Hortimare, a Dutch-based company, is one of the few companies in the world specialising in the genetics, breeding and propagating of seaweed. Hortimare works with Kelp Blue to create starting material, increase yield and research on best growing techiniques of the Macrocystis pyrifera specie.

Adaptation to climate change is a complex change and transformation process and needs good cooperation and coordination between the private and public sector who usually have different understandings, priorities, and work cultures. In many cases there is even a history of failed cooperation attempts and an underlying sense of mistrust or prejudice. To overcome those obstacles and to build a strong cooperation structure between its counterparts, ADAPTUR followed the Collective Leadership Model from the Collective Leadership Institute in Potsdam, Germany.

The model understands change as a longer process with several phases and includes key elements from creating a shared vision, building cooperation structures, consolidating agreements, and implementing learning mechanisms. The result was integration of smaller groups of well selected change agents of private, public and social sectors (so called “containers”) who show strong support for the envisioned change, act as first movers and at a later point in time motivate other actors in the sector to join the initiative or movement.

Traditionally, climate change has been conveyed as an environmental and scientific concept. But since its impact on industries and productive sectors has become more and more apparent, there is an urgent need to better understand the economic dimension of climate change and its financial risk for the decision-making of the private sector.

Translating environmental risks into business risks also helps to draw the private sector's attention. Therefore, the project ADAPTUR performed an economic risk assessment in three of its project destinations to calculate the future costs of climate change for the tourism industry. Additionally, a handbook on climate-proof investment was published, which was developed with inputs and participation of the private sector, especially during the design of methodology. One of the conclusions was that adaptation would be a good investment because by making businesses more resilient to climate change, it is possible to reduce their future costs.

An institutional support is required for the beneficiaries to promote the products they make through this solution, in local, regional and national markets. Since a single farmer cannot meet the quantity demand of the market and the distributors look for bulk quantity, a functioning co-operative has to be formed at the local level. This cooperation serves the purpose of collecting the products, negotiating the price with the distributor, supervising the manufacturing and distributing the profits. 

Community forestry in Nepal has brought a number of benefits including an increase in income. It has helped to fight against illegal logging by putting clear rules in place on timber access and a strong system of forest monitoring. Community livelihoods have also improved with easier access to firewood and fodder and better health care and energy access, for example through money from ecotourism and subsidies for renewable energy.

Conservation oriented community forestry is essentially a participatory process that requires strong technical assistance on both policy and implementation. Expanding the property rights of local communities over resources and empowering them with knowledge, information, resources, technologies, and required skills for forest management and institution building are basic building blocks for the community forestry. Gender and equity concerns are addressed from the program design so that the poor, women, and marginalized receive fair benefits from the program.

Some of our programs involve coral transplantation. In Thailand it is illegal to touch or damage coral, so we had to seek approval for some of our programs.

To receive approval from the government involves first submitted a proposal for a coral reef restoration zone. Including with this proposal are the techniques for transplantation, the people involved and their experience and qualifications, and a long term plan for monitoring and maintenance.

The DMCR has fully approved our restoration related activities and we conduct transplant research and provide them with that data.

To achieve success in the sustainability of fishery resources, there must be active participation of various stakeholders: fishing communities, government sector, academia, civil society organizations and the market, among the most important. In 2019, COBI began monitoring the costs (monetary and non-monetary) associated with the implementation and development of fishery improvement projects. From this exercise, it was documented that generally at the beginning of the projects, philanthropy makes the largest economic investment through CSOs, while fishing communities make it in a non-monetary way (e.g. by making their boats available for the activities), and other actors also participate (e.g., government agencies or academia). The objective of community co-investment is that over time the fishing communities become organized and committed to continue paying the expenses associated with this type of project, and achieve greater financial autonomy. COBI and the fishing communities developed a written strategy with a five-year term, in which the communities commit to maintain a gradual percentage of economic contributions to achieve co-responsibility and autonomy of the project.

The strategy based on alliances allows connecting visions that lead to the development of actions oriented to a common objective, in this case, the restoration and conservation of the Central Park Natural Area and its zones of influence.

The activities that have made it possible to build this community network with actors from institutions and other CSOs have included on-site events related to their own projects, as well as training with expert advisors on restoration issues and practices outside the impact zone, but which make it possible to concretize and strengthen the technical learning necessary to continue with the project.

One of the most significant actions has been to collaborate with different social actors in the preparation of the Management Plan for the Natural Protected Area, which is a necessary and useful resource for conservation objectives and a multi-stakeholder action, as well as collaborations with transboundary associations such as the Arizona Desert Museum and Borderlands Restoration Network in an effort to improve the consequences of the impacts of exotic plants and implement restoration actions.

The purpose of this strategy was to involve the public in joint responsibility for the care and protection of the protected natural area. In the first stage, these actions consisted of removing all the solid waste that was in the area; citizen science workshops were also carried out to promote the care of the area's fauna and flora and knowledge of local species, as well as to raise awareness of the area. The neighbors of the adjacent neighborhood and the general public were also involved in the construction of a linear trail in the area of influence of the PNA, as well as in all the activities related to the maintenance of the area: removal of the invasive buffel grass in priority areas, continued cleaning, maintenance of the trails, and reforestation with native plants.