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142 engaging business for conservation presentations

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Samir Whitaker

This document discusses engaging businesses for conservation and outlines the following key points: 1. The objective is to exchange experiences on developing business engagement strategies, provide practical examples, explain how to develop mutually beneficial partnerships, and communicate ecosystems to businesses. 2. The agenda includes discussions on the risks and opportunities of engaging businesses, examples of business engagement in practice, creating sustainable brand value, and training businesses on ecosystems. 3. Developing an effective engagement strategy is important to ensure activities align with conservation goals, protect reputation, and efficiently use resources. The strategy should guide partner and project selection.

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Objective • Exchange experience on developing a strategy for business engagement • Provide practical examples of how business Engaging Business for and conservation communities are engaging to deliver conservation outcomes Conservation • Explain how to develop partnerships that are mutually beneficial and enhance brand value of both organizations • How to communicate and train business on Conservation Campus #142 ecosystems 11 September 2012 Agenda 1. Welcome and introduction 2. Risk and Opportunities of engaging business Engaging Business for 3. Business Engagement in p g g practice Co se at o Conservation: Risks a d s s and 4. Create sustainable brand value for business Opportunities Gerard Bos, Head – Global Business 5. Training business on ecosystems and Biodiversity Programme, IUCN September 2012 Overview Matching goals • Matching conservation Key factors for success: and business goals Understanding your added value • Developing a strategy • Organizational assets for business • Value Proposition engagement g g • What you can do • Selecting a business Understanding the business partner • Business impacts and dependencies • Formalizing the • Opportunities for business in conservation engagement • What the business can do Identify shared and added value Figure 1 – Steps in IUCN Operational Guidelines for Private Sector Engagement 1
Developing a strategy Developing a strategy Why a Why a Strategy? To ensure that engagements are a means to a wider conservation goal. To protect your Strategy? reputation. To ensure effective use of (generally scarce) resources. How to How to develop a Strategy? It depends on your type of organization: If membership-based, you will need to develop a p engage in consultations with your members Even if members. Strategy? not, involve those who will work with business as well as business entities. Ensure that the Strategy is in line, builds on and supports your main conservation programme. How to use a How to use a Strategy? It should be your compass Strategy? in selecting projects and partners. Not a replacement for detailed project concepts or workplans. IUCN Strategy Key elements of a strategy • IUCN’s first strategy was issued in 2004 Clear aims, objectives • The IUCN Council requested a new Strategy in 2011 The IUCN Business Engagement strategy aims to encourage • A first concept was developed with members of the transformational and demonstrable changes at the company Council and used to request input from IUCN and sectoral level in how biodiversity is valued and managed Members, Councillors and partners (mostly by businesses in order to conserve and restore biodiversity businesses) and to ensure that biodiversity benefits are shared equitably. • With the input received a small design team drafted received, Purpose: version 1 which was subsequently revised by the To provide IUCN with a coherent Council and discussed during a workshop framework for influencing the • The final Strategy was approved by Council in April business sector, a clear reference 2012 point as to the level of ambition expected from the business • The strategy builds on IUCN quadrennial programme engagements, and a consistent as well as on past experiences working with business approach to the management of reputational risks and quality assurance. Key elements of a strategy Key elements of a strategy Clear implementation strategy Well defined theory of change • Engage with a few selected IUCN’s BES has three interconnected entry-points, all leaders in priority sectors to linked to one central objective: business practices at the develop or adapt, field test and landscape and seascape level are transformed to generate pilot tools and approaches. benefits for biodiversity and natural resource-dependent livelihoods. • Building on best practices, work with a group of companies Entry Point 1: Triggering changes within selected sectors and on the ground industry associations to develop, adopt and promote voluntary Entry Point 2: Leveraging supply standards. chains • Directly engage with public policy and the financial Entry Point 3: Influencing public & sector to promote a financial policies progressive and level playing field in terms of regulations and finance. 2
Selecting a business partner Due Diligence • Developing an engagement concept (what are • A step to enable “informed decisions” on how to the conservation challenges that can be progress discussions with business addressed through an engagement with • Allows a better understanding of the business business?) and its operations • Assessing potential business partners • Identifies any past, present, and predictable o Is the company well placed to help deliver the future sources of risk to the organization arising concept? Are they committed to a step change? from an engagement with the business o Are there shared goals and opportunities to add • Helps identify opportunities of engaging and value? potential areas of joint work • Performing a due diligence to identify possible sources of risk & opportunities • Preparing a risk management strategy Which company should we work with? What should be included? Risk and Opportunity Matrix 1. Scope 2. Company description 3. Company impact on biodiversity and ecosystem services 4. Social and environmental policies, standards and public commitments 5. Environmental and social performance 6. Company reputation 7. Initial assessment of the company’s commitment to corporate responsibility The position of the red dot will move 8. Overview of potential risks on answering the questions according 9. Indications of points that could be further to the risk and opportunities of investigated Results in the tables above are engaging a given company generated by answering the risk and opportunity questions Formalizing the engagement A good contract includes… • Develop a project concept which includes: • SMART (Specific, Measurable, Achievable, • Aim and objectives Realistic and Time-bound) results • Key areas of cooperation • Roles and responsibilities for realizing results • Expected outcomes and how they will contribute to • Capacity and resource requirements on both your conservation goals sides • Formalize the engagement through an • Indicators for monitoring and measuring appropriate mechanism ( i t h i (e.g. M Memorandum of d f performance, performance progress and results Understanding, Contract, Agreement, etc.) • A clause that allows public communication regarding any issues which may or may not • Ensure transparent and regular communication involve the business entity with your constituency during entire process • A process for addressing breach of contract • A termination clause How do we • A mechanism for raising grievances from third formalize parties our engagement? • An independent final evaluation 3
Top Tips Resources for more information • Be transparent • Work with the business from the beginning and IUCN Business engagement Strategy throughout the project (don’t treat them like http://data.iucn.org/dbtw-wpd/edocs/Rep- donors!) 2012-001.pdf • Conduct a situation analysis – what are the impacts and dependencies? Assess the Operational Guidelines for Private Sector “additionality”? additionality ? Engagement • Assess and manage your risks http://cmsdata.iucn.org/downloads/ps_20g • Aim at establishing true partnerships – ensure uidelines.pdf that there are mutual benefits from working together Global Business and Biodiversity • Celebrate success Programme • Communicate throughout http://www.iucn.org/business Thank you! Kamsa hamnida! 감사합니다 www.iucn.org/congress 4
To cover today • Strategic rationale for Ecolaboration™ • AAA: our unique approach to sourcing high quality coffee and cocoa ECOLABORATION™ • Club member engagement and Review 2012 - outlook 2013 stakeholder management Tuesday 11 September 2012 • Outlook 2013 and beyond P2 Ecolaboration™: Strategic rationale Ecolaboration™: part of the Nestle CSV “Nespresso’s innovative program is not driven by charity but by creating value” • Integrating Nestle CSV approach into the Michael Porter Nespresso model Professor of Business Strategy Harvard Business school • Securing access to and smart use of resources • Adding value to the Nespresso brand “A good example of such new procurement thinking can be found at Michael Porter at the Third Nespresso AAA Nespresso, one of Nestlé’s fastest Sustainable Quality™ Forum growing divisions” P3 P4 Ecolaboration™: securing access to and Ecolaboration™: adding value to the smart use of resources Nespresso brand  Using Ecolaboration™ to 61% Vs 2013 commitment of 80% protect the company -16% Vs 2013 commitment of -20% reputation among Securing key opinion reputation leaders, leaders activists and media Building trust  Using Ecolaboration™ to convince club 74% Vs 2013 commitment of 75% members and prospects P5 P6 1
There are 3 main challenges in the specialty To cover today coffee sector… … facing Nespresso in particular • Strategic rationale for Ecolaboration™ • AAA: our unique approach to sourcing 1. Long term supply of quality high quality coffee and cocoa 2. The sustainability challenge • Club member engagement and 3. Profitability of smallholders stakeholder management • Outlook 2013 and beyond P7 P8 The AAA Sustainable Quality™ Program The AAA Program: a pragmatic approach to responds to these challenges sustainable quality … in a pragmatic way, with the farmers at the center P9 P10 The AAA Program: a pragmatic approach to The AAA Program: a pragmatic approach to sustainable quality sustainable quality P11 P12 2
In ten years the program has expanded to On cocoa, the program started in 2009 with 50’000 farmers in 7 countries the objective of all clusters AAA in 2013 Tanzania ( 2013) “Grands Crus  / Variations” 50’000 S-A •Sensory : Round and mild cocoa 50’000 farms Today 3’500 Tasq •Coops of smallholders TBD 7 countries •36 t /year (Q2 2012) 190 agronomists 20 clusters •Trade partner : TBD Mexico 200’000 Hectares Indonesia by end 2012 1 cluster Nicaragua 2 176 farms 2 clusters 2’176 farms 2 l t “Grands Crus only” Grands Crus only Guatemala 94 farms Brazil –Bahia since 2009 •Sensory : Strong cocoa and bitter  2 clusters Costa Rica India “Grands Crus only” with gingerbread aromatics 1’344 farms 4 clusters 2 clusters 3’361 farms 64 farms •1 plantation 1’400 ha • Sensory : Strong cocoa and bitter, Colombia •12t /year 4 clusters Ethiopia with a complex dried fruit and 1 cluster (forming) refreshing herbal aromatics • Trade partner : Armajaro 37’994 farms 2’200 farms • 1 plantation 400 ha Madagascar since 2011 Brazil 6 clusters • 12t /year “Grands Crus / Variation” 1’798 farms • Performance RA: DEFICIENT(68% • Sensory : Strong acidity, balanced 70’000 S-A TASQ incl.5 critical criteria) => between cocoa and fruity (lemony) certification level by 2015 • 4 coops => 120 s/h End 2013 70’000 farms 7’000 Tasq • Trade partner : EFICO • 9t /year • Performance RA : Deficient (25% 250 agronomists TASQ performance incl.7 critical criteria ) Trade partner : TOUTON P13 P14 In 2012, Nespresso will source 66% of its Results: Quality up and rejection down coffee from AAA and 18% AAA RA A large disparity between Colombia and other countries MexicoIndia 3% 3% Africa 10% Brazil 35% Central  America 21% Colombia 28% Coffee Volume distribution Number of AAA Farms P15 P16 Results: high rate of farmer satisfaction Results: progress on sustainable agriculture Colombian grower satisfaction with % of coffee sold to Nespresso, % farms complying with specific sustainability initiatives (% satisfied) among AAA growers environmental practices Nespresso Corporate web site Percent AAA farmers who return sell their Environmental performance of AAA coffee to Nespresso farms vs. non AAA (out of 100) P17 P18 3
Results: supporting innovation pipeline Results: supporting innovation pipeline P19 P20 We are progressively building credibility with To cover today stakeholders • Strategic rationale for Ecolaboration™ • AAA: our unique approach to sourcing high quality coffee and cocoa • Stakeholder management and Club member engagement • Outlook 2013 and beyond P21 AAA farmers awarded at the RAP22 gala The Alucycle™ commitment is building AAA commitment secured reputation during Nespresso credibility on sustainability the Solidar attack P23 P24 4
CM awareness of Ecolaboration™ initiatives We are progressively building club member drive expertise perception and Net Promoter awareness Score Yes and I Total Aware of the know Current Ecolaboration exactly Members programm what it is Awareness 2009 vs. 2011 Base 13299 4277 961 Recycling initiative 29% 79% +50pts  ST NPS score 54% 62% 64% AAA program 7 9% 7% 8% 13% 42% +29pts  8 19% 17% 14% Ecolaboration™ 9 22% 22% 21% 9% 35% +26pts  You would certainly recommend Nespresso 41% 46% 51% P25 P26 TO COVER TODAY Outlook • Strategic rationale for Ecolaboration™ • 2013 focus on AAA 10th anniversary to • AAA: our unique approach to sourcing further build reputation and trust high quality coffee and cocoa • Achievement of Ecolaboration target • Stakeholder management and Club for carbon member engagement • Definition of next phase strategy • Outlook 2013 and beyond P27 P28 Using AAA 10th anniversary to engage stakeholders NMag Fifth AAA Media Forum Trip field HBR Academic Santander Symposium MBA challenge NMag June July Sep Dec Securing reputation TEN YEARS OF NESPRESSO AAA Building March July Dec trust Social media campaign Social media campaign Photo Farmers in exhibition Europe Book P29 5
RAINFOREST ALLIANCE Conserving Carbon, Engaging Businesses for Positive Climate Impacts in Forestry and Agriculture IUCN World Conservation Congress 2012 Conservation Campus 142 Jeffrey Hayward, jhayward@ra.org Climate Program Director ©2009 Rainforest Alliance September 11, 2012, Jeju, Korea ©2009 Rainforest Alliance VALUE CHAIN APPROACH Capacity Market Building Certification development & & & Technical Sustainability Corporate Assistance Standards engagement Auditing / certification / verification Chain f Ch i of custody - t d Marketing support traceability and brand Training and support for awareness producers Corporate engagement producers / processors buyers / exporters / importers distributors / brands / retailers / industry groups consumers LAND USE PRACTICES BUSINESS PRACTICES CONSUMER BEHAVIOR ©2009 Rainforest Alliance BUSINESS COLLABORATIONS Incentivize agricultural adaptation and p mitigation 7 1
Promote Support sustainable credible forest carbon management markets 8 9 BUILDING CAPACITY TO ENABLE REDD+ WHAT CAN NGOS BRING TO Strengthen BUSINESSES COMMITTED TO international CLIMATE CHANGE ACTION WITHIN REDD+ framework THEIR SUPPLY CHAINS? 10 11 NGO INFLECTION POINTS BUILDING COMPANY CLIMATE POLICIES POLICY • Map out a climate policy COMMUNICATE COMMUNICATE POLICY • Identify climate risks in supply chain VERIFY ASSESS • Recommend emission reductions targets • Advocate for quality carbon offsets VERIFY ASSESSMENT IMPLEMENT IMPLEMENT 12 13 2
ASSESSING BASELINE CONDITIONS IMPLEMENTING ACTIONS ASSESS IMPLEMENT POLICY ASSESS • Life Cycle Assessment • Technical assistance • Carbon Footprinting • Promote best practice COMMUNICATE IMPLEMENT • Needs for technical assistance POLICY VERIFY • Carbon project development • Feasibility of mitigation/adaptation • Link investors to projects COMMUNICATE VERIFY 14 15 VERIFY, MONITOR, REPORT VERIFY, MONITOR, REPORT VERIFY COMMUNI‐CATE IMPLEMENT VERIFY • Monitor and evaluate progress • Press and social media ASSESS COMMUNICATE • Impact and research • Publications IMPLEMENT POLICY • Ensure conformance to verification • International networks POLICY ASSESS 16 17 jhayward@ra.org www.rainforest-alliance.org The Rainforest Alliance works to conserve biodiversity and ensure sustainable livelihoods by transforming land-use practices, business practices and consumer behavior. 3
Grey area… Rigour Practicality ● harsh, but just ● usefulness ‐ the quality  ● severe or cruel circum‐ of being of practical use stance ● functionality ‐ capable of  Scientific Rigour vs. Practicality  ● strictness in judgment or  serving a purpose well conduct ● viability ‐ capable of  ● Mathematics, Philosophy,  , p y, being done in a practical  Logic: logical validity;  way accuracy ● sensibleness ‐ the quality  Conservation Campus 142, WCC, Jeju of showing good sense or  practical judgment 11 Sep 2012  Robustness ● the characteristic of being  ● realism, pragmatism ‐ strong enough to  the attribute of  withstand intellectual  accepting the facts of life Christoph Imboden challenge WCC, Jeju, Sep 2012 ChI /  Slide 2 The law of the diminishing return Engaging with business on biodiversity  Scientific accuracy 1. Convince that biodiversity has something to do with  them 100% 2. Motivate them that they should do something 80% – not how much harm they cause, but… – what they can positively do for biodiversity 60% 3. Steer them towards “quick wins” 40% 4. Show the benefits of a systematic and integrated  approach 20% 5. Demonstrate that implementation is affordable and that  simple methods can lead to meaningful outcomes 6. Team up with them to scale up: influencing industry  Time invested standards and regulatory meachanisms WCC, Jeju, Sep 2012 ChI /  Slide 3 WCC, Jeju, Sep 2012 ChI /  Slide 4 Biodiversity Management System ‐ BMS Biodiversity inventories Biodiversity Policy Principles Abundance of  vertebrates & higher  plants Research  scientists Planning cycle Operational cycle List of all vertebrates & higher plants  throughout all seasons Conservation  Impact Opportunity Biodiversity Action: List of all vertebrates & higher plants List of all vertebrates & higher plants scientists Study Study Feasibility EMP, BAP, Rehabilitation Study List of sp. characteristic for habitats Biodiversity Inventories Biodiversity Monitoring Presence of threatened species Company Conservation pragmatist Habitat maps What are the How can we How can we seize bio- biodiversity risks? avoid them? diversity opportunities? Few sites All sites WCC, Jeju, Sep 2012 ChI /  Slide 5 WCC, Jeju, Sep 2012 ChI /  Slide 6 1
Holcim boundary conditions Biodiversity importance categories 1 Occurrence on site or within 5km or with relevant ecological  ● 520 sites ‐ worldwide distribution (>70 countries) connections to: ● Very different types of quarries  – globally threatened sp. (IUCN Red List) – overlapping with / adjacent to internationally recognised PA – from sand to rock, limestone to clay – Globally outstanding ecosystem / habitat ● Size ranging from 5  1000 ha 2 Occurrence on site or within 5km or with relevant ecological  ● Longevity ranging from <10 years to >100 years  connection to: – nationally threatened rare sp nationally threatened, rare sp. ● Surrounding conditions ranging from monocultures to  – nationally protected (recognised) area, reserve etc rainforest, industrial to urban areas – nationally important ecosystem / habitat ● Variety of jurisdictions and regulations 3 Site: – in landscape with diverse, natural ecosystems  – in modified landscape with potential for biodiversity  enhancement (biodiversity island) – with significant local value of the natural environment 4 Site in heavily modified, intensely managed landscape WCC, Jeju, Sep 2012 ChI /  Slide 7 WCC, Jeju, Sep 2012 ChI /  Slide 8 Biodiversity Risk Matrix Monitoring and reporting system Risk to biodiversity value of site and/or surrounding area  Key requirements Expected  Impact          A B C D ● Meaningful, but straightforward to measure Biodiversity  Likely impact;  Likely impact;  Possible imp.;  Unlikely  ● Sensitive to changes in management and/or protection importance   mitigation not  mitigation  mitigation  impact  possible possible recommended ● Measurable by means of a simple methodology ● Largely assessable by non‐experts (Holcim staff) Largely assessable by non experts (Holcim staff) 1 Critical Significant Medium Low ● To be expressed by standardised value 2 Critical Significant Medium Low ● Must fit into existing environmental reporting 3 Significant Medium Low Low ● Allowing aggregation on national and global levels 4 Low Low Low Low WCC, Jeju, Sep 2012 ChI /  Slide 9 WCC, Jeju, Sep 2012 ChI /  Slide 10 Dilemmas and trade‐offs BIRS – principal idea ESIA INVENTORY Local experts Practicality, simplicity Scientific rigour 10‐year repeats Sound science (cause/effect) Desirable Expensive Monitoring & Habitat extent Annual Holcim staff Affordable ALL Scientific rigour Indicator SITES Minimum standard r Habitat condition Annual Holcim staff Expectations Expectations local communities conservation community Minimum standard Habitat uniqueness 5‐10 yrs Local expert Needs/wishes  Legal requirements Sites with of the company special Species/habitats  biodiversity Annual Local experts Limited meaning of special concern management Very involved, Practicality Simple methods, BIODIVERSITY  requiring expertise to be done by knowledge non-experts CONDITION INDEX WCC, Jeju, Sep 2012 ChI /  Slide 11 WCC, Jeju, Sep 2012 ChI /  Slide 12 2
Habitat condition Pictorial guides for assessing habitat condition 2 out of 10‐15 questions ● Condition assessment Are there other non‐woody flowering species consisting of… – Two persons (non‐experts) to walk independently for 30‐60  only one species? two species? three species? more than 3 species? minutes through each of the habitats.  1 2 3 4 – Same season and time of day, similar weather condition – 10‐15 questions about each habitat type to be answered on  Score a scale of 1‐4 (implying poor to good condition) on the  a scale of 1‐4 (implying poor to good condition) on the basis of visual guidance notes. Are the shrubs and/or trees growing above the height of the grasslayer … – 2‐3 fixed point photo for reference virtually across the  abundantly found  sparsely spread  occurring as a very few  ● Condition of each habitat: mean of all values whole site? across the site? across the site? isolated individuals? 1 2 3 4 WCC, Jeju, Sep 2012 ChI /  Slide 13 WCC, Jeju, Sep 2012 ChI /  Slide 14 Indicative wetlands questions Aggregation of KPIs Adjustments / weightings  1 2 3 4 for: How many different wetland  1 2 3 > 3 •  Relative biodiversity  zones can you distinguish? Global Biodiversity KPI importance of country What is the water colour? Intense Distinct Light No colour What is the turbidity of the  Very cloudy Cloudy Slightly  Clear water? cloudy Country A Country B •  Relative biodiversity  National Biodiversity KPI National Biodiversity KPI KPI importance of region  How do the floating plants  Dead &  More than  Less than  All healthy within a country appear? decaying half brown  half brown  & dying & dying •  Site heterogeneity,  Do you see any invasive  Dense Many  A few None Site 2 Site 1 Biodiversity Index Site 3 diversity of habitats wetland plants? KPI KPI KPI •  Relative biodiversity  Do you see any dragonflies? None A few; one  Some; > 1  Many;  value of habitat species species several sp. None Some; 1 sp. Many; 1 sp. Many; se‐ Habitat  Habitat  Habitat  Are waterbirds present? veral sp. value A value B value C Some; >1sp WCC, Jeju, Sep 2012 ChI /  Slide 15 WCC, Jeju, Sep 2012 ChI /  Slide 16 Lessons… 1. Better to have some basic standard information on all  sites than to have detailed information on a few sites  only and none at all from all others. 2. Keep engaged with partner for continuing reality /  practicality check. 3. Involve partner as much as possible in development of  ideas. WCC, Jeju, Sep 2012 ChI /  Slide 17 3
Creating sustainable brand value for companies EROSEI Economic Return on Social Conservation Campus 142 Engaging Business for and Environmental Conservation Investment IUCN World Conservation Congress Jeju, South Korea, Sept 11, 2012 © 2012 by GoodBrand and SEMPORA Citizen-consumers entering a new phase with new expectations from companies and brands Era > Crisis > Era > Crisis > Era Context Post-war 70s/80s Age of Financial/ Age of austerity battlegroun Opulence values crisis Meaning d Consumer “I need” “I want” “I belong” Paradigm Typical - Availability ? - More ? - Smarter Brand - Consistency - Bigger - Fitter Messages - Functional - Faster - Wiser performance - Cheaper - Closer - Fairer These changes will redefine how consumer- Critical issue for business: facing companies will compete in the future The smart and wise management of reputation © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA Brands will need to connect with the most The opportunity for brands… fundamental human values - to help citizens lead “better” lives: - more meaningful - more responsible - more future-proofed We call this “brand BY social energy” - looking after my family - enhancing my/our potential - helping me/us flourish - investing in my future - helping create a positive legacy HOW - through its products and services, and how they are produced and consumed - through the wider changes it helps create and influence © 2012 by GoodBrand andData Source: Roper SEMPORA © 2012 by GoodBrand and SEMPORA 1
Companies need brands with social equity Companies want to measure their social equity performance [social equity] Consumer or public confidence i th values fid in the l and capability of a brand © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA The opportunity /chance – building credibility and trust • An online survey representative of all adults The 6 factors of social equity including ethical consumer segmentation (25,000 adult ‘consumers’, 12 countries) • 2000 brands • Questions on social and environmental performance.. • …as well as brand energy, preference, loyalty • Calculation of an index to give a single figure and relative score © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA Measuring brands as a force for good and a force The social energy grid for change The Social Energy Grid Social Equity High  integrity but  Trusted  lacking  leaders Perception of company/brand as High integrity ‘force for good’ Trusted Future dynamism but lacking l Equity shapers leaders dynamism Social Dynamic  Brand Energy Social but with  Followers equity questionabl e integrity Perception of company/brand as Dynamic but ‘force for positive change’ Followers with questionable integrity Brand Energy Trusted leaders are perceived as a force for good and a force for change Brand energy They enjoy people’s goodwill © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA 2
NGOs dominate the social energy field Leveraging relationships with trusted NGOs will help brands be seen as a force for good Social Energy Plot - UK Social Energy Plot - UK © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA Zuruck zum Ursprung shows how brands can build positive …reflected in best in class dairy and one of reputations through sustainability actions highest environmental performances Social Energy Plot: Dairy - Organic own label range for Hofer, Austria (part of Aldi) -Builds its brand values by engaging consumers directly with the organisation and its supply chain partnerships, bringing sustainability and community to life for consumers in relevant, interesting ways (e.g. online “meet our farmers” programme) © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA Sometimes companies reach a point of realisation Companies undergo a period of significant its time to change reinvention © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA 3
Coffee companies are boosting their social equity …leading to transformed brand perception performance by showing their work with partners Social Energy Plot - McDonald's 2008 vs 2010 © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA This transfers social equity from the partner NGO Kenco coffee UK is getting an environmental to the commercial brand transfer effect from its NGO partner Social Energy Plot - UK Social Equity Factors: Rainforest Alliance vs Kenco Social Equity Factors: Kenco vs Coffee Average © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA Thoughts on brand leverage to engage business in partnerships for conservation Important principle 1: Balance Ensure the correct strategic fit operationally not based on communications Plan for long term gradual brand evolution Engage the senior people in the company on planning for brand value creation Securing Focus on tonality F t lit reputation Building trust © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA 4
Important principle 2: Transparency Important principle 3: Consistency “It’s the most ambitious commitment ever to help smallholder coffee farmers achieve Rainforest Alliance certification and "If you tell the improve coffee truth you don t don't quality quality” Chris Wille, Head of Sustainable Agriculture have to remember The Rainforest Alliance anything.” - Mark Twain Nespresso AAA farmers Meeting Club members in New York © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA Important principle 4: Humility © 2012 by GoodBrand and SEMPORA 5
Business Ecosystems Training Learn how to train business on Introducing ecosystems Business Ecosystems Training (BET) program Conservation Campus 11 Sept 2012, 09:00-13:00 The business case for training Rationale for developing BET?  72% of CEOs see education as the global development issue most critical to address for  Business both impacts and Business the future success of their business depends on ecosystems Depends Impacts  However, issues tend to be  86% of CEOs think that companies should invest in poorly understood enhanced training of managers to integrate sustainability into strategy and operations t i bilit i t t t d ti  N d t fill k Need to knowledge gaps l d  However, only 60% of them are implementing Ecosystems this Source: United Nations Global Compact CEO Survey 2010 (based on 766 completed responses) 3 4 What is BET? Who is it for?  Business audience  A comprehensive capacity building program that aims  Different levels of management & to equip business with the skills it needs to better seniority understand, measure, manage and mitigate ecosystem impacts and dependencies  Wide range of departments: from SD to procurement to finance  Leverages the wealth of existing WBCSD materials, methodologies and tools, also including other resources Any professional who needs to manage its company’s risks and  Open-source opportunities 5 6 1
142 engaging business for conservation presentations
142 engaging business for conservation presentations
142 engaging business for conservation presentations
142 engaging business for conservation presentations
142 engaging business for conservation presentations

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142 engaging business for conservation presentations

  • 1. Objective • Exchange experience on developing a strategy for business engagement • Provide practical examples of how business Engaging Business for and conservation communities are engaging to deliver conservation outcomes Conservation • Explain how to develop partnerships that are mutually beneficial and enhance brand value of both organizations • How to communicate and train business on Conservation Campus #142 ecosystems 11 September 2012 Agenda 1. Welcome and introduction 2. Risk and Opportunities of engaging business Engaging Business for 3. Business Engagement in p g g practice Co se at o Conservation: Risks a d s s and 4. Create sustainable brand value for business Opportunities Gerard Bos, Head – Global Business 5. Training business on ecosystems and Biodiversity Programme, IUCN September 2012 Overview Matching goals • Matching conservation Key factors for success: and business goals Understanding your added value • Developing a strategy • Organizational assets for business • Value Proposition engagement g g • What you can do • Selecting a business Understanding the business partner • Business impacts and dependencies • Formalizing the • Opportunities for business in conservation engagement • What the business can do Identify shared and added value Figure 1 – Steps in IUCN Operational Guidelines for Private Sector Engagement 1
  • 2. Developing a strategy Developing a strategy Why a Why a Strategy? To ensure that engagements are a means to a wider conservation goal. To protect your Strategy? reputation. To ensure effective use of (generally scarce) resources. How to How to develop a Strategy? It depends on your type of organization: If membership-based, you will need to develop a p engage in consultations with your members Even if members. Strategy? not, involve those who will work with business as well as business entities. Ensure that the Strategy is in line, builds on and supports your main conservation programme. How to use a How to use a Strategy? It should be your compass Strategy? in selecting projects and partners. Not a replacement for detailed project concepts or workplans. IUCN Strategy Key elements of a strategy • IUCN’s first strategy was issued in 2004 Clear aims, objectives • The IUCN Council requested a new Strategy in 2011 The IUCN Business Engagement strategy aims to encourage • A first concept was developed with members of the transformational and demonstrable changes at the company Council and used to request input from IUCN and sectoral level in how biodiversity is valued and managed Members, Councillors and partners (mostly by businesses in order to conserve and restore biodiversity businesses) and to ensure that biodiversity benefits are shared equitably. • With the input received a small design team drafted received, Purpose: version 1 which was subsequently revised by the To provide IUCN with a coherent Council and discussed during a workshop framework for influencing the • The final Strategy was approved by Council in April business sector, a clear reference 2012 point as to the level of ambition expected from the business • The strategy builds on IUCN quadrennial programme engagements, and a consistent as well as on past experiences working with business approach to the management of reputational risks and quality assurance. Key elements of a strategy Key elements of a strategy Clear implementation strategy Well defined theory of change • Engage with a few selected IUCN’s BES has three interconnected entry-points, all leaders in priority sectors to linked to one central objective: business practices at the develop or adapt, field test and landscape and seascape level are transformed to generate pilot tools and approaches. benefits for biodiversity and natural resource-dependent livelihoods. • Building on best practices, work with a group of companies Entry Point 1: Triggering changes within selected sectors and on the ground industry associations to develop, adopt and promote voluntary Entry Point 2: Leveraging supply standards. chains • Directly engage with public policy and the financial Entry Point 3: Influencing public & sector to promote a financial policies progressive and level playing field in terms of regulations and finance. 2
  • 3. Selecting a business partner Due Diligence • Developing an engagement concept (what are • A step to enable “informed decisions” on how to the conservation challenges that can be progress discussions with business addressed through an engagement with • Allows a better understanding of the business business?) and its operations • Assessing potential business partners • Identifies any past, present, and predictable o Is the company well placed to help deliver the future sources of risk to the organization arising concept? Are they committed to a step change? from an engagement with the business o Are there shared goals and opportunities to add • Helps identify opportunities of engaging and value? potential areas of joint work • Performing a due diligence to identify possible sources of risk & opportunities • Preparing a risk management strategy Which company should we work with? What should be included? Risk and Opportunity Matrix 1. Scope 2. Company description 3. Company impact on biodiversity and ecosystem services 4. Social and environmental policies, standards and public commitments 5. Environmental and social performance 6. Company reputation 7. Initial assessment of the company’s commitment to corporate responsibility The position of the red dot will move 8. Overview of potential risks on answering the questions according 9. Indications of points that could be further to the risk and opportunities of investigated Results in the tables above are engaging a given company generated by answering the risk and opportunity questions Formalizing the engagement A good contract includes… • Develop a project concept which includes: • SMART (Specific, Measurable, Achievable, • Aim and objectives Realistic and Time-bound) results • Key areas of cooperation • Roles and responsibilities for realizing results • Expected outcomes and how they will contribute to • Capacity and resource requirements on both your conservation goals sides • Formalize the engagement through an • Indicators for monitoring and measuring appropriate mechanism ( i t h i (e.g. M Memorandum of d f performance, performance progress and results Understanding, Contract, Agreement, etc.) • A clause that allows public communication regarding any issues which may or may not • Ensure transparent and regular communication involve the business entity with your constituency during entire process • A process for addressing breach of contract • A termination clause How do we • A mechanism for raising grievances from third formalize parties our engagement? • An independent final evaluation 3
  • 4. Top Tips Resources for more information • Be transparent • Work with the business from the beginning and IUCN Business engagement Strategy throughout the project (don’t treat them like http://data.iucn.org/dbtw-wpd/edocs/Rep- donors!) 2012-001.pdf • Conduct a situation analysis – what are the impacts and dependencies? Assess the Operational Guidelines for Private Sector “additionality”? additionality ? Engagement • Assess and manage your risks http://cmsdata.iucn.org/downloads/ps_20g • Aim at establishing true partnerships – ensure uidelines.pdf that there are mutual benefits from working together Global Business and Biodiversity • Celebrate success Programme • Communicate throughout http://www.iucn.org/business Thank you! Kamsa hamnida! 감사합니다 www.iucn.org/congress 4
  • 5. To cover today • Strategic rationale for Ecolaboration™ • AAA: our unique approach to sourcing high quality coffee and cocoa ECOLABORATION™ • Club member engagement and Review 2012 - outlook 2013 stakeholder management Tuesday 11 September 2012 • Outlook 2013 and beyond P2 Ecolaboration™: Strategic rationale Ecolaboration™: part of the Nestle CSV “Nespresso’s innovative program is not driven by charity but by creating value” • Integrating Nestle CSV approach into the Michael Porter Nespresso model Professor of Business Strategy Harvard Business school • Securing access to and smart use of resources • Adding value to the Nespresso brand “A good example of such new procurement thinking can be found at Michael Porter at the Third Nespresso AAA Nespresso, one of Nestlé’s fastest Sustainable Quality™ Forum growing divisions” P3 P4 Ecolaboration™: securing access to and Ecolaboration™: adding value to the smart use of resources Nespresso brand  Using Ecolaboration™ to 61% Vs 2013 commitment of 80% protect the company -16% Vs 2013 commitment of -20% reputation among Securing key opinion reputation leaders, leaders activists and media Building trust  Using Ecolaboration™ to convince club 74% Vs 2013 commitment of 75% members and prospects P5 P6 1
  • 6. There are 3 main challenges in the specialty To cover today coffee sector… … facing Nespresso in particular • Strategic rationale for Ecolaboration™ • AAA: our unique approach to sourcing 1. Long term supply of quality high quality coffee and cocoa 2. The sustainability challenge • Club member engagement and 3. Profitability of smallholders stakeholder management • Outlook 2013 and beyond P7 P8 The AAA Sustainable Quality™ Program The AAA Program: a pragmatic approach to responds to these challenges sustainable quality … in a pragmatic way, with the farmers at the center P9 P10 The AAA Program: a pragmatic approach to The AAA Program: a pragmatic approach to sustainable quality sustainable quality P11 P12 2
  • 7. In ten years the program has expanded to On cocoa, the program started in 2009 with 50’000 farmers in 7 countries the objective of all clusters AAA in 2013 Tanzania ( 2013) “Grands Crus  / Variations” 50’000 S-A •Sensory : Round and mild cocoa 50’000 farms Today 3’500 Tasq •Coops of smallholders TBD 7 countries •36 t /year (Q2 2012) 190 agronomists 20 clusters •Trade partner : TBD Mexico 200’000 Hectares Indonesia by end 2012 1 cluster Nicaragua 2 176 farms 2 clusters 2’176 farms 2 l t “Grands Crus only” Grands Crus only Guatemala 94 farms Brazil –Bahia since 2009 •Sensory : Strong cocoa and bitter  2 clusters Costa Rica India “Grands Crus only” with gingerbread aromatics 1’344 farms 4 clusters 2 clusters 3’361 farms 64 farms •1 plantation 1’400 ha • Sensory : Strong cocoa and bitter, Colombia •12t /year 4 clusters Ethiopia with a complex dried fruit and 1 cluster (forming) refreshing herbal aromatics • Trade partner : Armajaro 37’994 farms 2’200 farms • 1 plantation 400 ha Madagascar since 2011 Brazil 6 clusters • 12t /year “Grands Crus / Variation” 1’798 farms • Performance RA: DEFICIENT(68% • Sensory : Strong acidity, balanced 70’000 S-A TASQ incl.5 critical criteria) => between cocoa and fruity (lemony) certification level by 2015 • 4 coops => 120 s/h End 2013 70’000 farms 7’000 Tasq • Trade partner : EFICO • 9t /year • Performance RA : Deficient (25% 250 agronomists TASQ performance incl.7 critical criteria ) Trade partner : TOUTON P13 P14 In 2012, Nespresso will source 66% of its Results: Quality up and rejection down coffee from AAA and 18% AAA RA A large disparity between Colombia and other countries MexicoIndia 3% 3% Africa 10% Brazil 35% Central  America 21% Colombia 28% Coffee Volume distribution Number of AAA Farms P15 P16 Results: high rate of farmer satisfaction Results: progress on sustainable agriculture Colombian grower satisfaction with % of coffee sold to Nespresso, % farms complying with specific sustainability initiatives (% satisfied) among AAA growers environmental practices Nespresso Corporate web site Percent AAA farmers who return sell their Environmental performance of AAA coffee to Nespresso farms vs. non AAA (out of 100) P17 P18 3
  • 8. Results: supporting innovation pipeline Results: supporting innovation pipeline P19 P20 We are progressively building credibility with To cover today stakeholders • Strategic rationale for Ecolaboration™ • AAA: our unique approach to sourcing high quality coffee and cocoa • Stakeholder management and Club member engagement • Outlook 2013 and beyond P21 AAA farmers awarded at the RAP22 gala The Alucycle™ commitment is building AAA commitment secured reputation during Nespresso credibility on sustainability the Solidar attack P23 P24 4
  • 9. CM awareness of Ecolaboration™ initiatives We are progressively building club member drive expertise perception and Net Promoter awareness Score Yes and I Total Aware of the know Current Ecolaboration exactly Members programm what it is Awareness 2009 vs. 2011 Base 13299 4277 961 Recycling initiative 29% 79% +50pts  ST NPS score 54% 62% 64% AAA program 7 9% 7% 8% 13% 42% +29pts  8 19% 17% 14% Ecolaboration™ 9 22% 22% 21% 9% 35% +26pts  You would certainly recommend Nespresso 41% 46% 51% P25 P26 TO COVER TODAY Outlook • Strategic rationale for Ecolaboration™ • 2013 focus on AAA 10th anniversary to • AAA: our unique approach to sourcing further build reputation and trust high quality coffee and cocoa • Achievement of Ecolaboration target • Stakeholder management and Club for carbon member engagement • Definition of next phase strategy • Outlook 2013 and beyond P27 P28 Using AAA 10th anniversary to engage stakeholders NMag Fifth AAA Media Forum Trip field HBR Academic Santander Symposium MBA challenge NMag June July Sep Dec Securing reputation TEN YEARS OF NESPRESSO AAA Building March July Dec trust Social media campaign Social media campaign Photo Farmers in exhibition Europe Book P29 5
  • 10. RAINFOREST ALLIANCE Conserving Carbon, Engaging Businesses for Positive Climate Impacts in Forestry and Agriculture IUCN World Conservation Congress 2012 Conservation Campus 142 Jeffrey Hayward, jhayward@ra.org Climate Program Director ©2009 Rainforest Alliance September 11, 2012, Jeju, Korea ©2009 Rainforest Alliance VALUE CHAIN APPROACH Capacity Market Building Certification development & & & Technical Sustainability Corporate Assistance Standards engagement Auditing / certification / verification Chain f Ch i of custody - t d Marketing support traceability and brand Training and support for awareness producers Corporate engagement producers / processors buyers / exporters / importers distributors / brands / retailers / industry groups consumers LAND USE PRACTICES BUSINESS PRACTICES CONSUMER BEHAVIOR ©2009 Rainforest Alliance BUSINESS COLLABORATIONS Incentivize agricultural adaptation and p mitigation 7 1
  • 11. Promote Support sustainable credible forest carbon management markets 8 9 BUILDING CAPACITY TO ENABLE REDD+ WHAT CAN NGOS BRING TO Strengthen BUSINESSES COMMITTED TO international CLIMATE CHANGE ACTION WITHIN REDD+ framework THEIR SUPPLY CHAINS? 10 11 NGO INFLECTION POINTS BUILDING COMPANY CLIMATE POLICIES POLICY • Map out a climate policy COMMUNICATE COMMUNICATE POLICY • Identify climate risks in supply chain VERIFY ASSESS • Recommend emission reductions targets • Advocate for quality carbon offsets VERIFY ASSESSMENT IMPLEMENT IMPLEMENT 12 13 2
  • 12. ASSESSING BASELINE CONDITIONS IMPLEMENTING ACTIONS ASSESS IMPLEMENT POLICY ASSESS • Life Cycle Assessment • Technical assistance • Carbon Footprinting • Promote best practice COMMUNICATE IMPLEMENT • Needs for technical assistance POLICY VERIFY • Carbon project development • Feasibility of mitigation/adaptation • Link investors to projects COMMUNICATE VERIFY 14 15 VERIFY, MONITOR, REPORT VERIFY, MONITOR, REPORT VERIFY COMMUNI‐CATE IMPLEMENT VERIFY • Monitor and evaluate progress • Press and social media ASSESS COMMUNICATE • Impact and research • Publications IMPLEMENT POLICY • Ensure conformance to verification • International networks POLICY ASSESS 16 17 jhayward@ra.org www.rainforest-alliance.org The Rainforest Alliance works to conserve biodiversity and ensure sustainable livelihoods by transforming land-use practices, business practices and consumer behavior. 3
  • 13. Grey area… Rigour Practicality ● harsh, but just ● usefulness ‐ the quality  ● severe or cruel circum‐ of being of practical use stance ● functionality ‐ capable of  Scientific Rigour vs. Practicality  ● strictness in judgment or  serving a purpose well conduct ● viability ‐ capable of  ● Mathematics, Philosophy,  , p y, being done in a practical  Logic: logical validity;  way accuracy ● sensibleness ‐ the quality  Conservation Campus 142, WCC, Jeju of showing good sense or  practical judgment 11 Sep 2012  Robustness ● the characteristic of being  ● realism, pragmatism ‐ strong enough to  the attribute of  withstand intellectual  accepting the facts of life Christoph Imboden challenge WCC, Jeju, Sep 2012 ChI /  Slide 2 The law of the diminishing return Engaging with business on biodiversity  Scientific accuracy 1. Convince that biodiversity has something to do with  them 100% 2. Motivate them that they should do something 80% – not how much harm they cause, but… – what they can positively do for biodiversity 60% 3. Steer them towards “quick wins” 40% 4. Show the benefits of a systematic and integrated  approach 20% 5. Demonstrate that implementation is affordable and that  simple methods can lead to meaningful outcomes 6. Team up with them to scale up: influencing industry  Time invested standards and regulatory meachanisms WCC, Jeju, Sep 2012 ChI /  Slide 3 WCC, Jeju, Sep 2012 ChI /  Slide 4 Biodiversity Management System ‐ BMS Biodiversity inventories Biodiversity Policy Principles Abundance of  vertebrates & higher  plants Research  scientists Planning cycle Operational cycle List of all vertebrates & higher plants  throughout all seasons Conservation  Impact Opportunity Biodiversity Action: List of all vertebrates & higher plants List of all vertebrates & higher plants scientists Study Study Feasibility EMP, BAP, Rehabilitation Study List of sp. characteristic for habitats Biodiversity Inventories Biodiversity Monitoring Presence of threatened species Company Conservation pragmatist Habitat maps What are the How can we How can we seize bio- biodiversity risks? avoid them? diversity opportunities? Few sites All sites WCC, Jeju, Sep 2012 ChI /  Slide 5 WCC, Jeju, Sep 2012 ChI /  Slide 6 1
  • 14. Holcim boundary conditions Biodiversity importance categories 1 Occurrence on site or within 5km or with relevant ecological  ● 520 sites ‐ worldwide distribution (>70 countries) connections to: ● Very different types of quarries  – globally threatened sp. (IUCN Red List) – overlapping with / adjacent to internationally recognised PA – from sand to rock, limestone to clay – Globally outstanding ecosystem / habitat ● Size ranging from 5  1000 ha 2 Occurrence on site or within 5km or with relevant ecological  ● Longevity ranging from <10 years to >100 years  connection to: – nationally threatened rare sp nationally threatened, rare sp. ● Surrounding conditions ranging from monocultures to  – nationally protected (recognised) area, reserve etc rainforest, industrial to urban areas – nationally important ecosystem / habitat ● Variety of jurisdictions and regulations 3 Site: – in landscape with diverse, natural ecosystems  – in modified landscape with potential for biodiversity  enhancement (biodiversity island) – with significant local value of the natural environment 4 Site in heavily modified, intensely managed landscape WCC, Jeju, Sep 2012 ChI /  Slide 7 WCC, Jeju, Sep 2012 ChI /  Slide 8 Biodiversity Risk Matrix Monitoring and reporting system Risk to biodiversity value of site and/or surrounding area  Key requirements Expected  Impact          A B C D ● Meaningful, but straightforward to measure Biodiversity  Likely impact;  Likely impact;  Possible imp.;  Unlikely  ● Sensitive to changes in management and/or protection importance   mitigation not  mitigation  mitigation  impact  possible possible recommended ● Measurable by means of a simple methodology ● Largely assessable by non‐experts (Holcim staff) Largely assessable by non experts (Holcim staff) 1 Critical Significant Medium Low ● To be expressed by standardised value 2 Critical Significant Medium Low ● Must fit into existing environmental reporting 3 Significant Medium Low Low ● Allowing aggregation on national and global levels 4 Low Low Low Low WCC, Jeju, Sep 2012 ChI /  Slide 9 WCC, Jeju, Sep 2012 ChI /  Slide 10 Dilemmas and trade‐offs BIRS – principal idea ESIA INVENTORY Local experts Practicality, simplicity Scientific rigour 10‐year repeats Sound science (cause/effect) Desirable Expensive Monitoring & Habitat extent Annual Holcim staff Affordable ALL Scientific rigour Indicator SITES Minimum standard r Habitat condition Annual Holcim staff Expectations Expectations local communities conservation community Minimum standard Habitat uniqueness 5‐10 yrs Local expert Needs/wishes  Legal requirements Sites with of the company special Species/habitats  biodiversity Annual Local experts Limited meaning of special concern management Very involved, Practicality Simple methods, BIODIVERSITY  requiring expertise to be done by knowledge non-experts CONDITION INDEX WCC, Jeju, Sep 2012 ChI /  Slide 11 WCC, Jeju, Sep 2012 ChI /  Slide 12 2
  • 15. Habitat condition Pictorial guides for assessing habitat condition 2 out of 10‐15 questions ● Condition assessment Are there other non‐woody flowering species consisting of… – Two persons (non‐experts) to walk independently for 30‐60  only one species? two species? three species? more than 3 species? minutes through each of the habitats.  1 2 3 4 – Same season and time of day, similar weather condition – 10‐15 questions about each habitat type to be answered on  Score a scale of 1‐4 (implying poor to good condition) on the  a scale of 1‐4 (implying poor to good condition) on the basis of visual guidance notes. Are the shrubs and/or trees growing above the height of the grasslayer … – 2‐3 fixed point photo for reference virtually across the  abundantly found  sparsely spread  occurring as a very few  ● Condition of each habitat: mean of all values whole site? across the site? across the site? isolated individuals? 1 2 3 4 WCC, Jeju, Sep 2012 ChI /  Slide 13 WCC, Jeju, Sep 2012 ChI /  Slide 14 Indicative wetlands questions Aggregation of KPIs Adjustments / weightings  1 2 3 4 for: How many different wetland  1 2 3 > 3 •  Relative biodiversity  zones can you distinguish? Global Biodiversity KPI importance of country What is the water colour? Intense Distinct Light No colour What is the turbidity of the  Very cloudy Cloudy Slightly  Clear water? cloudy Country A Country B •  Relative biodiversity  National Biodiversity KPI National Biodiversity KPI KPI importance of region  How do the floating plants  Dead &  More than  Less than  All healthy within a country appear? decaying half brown  half brown  & dying & dying •  Site heterogeneity,  Do you see any invasive  Dense Many  A few None Site 2 Site 1 Biodiversity Index Site 3 diversity of habitats wetland plants? KPI KPI KPI •  Relative biodiversity  Do you see any dragonflies? None A few; one  Some; > 1  Many;  value of habitat species species several sp. None Some; 1 sp. Many; 1 sp. Many; se‐ Habitat  Habitat  Habitat  Are waterbirds present? veral sp. value A value B value C Some; >1sp WCC, Jeju, Sep 2012 ChI /  Slide 15 WCC, Jeju, Sep 2012 ChI /  Slide 16 Lessons… 1. Better to have some basic standard information on all  sites than to have detailed information on a few sites  only and none at all from all others. 2. Keep engaged with partner for continuing reality /  practicality check. 3. Involve partner as much as possible in development of  ideas. WCC, Jeju, Sep 2012 ChI /  Slide 17 3
  • 16. Creating sustainable brand value for companies EROSEI Economic Return on Social Conservation Campus 142 Engaging Business for and Environmental Conservation Investment IUCN World Conservation Congress Jeju, South Korea, Sept 11, 2012 © 2012 by GoodBrand and SEMPORA Citizen-consumers entering a new phase with new expectations from companies and brands Era > Crisis > Era > Crisis > Era Context Post-war 70s/80s Age of Financial/ Age of austerity battlegroun Opulence values crisis Meaning d Consumer “I need” “I want” “I belong” Paradigm Typical - Availability ? - More ? - Smarter Brand - Consistency - Bigger - Fitter Messages - Functional - Faster - Wiser performance - Cheaper - Closer - Fairer These changes will redefine how consumer- Critical issue for business: facing companies will compete in the future The smart and wise management of reputation © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA Brands will need to connect with the most The opportunity for brands… fundamental human values - to help citizens lead “better” lives: - more meaningful - more responsible - more future-proofed We call this “brand BY social energy” - looking after my family - enhancing my/our potential - helping me/us flourish - investing in my future - helping create a positive legacy HOW - through its products and services, and how they are produced and consumed - through the wider changes it helps create and influence © 2012 by GoodBrand andData Source: Roper SEMPORA © 2012 by GoodBrand and SEMPORA 1
  • 17. Companies need brands with social equity Companies want to measure their social equity performance [social equity] Consumer or public confidence i th values fid in the l and capability of a brand © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA The opportunity /chance – building credibility and trust • An online survey representative of all adults The 6 factors of social equity including ethical consumer segmentation (25,000 adult ‘consumers’, 12 countries) • 2000 brands • Questions on social and environmental performance.. • …as well as brand energy, preference, loyalty • Calculation of an index to give a single figure and relative score © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA Measuring brands as a force for good and a force The social energy grid for change The Social Energy Grid Social Equity High  integrity but  Trusted  lacking  leaders Perception of company/brand as High integrity ‘force for good’ Trusted Future dynamism but lacking l Equity shapers leaders dynamism Social Dynamic  Brand Energy Social but with  Followers equity questionabl e integrity Perception of company/brand as Dynamic but ‘force for positive change’ Followers with questionable integrity Brand Energy Trusted leaders are perceived as a force for good and a force for change Brand energy They enjoy people’s goodwill © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA 2
  • 18. NGOs dominate the social energy field Leveraging relationships with trusted NGOs will help brands be seen as a force for good Social Energy Plot - UK Social Energy Plot - UK © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA Zuruck zum Ursprung shows how brands can build positive …reflected in best in class dairy and one of reputations through sustainability actions highest environmental performances Social Energy Plot: Dairy - Organic own label range for Hofer, Austria (part of Aldi) -Builds its brand values by engaging consumers directly with the organisation and its supply chain partnerships, bringing sustainability and community to life for consumers in relevant, interesting ways (e.g. online “meet our farmers” programme) © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA Sometimes companies reach a point of realisation Companies undergo a period of significant its time to change reinvention © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA 3
  • 19. Coffee companies are boosting their social equity …leading to transformed brand perception performance by showing their work with partners Social Energy Plot - McDonald's 2008 vs 2010 © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA This transfers social equity from the partner NGO Kenco coffee UK is getting an environmental to the commercial brand transfer effect from its NGO partner Social Energy Plot - UK Social Equity Factors: Rainforest Alliance vs Kenco Social Equity Factors: Kenco vs Coffee Average © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA Thoughts on brand leverage to engage business in partnerships for conservation Important principle 1: Balance Ensure the correct strategic fit operationally not based on communications Plan for long term gradual brand evolution Engage the senior people in the company on planning for brand value creation Securing Focus on tonality F t lit reputation Building trust © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA 4
  • 20. Important principle 2: Transparency Important principle 3: Consistency “It’s the most ambitious commitment ever to help smallholder coffee farmers achieve Rainforest Alliance certification and "If you tell the improve coffee truth you don t don't quality quality” Chris Wille, Head of Sustainable Agriculture have to remember The Rainforest Alliance anything.” - Mark Twain Nespresso AAA farmers Meeting Club members in New York © 2012 by GoodBrand and SEMPORA © 2012 by GoodBrand and SEMPORA Important principle 4: Humility © 2012 by GoodBrand and SEMPORA 5
  • 21. Business Ecosystems Training Learn how to train business on Introducing ecosystems Business Ecosystems Training (BET) program Conservation Campus 11 Sept 2012, 09:00-13:00 The business case for training Rationale for developing BET?  72% of CEOs see education as the global development issue most critical to address for  Business both impacts and Business the future success of their business depends on ecosystems Depends Impacts  However, issues tend to be  86% of CEOs think that companies should invest in poorly understood enhanced training of managers to integrate sustainability into strategy and operations t i bilit i t t t d ti  N d t fill k Need to knowledge gaps l d  However, only 60% of them are implementing Ecosystems this Source: United Nations Global Compact CEO Survey 2010 (based on 766 completed responses) 3 4 What is BET? Who is it for?  Business audience  A comprehensive capacity building program that aims  Different levels of management & to equip business with the skills it needs to better seniority understand, measure, manage and mitigate ecosystem impacts and dependencies  Wide range of departments: from SD to procurement to finance  Leverages the wealth of existing WBCSD materials, methodologies and tools, also including other resources Any professional who needs to manage its company’s risks and  Open-source opportunities 5 6 1