Promoting Corporate's Leadership in Addressing Challenges related to Natural Capital and Biodiversity Conservation through Knowledge Sharing and Capacity Building

IUCN India
Publicado: 15 Junio 2020
Última edición: 15 Junio 2020
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Resumen

Leaders for Nature (LfN) is IUCN India’s business and biodiversity engagement network that facilitates companies in transitioning towards a green Indian economy, by incorporating natural capital in their core business. IUCN India's LfN sensitizes companies about the true value of nature and supports them with technical expertise to incorporate issues related to natural capital into their strategic decisions. The overall aim is to create corporate leadership for biodiversity and natural capital conservation. This platform offers its member companies two in-company sessions focusing on training and capacity building along with exposure visits and conservation dialogues in a year to promote sharing of best practices. The extensive network of IUCN as a union provides LfN membership access to experts and expertise from around the world.

Classifications

Región
Sur de Asia
Escala de aplicación
Nacional
Ecosistema
Arrecifes coralinos
Bosque templado caducifolio
Bosques siempreverde templado
Bosques tropicales de hoja perenne
Desierto caliente
Ecosistemas de agua dulce
Ecosistemas de pastizales
Ecosistemas del desierto
Ecosistemas forestales
Ecosistemas marinos y costeros
Estuarios
Humedales (pantano, turberas)
Lagune
Manglares
Mar abierto
Mar abierto
Pradera marina
Pradera tropical, sabana, matorral
Río, corriente
Selva baja caducifolia
Tema
Adaptación al cambio climático
Especies y la extinción
Extracción
Institucionalización de la biodiversidad
Medios de vida sostenibles
Mitigación del cambio climático
Restauracion
Challenges
Usos conflictivos / impactos acumulativos
Contaminación (incluida la eutrofización y la basura)
Pérdida de ecosistemas
Especies invasoras
Falta de acceso a financiación a largo plazo
Falta de capacidad técnica
Objectivos de Desarrollo Sostenible
ODS 9 - Industria, innovacióne e infraestructura
ODS 12 - Producción y consumo responsables
ODS 13 - Acción por el clima
ODS 14 - Vida submarina
ODS 15 - Vida de ecosistemas terrestres
Metas de Aichi
Meta 1: Aumento de la sensibilization sobre la biodiversidad
Meta 2: Valores de biodiversidad integrados
Meta 4: Producción y consumo sostenibles
Meta 8: Reducción de la contaminación
Meta 14: Los servicios ecosistemicos
Meta 15: Restauración de ecosistemas y resiliencia
Meta 17: Estrategias y planes de acción para la biodiversidad
Meta 19: Intercambio de información y conocimiento
Meta 20: Movilización de recursos de todas las fuentes
Enfoques para el compromiso empresarial
Compromiso directo con una empresa

Ubicación

India

Retos

  • Lack of capacity of biodiversity issues in businesses as often staff responsible for environmental and biodiversity issues (Health, Safety & Environment unit) are not from ecological background and therefore, have challenges in addressing impacts on biodiversity and ecosystem services.
  • Lack of easy access to global best practices and updated solutions related to natural capital and biodiversity conservation. In addition, companies also look for customized knowledge and an opportunity for two-way communication which leads to efficient execution of activities.
  • The need for incorporating principles of natural capital into company’s operations and building synergies is necessary for attaining SDGs as well as aligning individual with national and international goals, thereby, setting example at industry/sector level.
  • Lack of peer-to-peer learning platforms to ensure building and sharing of knowledge base through best practices, case studies and field visits.

 

Beneficiarios

Corporate members (13) from high impact sectors are supported with customised knowledge and access to IUCN’s pool of resources, global expertise and learning platforms.

IUCN members (40) share their work and expertise through this platform. 

¿ Cómo interactúan los building blocks en la solución?

Enabling a transformational change in high impact companies and ensuring that the private sector contributes to Sustainable Development Goals, requires adequate knowledge on biodiversity values and efficient use of resources. Through IUCN India's LfN program, it is ensured that Corporate's commitment is matched with globally accepted tools and knowledge products. Thereby, empowering corporates to use the knowledge in the right direction to incorporate natural capital into their business. 

Impactos positivos

IUCN India's LfN through training and capacity building of its member corporates, has widened their understanding and appreciation for nature and often led to larger engagements with IUCN that has resulted in significant changes and commitments towards nature. Some examples of these are mentioned below:

  • Tata Steel adopted a company-level Biodiversity Policy in April 2016. Based on this policy the company is now implementing its Biodiversity Management Policy in its mines with the support of IUCN;
  • Aditya Birla Group (ABG) launched its group-wide Biodiversity Policy in April 2018. It is the first global conglomerate to adopt a corporate level Biodiversity Policy;
  • UltraTech Cements Ltd, an ABG company, launched its company-wide Biodiversity Policy in April 2018.
  • Tata Power Ltd. has developed and adapted its Biodiversity Guidance document for the business and operations to integrate globally acceptable biodiversity standards (i.e. International Finance Corporation Performance Standards and ADB safeguards) into its operations.

Historia

Private sector’s role in biodiversity management and sustainable use of natural resources in its operations are of utmost importance and critical to their transition towards sustainable development. In the numerous interactions with corporates since the inception of IUCN India's Leaders for Nature (LfN), it has been recognised that corporates lack the detailed understanding of tangible values of biodiversity and its relevance to their operations. Even though corporates have been promoting and practicing conservation activities often related to water quality and soil fertility around their project sites, it is not accompanied with quantifiable information to document the impact. This highlights that the need for rigorous scientific knowledge and the use of globally acceptable tools to document and evaluate the impacts of their efforts is indispensable.

One interesting example from the IUCN India's LfN platform is from Aditya Birla Group (ABG), an Indian multinational conglomerate. The group has interests in viscose staple fibre, metals, cement, viscose filament yarn, branded apparel, carbon black, chemicals, fertilisers, insulators, financial services, and telecom. Through IUCN India’s programme, customised knowledge and tools was delivered to ABG via in-company sessions to transcend the multi sector business operations onto the path of sustainability and incorporating natural capital into business operations.

Through multiple interactions, in-company session and masterclasses, which not only helped in building trust but also to understand the knowledge gap, IUCN India supported ABG to adapt and finalise their Biodiversity Policy and Technical Standards for the entire group. The success often depends on the level of response, interest and commitment shown by the organization during the whole engagement.

IUCN India's LfN provides a scope for two-way communication which makes the program effective and efficient. ABG’s commitment and willingness to change was critical to the process. 

The LfN platform leveraged the expertise of IUCN’s Commission members and member organizations to provide globally recognised expertise and solutions for the organizations specific operations. These sessions are in line with the corporates’ sustainability targets.

 

Contribuido por

Aanchal Saxena

Contribuído por