aim: To encourage transformational and demonstrable changes at the company and sectoral level in how biodiversity is valued and managed by businesses in order to conserve and restore biodiversity and to ensure that biodiversity benefits are shared equitably. 5

6 One objective, three interconnected entry points ENTRY POINT 3 Public and financial sector policies support the integration of biodiversity and livelihood values in business decision making ENTRY POINT 1 Businesses adopt policies to manage biodiversity risks and seek opportunities for biodiversity conservation and benefits for natural resources dependent people STRATEGIC OBJECTIVE Business practice, at the landscape and seascape levels, is transformed to generate benefits for biodiversity and natural resource dependent livelihoods ENTRY POINT 2 Supply chains apply sustainability standards and safeguards that positively impact biodiversity and local livelihoods 6

7 Entry Point 1: Businesses adopt policies to manage biodiversity risks and seek opportunities for biodiversity conservation and benefits for natural resources dependent people Key Interventions: Support the integration of biodiversity risk management measures in business operations. Establish a dialogue with relevant stakeholders on no-netloss / net-positive-impact and related approaches. Support stakeholders participation in decision-making and benefits sharing. 7

8 Entry Point 2: Supply chains apply sustainability standards and safeguards that positively impact biodiversity and local livelihoods. Key Interventions: Support companies to better assess their impacts and opportunities at the landscape level. Assist companies and business associations to implement biodiversity and equity sourcing requirements in their supply chains. Enhance business skills in communities involved in biodiversity businesses. 8

9 Entry Point 3: Public and financial sector policies support the integration of biodiversity and livelihood values in business decision-making. Key Interventions: Help facilitate alliances and platforms to advance progressive public policy conditions that would enable the delivery of effective biodiversity outcomes. Support the integration of biodiversity criteria in financial institutions lending requirements, with particular emphasis on emerging economies. Directly contribute to public policies that support biodiversity conservation. 9

10 The challenge of scaling-up, achieving a significant IUCN impact Engage with a few selected leaders in priority sectors to develop or adapt, field test and pilot tools and approaches. Building on best practices, work with a group of companies within selected sectors and industry associations to develop, adopt and promote voluntary standards. Directly engage with public policy and the financial sector to promote a progressive and level playing field in terms of regulations and finance. 10

11 Priority sectors Identified based on the potential risks and opportunities for biodiversity conservation, especially through habitat loss and overexploitation of natural resources: Large biodiversity footprint sectors with high direct impact on ecosystems and habitats and associated local livelihoods: Extractives (Mining, Oil and Gas); Agriculture; Forestry; Bioenergy. High biodiversity dependent sectors with strong supply chain links at landscape level: Food and Beverage; Tourism; Pharmaceutical; Consumer Goods. Leveraging sectors: Financial, Retail. 11

12 The Strategy in action Adopt, adapt and create tools and approaches, including standards. Provide expert guidance on conservation issues at the local, regional and global levels. Establish engaging and trusted platforms for discussion with other interest groups, at all levels from landscape / seascape to the global level. 12