The Natural Capital Leaders Platform convenes companies with significant environmental impacts and dependencies who are taking action to review, value, redesign strategies, set targets and report on natural capital use. The goal of the companies is to reflect the external costs incurred in product lifecycles onto their balance sheets and to communicate these to society.
Through engagement with policymakers and collaborative working groups, members aim to:
The Platform is facilitated by senior academics and experts from the University of Cambridge, and other institutions, to help business leaders understand how to integrate valuing natural capital into their strategies and create new opportunities for growth.
The Platform offers an exciting portfolio of business collaborations, practical reports, tools and outputs to help address critical issues defined by business in order to inform their strategies and feed into the Platform’s policy agenda.
To discuss how your company can get involved, contact John Pharoah, T: +44 (0) 1223 768844.
Olam International hosted our first annual roundtable in Singapore which convened a select group of companies across Asia representing diverse industries to discuss how business can better manage their impact and dependencies on nature’s services such as water and soils by beginning to explore ways of putting a value on nature. Two days later, Grupo Andre Maggi hosted the third annual roundtable in São Paulo with a different group of companies to address the same issues with a focus on the challenges in their region. This was an opportunity to share the work of the companies involved in the Platform, hear from Tony Juniper, CPSL Senior Associate and gather perspectives from companies working in emerging economies.
The Sustainable Water Stewardship: Innovation through Collaboration report has been launched, recommending the next steps for business and government to better manage water resources. This report, sponsored by Anglian Water, is the culmination of this phase of our collaboratory which brought together forward-thinking organisations, government and communities to explore better ways of managing and valuing water by pioneering and exploring innovative approaches.
The next phase of this work will continue to develop innovative thinking, focusing on addressing the risks of flood and drought arising from changing weather patterns and increasing demand for water. We invite businesses to become a part of shaping this new development. Please contact Dr Gemma Cranston for more information.
Download Sustainable Water Stewardship: Innovation through Collaboration.
Led by Ian Cheshire, Group Chief Executive of retail group Kingfisher plc, one of the lead Natural Capital Leaders Platform partners, and with the involvement of companies such as Unilever and Jaguar Land Rover, the Ecosystem Markets Task Force (EMTF) has reviewed the opportunities available to UK business that could help them develop green goods, services, investment vehicles and markets which value and protect nature.
Martin Roberts, Director of the Natural Capital Leaders Platform, was invited to join the Ecosystems Market Task Force to provide a unique perspective from academic and business collaborations.
Read more on the UK Government’s Department for Environment, Food and Rural Affairs (Defra) website.
The Natural Capital Leaders Platform is launching three exciting new collaboratories in February and March to continue its leading work helping global businesses to address the challenges of properly valuing and maintaining the Earth’s natural capital. The collaboratories are designed to enact the four business commitments outlined in the ground-breaking Natural Capital Leadership Compact.
Over 100 experts and thought leaders from business, academia and government met at the Pooling Innovation: New Approaches to Water Stewardship event in early December 2012 to discuss innovative ways to address the challenges of sustainable water management. The event, chaired by Lord Selborne, Treasurer, All-Party Parliamentary Group on Water, stimulated the dialogue around what leadership in water stewardship the public and private sectors can offer.
The 'Natural Convergence' report, the culmination of the UK Dairy and Timber land-use collaboratories, was launched by Natural Environment Minister Richard Benyon, Ian Cheshire, Group Chief Executive of Kingfisher plc. and Paul Kelly, Corporate Affairs Director ASDA Stores Ltd on 10 September 2012 at the Royal Society in London.
Tony Juniper; Paul Kelly, Asda; Ian Cheshire, Kingfisher; Richard Benyon, MP, Defra; Martin Roberts, CPSL
The Linking Landscape and Livelihoods collaboratory is designed for companies which have important relationships with smallholder farmers and seek to create positive social and environmental impact through their interactions. For many smallholder farmers, particularly those reliant on smallholdings on marginal land, the productivity of the land on which they depend for their livelihoods is being degraded and agricultural productivity is in decline. There is growing evidence that the expansion of smallholder agriculture activity impacts on natural capital beyond individual land holdings, resulting in forest loss, water stress, damaged soils and reduced biodiversity.
For extractive companies operating in developing countries, the relationships they develop with neighbouring communities are critical to the success of the company and its licence to operate. It is in both the company's and the smallholder’s interests that these livelihoods are sustainable, providing benefits to the wider community without undermining the natural capital on which the local economy depends.
The output for this phase of the collaboratory is a practical assessment framework that draws on diverse experience across different commodities and geographies in order to make a cost-effective case for interventions. In the second phase this framework will be used to inform interactions at scale in projects at key locations around the world.
Leading companies are becoming more aware of the need to consider the impacts of their operations on the natural environment and to identify the surrounding external factors that impact on their businesses: environmental externalities. This presents a great opportunity to deepen knowledge around the un-costed impacts associated with the production and consumption of goods and services.
In 2012, phase I of the Right Value for Externalities collaboratory convened a group of leading companies to develop an evidence-based, pragmatic framework to outline the methodologies for valuing externalities. The framework sought to make the evaluation of externalities accessible, designed to guide companies transparently through a process to undertake an evaluation of externalities. Phase II builds on phase I by enabling companies to pave the way on the actions that are needed to address externalities. The collaboratory objectives include:
This collaboratory offers companies the opportunity to work together to develop rigorous and realistic business targets and plans relating to natural capital. In particular, it focuses on the need for companies to look beyond their own direct impacts to review their product lifecycle impacts and dependencies and to understand where key local natural capital constraints or thresholds exist.
The key tool to assist companies with this process is the development of a metrics selection framework that shows the link between a company’s use of resources, the impacts that these activities have on natural capital and the context in which these activities are taking place. In particular, this framework highlights where a company’s activities are having a material impact on key local natural capital resource constraints and offers some new context-based metrics that companies could use.
The key outputs of this work are expected to be:
With industry concerns around understanding how recent government initiatives fit together and the lack of bold targets on future UK agricultural land use, the aim of this collaboratory is to provide a cross-industry vision, overarching framework and set of accompanying targets on how UK agricultural land use could be improved.
In developing this vision and framework, the collaboratory work will focus on understanding UK agricultural land potential and developing a powerful set of targets and policy messages to catalyse and prioritise action against four key strategic pillars:
1. Improving land productivity;
2. Enhancing UK security of supply;
3. Better protection of nature's services; and
4. Improving livelihoods of farmers.
The outputs are expected to include:
The paradoxical combination of increasingly frequent flooding and growing pressure on over-consumed water resources poses a genuine threat to current and future economic activity in the UK. The time is ripe for new players and new ways of thinking to come to the fore to contribute directly to our future resilience to water stresses.
The new phase of this collaboratory creates a shared business opportunity with multiple sectors by jointly considering the most efficient use of financial investments to implement solutions.
The work will undertake to:
A key deliverable of Phase 3 of the collaborator is the creation of an advice note for planners on integrated water management to ensure that water issues (at the strategic catchment level) in new developments are taken into account in local plans. This will ensure strategic water management objectives and outcomes are an integral part of the plan and are taken into account in deciding planning applications. The advice note is intended to support implementation of the National Planning Policy Framework (NPPF) and complement any planning guidance that may be issued by DCLG.
Download a summary of the advice note for planners on integrated water management. This document is available for comment; please contact Katie Hiscock for more information.
This Natural Capital Sustainable Water Stewardship Collaboratory report recommends the next steps for business and government to better manage water resources. It is the culmination of the current phase of our collaboratory which brought together forward-thinking organisations, government and communities to explore better ways of managing and valuing water by pioneering and exploring innovative approaches.
Download Sustainable Water Stewardship: Innovation through Collaboration (pdf).
Between December 2011 and July 2012 two groups of diverse business leaders from across the UK wood and timber industry value chains met with policymakers and academics. They explored how business manages its impacts and dependencies on natural capital through procurement and how this relates to the way government influences natural capital through land use policy. This report represents the output of these processes.
Download the Summary Report
Download the Full Report
The Natural Capital Business Case Study: The Kericho Tea Plantation is the first in a series of Natural Capital Business Case Studies, and looks at the Kericho tea industry, which lies within Kenya’s most important water catchment.
Each study profiles the work of companies that recognise the importance of impacts on natural capital and take steps to mitigate them, providing inspiration, guidance and learning for companies looking to follow suit.
Download the Natural Capital Business Case Study: The Kericho Tea Plantation.
With growing business interest in the management of natural capital over the last year, members of the Natural Capital Leaders Platform have developed a ground-breaking 'Natural Capital Leadership Compact'. This is a business statement of intent that also urges international governments to commit to a global policy framework on the responsible and sustainable use of natural resources. The Compact has been fed into the UN Rio+20 policy-making processes and is currently generating significant interest among companies with recognised global brands who want to show their support for its bold business commitments. The Leadership Compact is based on the outcomes of practical collaboration within the Platform over the last 18 months to identify innovative business solutions that address natural capital challenges globally.
Download the Natural Capital Leadership Compact.
The Cambridge Natural Capital Leaders Platform, a major business-led programme addressing the impacts of natural capital loss and degradation on business and wider society, has released a suite of major reports focusing on four key areas identified by business in its first year of work. This Summary report for Phase 1 brings together the most important points.
Download the Summary report.
After several iterations, a narrative for a wide multi-sector business audience The Value of Environmental Infrastructure – Business Briefing has been created. This narrative has been further developed and has produced a specific CEO briefing document, Valuing Natural Capital – CEO Briefing for use in the boardroom to make the case for action. These briefings are collected together in the Building a Leadership Narrative for Business report, which is now publicly available to download.
Download the Building a Leadership Narrative for Business report.
The collaboratory has released the report Understanding and Managing the Business Risks and Opportunities, which sets out a toolkit to help business understand the natural capital risks and opportunities. Exploratory scenarios have been developed to interrogate the landscape of risk and to investigate the interconnections between aspects of current and future practice, technology and policy.
Download the Understanding and Managing the Business Risks and Opportunities report.
The culmination of the study is the Increasing Mainstream Investor Understanding of Natural Capital report. The report summarises insights from the investment community and recommended leverage action points for action. These are coupled with detailed evidence from the interviews.
Download the Increasing Mainstream Investor Understanding of Natural Capital report.
This report delves deeper into the risks and opportunities highlighted in the Natural Capital Investment Report. It highlights Natural Capital risk and exposure in the financial sector, provides a gap / opportunity analysis in decision-making within the mainstream investment community, and a gives a synopsis of interviews conducted with members of the finance community.
Download the Increasing Mainstream Investor Understanding of Natural Capital Part B: Evidence report.
Proposing a shift from demand-led consumption to a ‘supply-constrained’ approach, the Building Resilient Value Chains Within the Limits of Natural Capital report highlights the importance of developing a new framework for purchasing decisions which incorporate the cost of externalities.
Download the Building Resilient Value Chains Within the Limits of Natural Capital report.
This report contains case studies provided by collaboratory members that illustrate how value chain interventions can be aligned with the demands and opportunities that drive natural resource use, and demonstrates the value of collaboration and cooperation between organisations and across sectors.
Download the Building Resilient Value Chains Within the Limits of Natural Capital report.
Sustainable Water Stewardship: The Next Big Step Forward was a significant sector event, held in November 2010 with the support of Anglian Water. This publication provides an overview of the meeting’s discussion and its outcomes. It includes a set of imaginative proposals from Tim O’Riordan, Professor Emeritus at the University of East Anglia, which provide a signpost for future work, highlighting innovative ways to address the challenges of sustainable water stewardship and proposing next steps for collaborative action.
Download Sustainable Water Stewardship: The Next Big Step Forward.
From the beginning, a select group of companies have benefitted from and driven this influential and leading-edge business initiative.
For more details, please contact:John Pharoah, Project ManagerT: +44 (0) 1223 768844F: +44 (0) 1223 email@example.com
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