Biodiversity net gain efforts often rely on a champion. This may be a company’s chief executive committed to using the approach. But if that person moves on, such commitment can be lost or superseded by other priorities. Therefore, biodiversity net gain must be embedded into a company’s mindset at all levels. Corporate implementation, communications and resourcing are critical and need to be framed within existing management, budgeting and reporting systems. An integrated approach to risk management is needed, meaning the environmental, community and social teams should work with core business staff to share expertise and understanding to help develop action plans that are holistic and resilient.
Providing adequate finance, personnel and guidance is critical to biodiversity net gain initiatives. It is important to develop tools for easy implementation that embed such an approach into corporate recording and long-term planning.
When part of a regulatory and/or lender requirement, initiatives are more sustainable especially when embedded into wider plans and the arrangements are negotiated with local communities and regulatory authorities. Regulations and lender conditions are often strong motivators for maintaining the BNG approach.
Building trust and developing relationships between the company, NGOs, government and communities takes time but is critical to success.
Evidence of the ‘business case’ for biodiversity net gain needs to be clear – whether it is driven by public demand, regulation or stakeholder expectations. A strong business case will help lock-in long-term commitment to the cost of implementing an initiative.