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1、Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive FutureW H I T E P A P E RS E P T E M B E R 2 0 2 4In collaboration with McKinsey&CompanyImages:Getty Images 2024 World Economic Forum.All rights reserved.No part of this publication may be reproduced or transmitte

2、d in any form or by any means,including photocopying and recording,or by any information storage and retrieval system.Disclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or interaction.The findings,interpretations and conclusions expressed he

3、rein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.ContentsForewordExecutive summaryIntroduction1 LandCas

4、e study 1 IKEACase study 2 Aditya Birla GroupCase study 3 Yara2 OceanCase study 4 WalmartCase study 5 rsted3 FreshwaterCase study 6 Suntory4 AtmosphereConclusionAppendixContributorsEndnotes347911131517192123252730313335Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Pos

5、itive Future2ForewordOver the past decade,business leaders have made notable progress towards mitigating and adapting to climate change.However,there is an emerging global understanding that a focus on additional dimensions of nature is critical for businesses,both because of its linkages to climate

6、 change and because it creates new risks and opportunities.Natural carbon sinks in the land and ocean absorbed approximately 55%of annual anthropogenic carbon emissions in 2019,1 meaning business activities that degrade these ecosystems further increase the emissions reductions required to meet glob

7、al ambitions.In 2024,the World Economic Forums Global Risks Report found that“environmental risks continue to dominate the risks landscape”over the short,medium and long term.The top four global risks over the next 10 years extreme weather events,critical change to Earth systems,biodiversity loss an

8、d ecosystem collapse,and natural resource shortages are all related to nature.2 With over half of global gross domestic product(GDP)moderately or highly dependent on nature,3 we believe the private sector must unite behind a collaborative,cross-sector response to elevate the importance of nature and

9、 the challenges it presents.Alongside McKinsey Sustainability as a strategic knowledge partner,the World Economic Forum is convening CEOs from leading global companies to collectively shape the private sectors nature agenda,elevate ambition levels and help inform public policy conversations.This ini

10、tiative as well as this report aims to accelerate the transformation of companies operations and value chains,enabling new business models that are positive for both nature and business outcomes.In the spirit of collaboration and knowledge-sharing,this report features just some of the companies that

11、 have helped define the aspiration for and are actively driving towards more ambitious nature commitments within their respective sectors.Each of these case studies shows how companies have responded to the challenges and opportunities that nature presents for their operations and how they have begu

12、n transforming their business in response.We hope these case studies can inspire and mobilize companies at any stage of their nature journey.These challenges are urgent and complex,but this report demonstrates that progress is real and achievable.The initiatives described in these case studies are a

13、 starting point for the journey ahead,but we must act now there is no time to lose.Gim Huay Neo Managing Director,Centre for Nature and Climate,World Economic ForumDaniel Pacthod Senior Partner,McKinsey&CompanySpotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Fut

14、ureSeptember 2024Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future3Executive summaryGlobal nature ambitions are driving businesses to proactively address their nature-related risks and opportunities.In 2022,196 countries adopted the Kunming-Montreal Global

15、 Biodiversity Framework(GBF),which created an international mandate to halt and reverse nature loss.Companies have a key role to play in this transition towards“nature-positive”,spurred on by the GBFs target to“encourage and enable”businesses to“assess,disclose and reduce biodiversity-related risks

16、and negative impacts”.4 The world demands urgent action from businesses to preserve and restore ecosystems that communities depend on.As more companies begin to assess their impacts and dependencies on nature,emerging guidance from multiple groups such as the Taskforce on Nature-related Financial Di

17、sclosures(TNFD),the Science Based Targets Network(SBTN),the Nature Positive Initiative(NPI),Business for Nature and the International Sustainability Standards Board(ISSB)is expected to guide risk management,disclosures and target-setting across the aspects of nature that are most material to compani

18、es.Nature will play an increasingly central role in business operations as new reporting and disclosures bring nature to the forefront for investors and consumers.Tremendous potential value up to$10.1 trillion in annual revenue opportunities and cost savings by 2030 could be unlocked from nature-pos

19、itive solutions such as precision-agriculture technologies,smart buildings and circular business models in retail and manufacturing.5Companies that transform their business models to proactively mitigate nature-related risks will increase their resilience and position themselves to seize opportuniti

20、es in a nature-positive and net-zero world.This report features six case studies that describe how companies have started to address material nature challenges within their operations and across their value chains.These companies are headquartered in six countries and conduct operations across major

21、 sectors ranging from energy to agriculture.Since companies will increasingly use the TNFD as a standard reporting framework,the many varieties of nature action discussed in this report are categorized into the four“nature realms”as defined by the TNFD:Land,Ocean,Freshwater and Atmosphere.*Table 1 p

22、rovides more detail on each case study.While the case studies in this report do not represent a comprehensive overview of all companies taking action on nature,they showcase progress from companies that address a diverse range of nature impacts and dependencies.Across sectors and geographies,these c

23、ase studies highlight several themes which pose important questions for CEOs(see Figure 1).While this report aims to inform and support further collaboration and action,much more can be done to enable businesses to positively impact nature and advance the collective effort towards a more sustainable

24、 future.Businesses are accelerating their efforts on nature,spurred on by an international mandate to restore the planets ecosystems.*The case studies in this report focus on the first three nature realms(Land,Ocean and Freshwater),given the intersection of Atmosphere with efforts to address climate

25、 change.However,the final chapter of this report provides a brief overview of the relationship between nature and climate as it relates to business action.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future4Summary of spotlight case studiesTABLE 1Nature real

26、mCompanyHeadquartersCase studyLandInter IKEA GroupNetherlandsAs the worlds largest user of wood,IKEAs position as an affordable home furnishings supplier is closely tied to its ability to promote sustainable forestry.As consumers grow more concerned about forest health,IKEA is pursuing a forest-posi

27、tive business model by preventing deforestation and amplifying responsible forest management practices.Aditya Birla GroupIndiaAs a global conglomerate operating across 22 industry sectors,Aditya Birla Group has created circular resource-use opportunities across its business.By repurposing waste outp

28、uts,the group has reduced its reliance on virgin materials and improved supply chain security.YaraNorwayAs a global crop nutrition company,Yara partners with farmers to meet the worlds increasing demand for food.As agricultural production can put pressure on soil health,Yara is investing in long-ter

29、m crop productivity by launching new technologies and products that support soil health for the long term.OceanWalmartUSAs a global retailer,Walmart is committed to delivering sustainable,high-quality seafood at low prices.To secure a low-cost supply of seafood one of the most affordable protein opt

30、ions over the long term,Walmart is pursuing transparent seafood supply chains and advancing sustainable fishing practices.rstedDenmarkFor this renewable energy producer,addressing climate change and protecting biodiversity are interconnected objectives.As rsted develops offshore wind projects,it is

31、mitigating the impact of its work on marine ecosystems by piloting site-specific initiatives to generate net-positive biodiversity outcomes.FreshwaterSuntory HoldingsJapanFor this global beverage producer,water is not only its most essential ingredient but also a key input for its production process

32、es.To secure a sustainable supply of freshwater resources,Suntory is pursuing efficiencies in water usage and investing in watershed replenishment.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future5Themes and key questions emerging from case studiesFIGURE 1

33、Approach to developing case studiesBOX 1The six case studies featured in this report draw on semi-structured interviews conducted by the World Economic Forum and McKinsey&Company from June to July 2024.Each of these interviews was conducted with corporate sustainability leaders at the featured compa

34、nies who had visibility into the nature initiatives discussed and the linkages between those initiatives and the companys broader sustainability and business strategy.The full list of interview questions is provided in the Appendix.Companies were selected to be featured in this report through a mult

35、i-stage selection process.More than 100 World Economic Forum partner companies across several major sectors including food and beverage,agriculture,mining,consumer goods and retail,and financial institutions were identified as potential candidates based on their publicly announced nature targets,com

36、mitments and initiatives.These activities were then evaluated based on the criteria below to generate a shortlist.The final set of case studies was selected so that the featured cases:Highlight companies that are pioneering on nature.Address the nature impacts and dependencies that are material to c

37、ompanies.Are linked to an enterprise-wide solution,even if the scale is not yet fully realized.Have a clear business rationale that is intended to enable positive financial outcomes.Collectively represent nature solutions across several sectors and geographies,and which address a range of nature imp

38、acts and dependencies.Companies have impacted and depended on nature for a long time,but an emerging global understanding is driving new action.Nature can enable new partnerships to mitigate risks and capture opportunities in an emerging space.What are your companys impacts and dependencies on natur

39、e,and how are you addressing these today?Where could nature be a catalyst for your company to pilot new business models and partnerships?Many companies could lead on nature,but this may require rethinking resource use across the enterprise.Increasing regulatory,consumer and investor pressure will re

40、quire companies to understand their value chains in more detail than ever.What are the critical natural resources that underlie your companys value chain,and how could your existing assets and capabilities help create resilience?How well positioned is your companys value chain to meet these demands,

41、and what are the potential costs of inaction?Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future6IntroductionBiodiversity and natural resources are declining at unprecedented rates.According to the Living Planet Index,a measure of species abundance across mo

42、re than 32,000 species,wildlife populations have declined by an average of 69%since 1970.6 This decline threatens human well-being:the World Economic Forums Global Risks Report 2024 shows that,over the next decade,five of the 10 top risks including the top four are associated with nature,encompassin

43、g issues such as extreme weather events and natural resource shortages.7 Furthermore,over half of global GDP($44 trillion)in 2019 was moderately or highly dependent on nature.8Nature presents both risks and opportunities for business companies must act now or be left behind.Getting started with emer

44、ging guidance on natureBOX 2Several groups are developing standards and guidance to enable companies to address their impacts and dependencies on nature,including:Taskforce on Nature-related Financial Disclosures(TNFD):an international initiative to“encourage and enable business and finance to asses

45、s,report and act on their nature-related dependencies,impacts,risks and opportunities.”9 Launched in 2021,TNFD provides a comprehensive framework to guide businesses and financial institutions in integrating nature-related considerations into their decision-making processes.TNFD classifies nature in

46、to four realms Land,Ocean,Freshwater and Atmosphere which include various environmental assets and ecosystem services.As of 2024,over 400 organizations have committed to making disclosures aligned with TNFD,including IKEA,rsted and Suntory,all of which are featured in this report.10Science Based Tar

47、gets Network(SBTN):provides science-based target-setting guidelines for companies and cities to reduce and improve their impacts on nature.11 It complements TNFD by helping companies translate nature-related impacts into actionable targets and by providing methodologies for setting measurable,time-b

48、ound and place-based nature targets.Nature Positive Initiative(NPI):an initiative with the global goal to“halt and reverse nature loss by 2030 on a 2020 baseline and achieve full recovery by 2050,”consistent with the objectives of the Global Biodiversity Framework(GBF).12 To this end,NPI is leading

49、efforts to establish a commonly accepted set of standards and metrics to measure the state of nature.Business for Nature:a global coalition to“drive credible business action and policy ambition to achieve a nature-positive economy for all by 2030.”13 In 2024,Business for Nature released an open lett

50、er from over 130 companies and financial institutions calling for accelerated implementation of the GBF,alongside a set of policy recommendations for governments.International Sustainability Standards Board(ISSB):provides standards for a“high-quality,comprehensive global baseline of sustainability d

51、isclosures focused on the needs of investors and the financial markets.”14This decline in nature presents increasing physical,transition and reputational risks for companies.Governments across the globe are ramping up regulation to protect against biodiversity loss,such as the EUs Regulation on Defo

52、restation-free Products(EUDR),which requires companies to ensure that commodities do not contribute to deforestation and forest degradation.15 Investors will increasingly require companies to take nature into account as nature-focused fund formation accelerates.For example,190 investors with$23.6 tr

53、illion assets under management are participating in the Nature Action 100 initiative to encourage businesses to align with the targets and goals of the GBF.16 In addition to regulatory and investor pressure,nature loss also threatens to disrupt supply chains and operations,increase pricing volatilit

54、y and create legal challenges for companies.Companies must be proactive to ensure these risks do not negatively impact their business.190investors with$23.6 trillion assets under management are participating in the Nature Action 100 initiative to encourage businesses to align with the targets and go

55、als of the Global Biodiversity Framework.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future7At the same time,however,reversing nature loss can also present a unique growth opportunity for companies.In 2020,the World Economic Forum projected that nature-posi

56、tive solutions could create$10.1 trillion in business opportunities and 395 million new jobs by 2030.This study assessed three socio-economic systems where industry actions could add value to nature:food,land and ocean use;infrastructure and the built environment;and energy and extractives.It found

57、that emerging solutions such as precision-agriculture technologies,smart buildings and circular business models in retail and manufacturing could each potentially unlock hundreds of billions of dollars in annual business opportunities.17 Companies with a strong focus on nature could also enhance con

58、sumer trust,build brand loyalty and enable growth and price premiums in existing products.In US consumer markets,for example,products that were tied to environmental,social and governance(ESG)-related claims achieved disproportionate growth over the past five years compared to all other products.18

59、Further opportunities lie in aligning nature-based goals with corporate net-zero commitments:natural climate solutions are expected to contribute at least 30%of the carbon emissions reductions needed to meet 2030 carbon mitigation goals.19 Finally,companies have an opportunity to attract and retain

60、top talent.According to Gallup polling in 2021,approximately 70%of US workers considered a prospective employers environmental record as a factor in whether to accept a job.20As the global nature agenda rapidly evolves,this report highlights both the actions companies have already taken as well as t

61、he scale of the work that remains to be done.Expectations from consumers,investors and policy-makers are increasing,meaning proactive nature-related action is paramount for companies to address risks,realize opportunities and reinforce their values.Over 400 companies across multiple industries have

62、adopted TNFDs recommendations21 to address the nature-related impacts and dependencies that are most material to them,from advancing water resilience to bolstering soil health to investing in improving ocean biodiversity.Yet,while 79%of Fortune Global 500 companies had announced a clear climate targ

63、et as of 2023,only 26%had done so for water,22%for chemical and plastic pollution,13%for forest loss and less than 10%for biodiversity loss and nutrient pollution(see Figure 2).22Businesses have an indispensable role in the global effort to halt and reverse nature loss and,despite substantial progre

64、ss,these actions are only a starting point.The time to act is now.Share of Fortune Global 500 companies with nature-related targets or acknowledgments1FIGURE 279%of Fortune Global 500 companies had announced a clear climate target as of 2023,only 26%had done so for water,22%for chemical and plastic

65、pollution,13%for forest loss and less than 10%for biodiversity loss and nutrient pollution.While Source:McKinsey analysis of Fortune Global 500 company sustainability reports and websites.1“Target”means the company has a quantifed,time-bound and outcome-oriented target,goal or commitment that applie

66、s to the entire organization.“Acknowledgment”means the company mentions the nature dimension but does not have a target as defined above.2 “p.p.”=percentage points.AcknowledgmentNoneTargetAcknowledgmentNoneTarget20232022Incremental targets(p.p.)2Incremental targets or acknowledgments(p.p.)279%17%83%

67、15%6%13%5%26%46%25%49%22%42%20%41%58%51%45%31%9%5%29%20%Carbon4.93.2WaterChemicals and plasticsBiodiversityForestNutrients and nitrogenoxides1.4+1.1+4.3+2.4+7.2+0.5+18.0+4.1+13.0+4.0Change in percentage points from 2022 to 20231%Land1Land provides soils for agriculture and natural materials for cons

68、truction and consumer goods.Transforming business impact on these resources is critical to restore terrestrial ecosystems.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future9Why is land important?As the global population continues to grow,use of the Earths a

69、vailable land is increasingly constrained by the competing demands for cropland,pastureland,biodiversity conservation and human habitation.For example,McKinsey estimates that 70-80 million hectares of additional cropland equivalent to the total cropland of Brazil will be required to meet global food

70、 demand by 2030.23 However,natural lands such as forests and wetlands,sequester carbon emissions and are critical to limiting global warming to 1.5C above pre-industrial levels,in addition to their importance for biodiversity.Companies are under increasing pressure to limit their negative impacts on

71、 natural lands,including through recent policies such as EUDR,which requires companies to ensure that commodities do not contribute to deforestation and forest degradation.24How are companies dependent on land?Several major industries particularly rely on land resources.For example,the agriculture i

72、ndustry depends on healthy soil and the availability of natural lands to meet the increasing global demand for crops and livestock.Forests are an indispensable source of wood,fibres and other natural materials for industries as varied as furniture,apparel,construction and cosmetics.In addition,signi

73、ficant demand for the travel and tourism industries is driven by visitors desire to experience protected natural lands.25What impacts do companies have on land resources?Many business activities have the potential to negatively impact land resources.For example,agriculture and mining have led to lar

74、ge-scale deforestation as land is converted for alternative uses.Overgrazing,expansion of monoculture farming and irrigation have the potential to accelerate soil erosion and degrade soil health.The development of energy infrastructure including generation sites,pipelines and utility corridors can f

75、ragment and disrupt habitats,as can real estate development.26How can companies address these challenges?Companies have worked to remove deforestation from their supply chains,improve the circularity of their production and invest in regenerative agriculture techniques,among other efforts.Although n

76、ot an exhaustive list,companies featured in this chapter include:Inter IKEA Group:As the worlds largest user of wood,IKEAs position as an affordable home furnishings supplier is closely tied to its ability to promote sustainable forestry.As consumers grow more concerned about forest health,IKEA is p

77、ursuing a forest-positive business model by preventing deforestation and amplifying responsible forest management practices.Aditya Birla Group:As a global conglomerate operating across 22 industry sectors,Aditya Birla Group has created circular resource-use opportunities across its business.By repur

78、posing waste outputs,the group has reduced its reliance on virgin materials and improved supply chain security.Yara:As a global crop nutrition company,Yara partners with farmers to meet the worlds increasing demand for food.As agricultural production can put pressure on soil health,Yara is investing

79、 in long-term crop productivity by launching new technologies and products that support soil health for the long term.While some companies are taking action,much work remains to be done.Most companies are at the early stages of setting targets and driving initiatives around protecting land-based res

80、ources.If ambitions accelerate and more companies adopt identified corporate actions,these efforts could restore the health of critical terrestrial ecosystems,such as forests and wetlands.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future10Challenge Inter I

81、KEA GroupCase study 1IKEA is meeting consumer demand for affordability and environmental sustainability by preventing deforestation and amplifying responsible forest management practices.CEORetail sales(FY 2023)Jon Abrahamsson Ring47.6 billion27HeadquartersNetherlandsAs the worlds largest user of wo

82、od,with 60%of its products containing wood,28 IKEA has both an environmental responsibility and a business imperative to promote healthy forests.Beyond the need to ensure a continued supply of wood as an input for its furniture products,IKEA has found that the state of the worlds forests is an incre

83、asingly important concern for its customers.A study conducted by GlobeScan on behalf of IKEA found that 80%of consumers are concerned about the state of the worlds forests and 75%would prefer to buy furniture from a company known for its forest conservation efforts.29IKEA is positioned as an afforda

84、ble home furnishings supplier,meaning low cost and sustainability must go hand-in-hand.In some cases,such as initiatives to make more efficient use of wood and other resources,IKEAs sustainability efforts inherently reduce waste and cut costs.However,to keep the cost of sustainably sourced wood low,

85、IKEA also benefits from expanding the supply of responsibly managed forest products.80%of consumers are concerned about the state of the worlds forests and 75%would prefer to buy furniture from a company known for its forest conservation efforts.Strategy and approachIKEA began actively addressing th

86、e issue of deforestation and the overconsumption of wood in the 1990s.In 2020,it achieved a company-wide goal to source its wood from only sustainable sources.30 Within the furniture industry and beyond,sustainable wood sourcing has received increasing attention.Along with IKEA,other furniture compa

87、nies are now prioritizing the sourcing of sustainable wood,such as La-Z-Boy,which reported that 80%of the wood used in its furniture in 2023 was sustainably sourced.31 Additionally,furniture companies are now operating in an increasingly strict regulatory context after the introduction of EUDR.Addit

88、ional regulations,such as the US Forest Act,are also in discussion.Having met its 2020 goals,IKEA raised its ambitions and created the Forest Positive Agenda towards 2030,which has three main goals:32,33Make responsible forest management the norm across the world,by going beyond the wood sourced for

89、 IKEAs business IKEA aims to ensure all its wood comes from sustainable sources,which it defines as wood that is Forest Stewardship Council(FSC)certified or recycled.While IKEA has already achieved this ambition,it is working on other initiatives to advance responsible forest management.At the COP15

90、 UN Biodiversity Conference in December 2022,for example,IKEA partnered with FSC,the World Wide Fund for Nature(WWF)and other organizations to launch an initiative that fast-tracks biodiversity assessments in FSC-certified forests.By taking these actions and solidifying its woods status as a sustain

91、able material,IKEAs goal is to provide a long-term solution for itself and for other companies reliant on wood,while continuing to build trust with consumers.1Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future11Halt deforestation and reforest degraded lands

92、capesIKEA is committed to sourcing from certified deforestation-free landscapes for commodities that may contribute to deforestation,including wood,leather,rubber and palm oil.It is also investing heavily in reforestation efforts.IKEA has partnered with WWF for more than 20 years,during which time t

93、hey have taken on many reforestation initiatives,including an ongoing project in the Antioquia,Santander and Cauca regions of Colombia.34Drive innovation to use wood in smarter waysIn 2023,IKEA developed a new technology for recycling fibreboard,a material heavily used in its furniture,which was pre

94、viously not easily recyclable.This advance will help IKEA in its ambition to create 80%of its particle board from recycled wood by 2030,a significant increase from its current share of 30%.IKEA also partners with its supply chain providers on innovation initiatives,such as a recent effort to develop

95、 a paper-based wrap that can replace plastic wrap for pallets.By replacing plastic packaging,which relies on fossil fuels for manufacturing and has low recyclability,IKEA is using wood to drive a nature-positive outcome.23Lessons learnedIKEA has found it critical to link business and sustainability

96、activities,for example,by situating its sustainability teams in the same management group as its purchasing and procurement teams.Embedding nature-related objectives and targets within business operations can help companies ensure that sustainable sourcing goals are prioritized consistently across t

97、he business.Sustainability goals must also be linked to the external business environment because consumers still expect low prices from IKEA and changing sourcing strategies has the potential to drive up input costs.One way IKEA has looked to marry sustainability and cost savings is through more ef

98、ficient material usage.For example,IKEA has optimized how wood pieces are cut and shaped to minimize waste in production.35Additionally,continuing to grow the supply of sustainably sourced wood enables companies to meet their sustainability targets while moderating the cost of meeting those targets.

99、As companies set more ambitious goals to promote sustainable forestry,rapid increases in demand for FSC-certified wood can risk increasing costs if the supply of certified wood is limited.To minimize prices without compromising its sustainability goals,IKEA is working with industry,governments and p

100、rivate forest owners to certify forests to FSC standards and reduce the trade-offs between affordability and sustainability.IKEA has set a goal to haveone-thirdRoad aheadDespite its accomplishments,IKEA still has much to do to meet its ambitions around sustainable forestry.One area where progress ne

101、eds to be scaled-up is in recycled wood.IKEA has set a goal to have one-third of its wood-based range made from recycled wood by 2030.36 While the company has made progress increasing the recyclability of particleboards,IKEA is now working with its factories and supply chain partners to scale-up the

102、 production and usage of these recycled particleboards.IKEAs core ambition of making responsible forest management the global norm is still far from reality.To advance this goal and mobilize action on sustainable forestry,IKEA must continue to grow its influence beyond its own footprint and reach mo

103、re policy-makers and companies within the industry.Everything is still to be done responsible forest management is not yet the norm.IKEA has a job to go beyond our footprint and influence others.Ulf Johannson,Global Raw Material Manager,Inter IKEA Groupof its wood-based range made from recycled wood

104、 by 2030.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future12 Aditya Birla GroupCase study 2The group is reducing its reliance on virgin materials and improving supply chain security by pursuing circular resource-use across its business.ChairmanRevenue(2023

105、)Kumar Mangalam Birla$65 billion37HeadquartersIndiaChallengeAditya Birla Group is a global conglomerate that operates companies across 22 industry sectors,spanning fashion,finance,mining and more.38 In 2021,the group identified“waste to wealth for circularity”as one of its 15 ESG priorities,recogniz

106、ing that global raw material extraction has more than doubled since 1990.39 According to the International Resource Panel,material resource extraction and processing accounts for approximately 55%of global greenhouse gas(GHG)emissions and over 90%of total land use-related biodiversity loss and water

107、 stress,40 creating a strong link between the groups use of raw materials and its broader sustainability goals.To advance circular resource use,Aditya Birla Group has set a target to achieve“zero waste to landfill by 2030”.Given the size and breadth of the groups constituent businesses,the pathway t

108、o achieving zero waste is expected to differ from company to company.By driving efficient input usage and reuse,Aditya Birla Group aims to improve societal and nature outcomes,as well as secure vital materials,enhance the resilience of its supply chain and reduce costs associated with sourcing virgi

109、n materials.Material resource extraction and processing accounts for approximately 55%of global greenhouse gas emissions.International Resource PanelStrategy and approachZero waste to landfill by 2030 is an overall ambition for Aditya Birla Group,but because each company is expected to follow a diff

110、erent path to reach the overall goal,the group is pursuing this objective at the company level.To facilitate cross-business collaboration,Aditya Birla Group has established a“Waste2Wealth For Circularity”working group that convenes representatives across its companies to facilitate circularity discu

111、ssions and assist with systematically implementing circularity across the entire conglomerate.41Three initiatives demonstrate how Aditya Birla Group has approached creating value from waste materials as it pursues its zero-waste goals:Using waste as a substitute for raw materialsAditya Birla Group h

112、as identified and piloted a process for converting waste from aluminium production into a useful input for cement production.Bauxite residue(also known as red mud)from Hindalco Industries,one of the groups subsidiaries,is converted into an effective substitute for the limestone traditionally used to

113、 manufacture cement.Over 1 million tonnes of this processed red mud is delivered each year to UltraTech Cement,another subsidiary.This partnership allows both companies to benefit:Hindalco is able to divert waste that would otherwise be discarded and UltraTech is able to replace raw mined materials

114、and reduce its dependence on natural resources.1Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future13As of 2020,Hindalco was supplying red mud to over 40 cement plants,including 14 owned by UltraTech.42 UltraTech currently reports that 20.6%of its total raw

115、material usage is sourced from alternative materials,including red mud.43Scaling-up recycling as a core business Novelis,an Aditya Birla Group subsidiary,provides recycled aluminium for customers in the automotive,beverage,aerospace and specialties sectors.As companies seek out efficiencies in their

116、 value chains and come under increasing pressure to meet sustainability targets,Novelis continues to develop closed-loop recycling systems to meet customer demand.As of FY24,63%of Noveliss product inputs were sourced from recycled material.44Building trust in consumer brands In 2019,Birla Cellulose

117、launched a fibre product called Liva Reviva that uses processed cotton waste as a feedstock,reducing water usage by 60%and energy usage by 20-25%.Birla Cellulose embeds a traceability marker within the fibre that customers can use to track the full lifecycle of the products they purchase,45 providin

118、g transparency for the 20 global fashion brands that use Liva Reviva.4623Lessons learnedAditya Birla Group has been able to pilot an enterprise-wide approach towards zero waste to landfill by facilitating a marketplace between its own companies.To scale-up these efforts more broadly,the group has so

119、ught to expand the conversation around circular materials beyond its owned companies.For example,the group has found that repurposing waste as a substitute for raw materials is hindered by several factors.First,companies may not have the capability to identify waste streams that could provide viable

120、 substitutes for virgin materials at a comparable or lower cost.Second,companies selling repurposed waste and companies buying it as an input may be economically misaligned the buyer has little incentive to pay for waste material if it perceives the transaction as a service provided to the seller.Wi

121、th a well-structured marketplace and improved data on waste material available for reuse,companies could establish stronger partnerships and better understand how to capture value from circular materials.For most organizations,waste is a liability unless there is an existing channel to sell it to a

122、recycler.As soon as a material starts to be called waste,the perception changes why should someone pay money for it?This is the fundamental dynamic that has driven us to try to position circularity as an opportunity.Deeksha Vats,Group Chief Sustainability Officer,Aditya Birla GroupRoad aheadDespite

123、Aditya Birla Groups progress on improving its circularity at a company and overall group level,much work remains to be done.Many of the groups companies have interim goals to support their tracking towards the overall zero waste to landfill by 2030 goal,but they are still close to the beginning of t

124、heir journeys.Additionally,while the partnership between Hindalco Industries and UltraTech Cement is an exciting initiative,it is still the only cross-group initiative in the organization where waste from one company directly becomes an input to another.To support the broader development of similar

125、initiatives across Aditya Birla Group and in other companies outside the group,work must continue to convene stakeholders.The conglomerate is seeking to advance partnerships to help bridge this gap and actively participating in groups such as the World Business Council for Sustainable Development(WB

126、CSD)and the Federation of Indian Chambers of Commerce and Industry(FICCI)to discuss circular initiatives and opportunities with participating members.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future14 YaraCase study 3Yara is investing in long-term crop pr

127、oductivity by launching new technologies and products that support soil health.CEORevenue(2023)Svein Tore Holsether$15.5 billion47HeadquartersNorwayChallengeAs a major crop nutrition knowledge and products company,48 Yaras success is tied to that of farmers,the end users of its products and services

128、.Pressures from climate change and nature loss,as well as a growing global population,are increasing the demand on farmers for nutritious food produced with minimum environmental impact a difficult feat considering agricultural land already occupies over half of the Earths habitable surface.49 More

129、intensive agriculture can increase yields,but extractive practices,large-scale monocultures,overuse of agrochemicals and high rates of unbalanced fertilizer use have contributed to soil mining,soil acidification and nitrogen pollution.According to the UN Convention to Combat Desertifications Global

130、Land Outlook,52%of the worlds total agricultural land is degraded.50Despite the potential benefits to business,society and nature,agricultural solutions that restore soil health have proved challenging to implement.Sustainable fertilizers often require a sizeable up-front investment with long-term r

131、eturn horizons.Many farmers have very lean margins and limited cash reserves,increasing the risk of adopting new agricultural practices whose success might be difficult to forecast.In addition,transitioning to regenerative agriculture bears risk and unfamiliarity to many farmers,requiring additional

132、 education,engagement,technology and finance.As a result,Yaras crop solutions must be designed in partnership with farmers to balance productivity,profitability and sustainability.Strategy and approachYaras nature-positive strategy focuses on climate neutrality,farmer prosperity and regenerative far

133、ming,which must all be considered holistically and systematically to provide farmers with the tools and solutions they need.To offer these new solutions,Yara uses soil health assessments,which allow the company to reach farmers at scale by providing soil health solutions and guidance.Based on the ou

134、tcomes of these assessments,Yara can discuss with farmers which of its digital tools and new fertilizer offerings would be best for their farm and tailor them accordingly.51 Two key solutions include:Improving the efficiency of nitrogen usageOne set of solutions is centred on improving the efficienc

135、y of nitrogen usage,a key fertilizer ingredient.52 While nitrogen-based fertilizers are highly effective,the unbalanced use and over-application of nitrogen sources degrade soils over time and compromise crop yield.Nitrogen use efficiency(NUE)is a key metric used by Yara and its peers to assess the

136、sustainability of nitrogen use.Yara is working with farmers to develop tools that help farmers measure and improve NUE(such as N-Tester and N-Sensor).In recent trials,these tools have achieved NUE levels of up to 80%.53,54 52%of the worlds total agricultural land is degraded.UN Convention to Combat

137、Desertification1Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future15Yara also offers precision agriculture systems such as Atfarm,which enables farmers to remotely observe their crops and support NUE by distributing fertilizer in their fields for optimal re

138、sults.Yara offers Atfarm for free to support the uptake of such solutions among farmers.55 To further boost uptake,Yara employs over 1,000 agronomists and salesperson-agronomists who actively engage with farmers in the field,advising them on which systems may be best for them and how to implement th

139、em.56Increasing organic fertilizer adoptionIn addition to using nitrogen-based fertilizers more efficiently,Yara offers organic fertilizers that contain less nitrogen than traditional fertilizers57 and help to increase levels of carbon in the soil to support soil health.Yara has made it a priority i

140、n the coming years to grow its share of organic fertilizers,such as YaraSuna and Yara Nature.58 While rates of organic fertilizer adoption are growing there was a 67%increase in the use of organic fertilizer in the EU between 2012 and 2021 only about 1.6%of the worlds agricultural land is organicall

141、y managed,creating a large upside for organic fertilizer usage.59Yara has conducted more than 25,000 soil health assessments with farmers across the globe,covering over 250,000 hectares of land.60 This outreach helps Yara with its overall ambition to scale-up practices that support soil health and d

142、eepen relationships with its farmer customers.1.6%of the worlds agricultural land is organically managed,creating a large upside for organic fertilizer usage.Only about 2High-tech solutions have a very important role to play in bringing science to farmers and promoting soil health,which may not intu

143、itively match notions of what sustainability on a farm should look like.Anke Kwast,Vice President,Regenerative Agriculture for Climate Frameworks,YaraLessons learnedYara has directly engaged farmers to develop solutions to issues that farmers value most,such as crop resilience,and to help farmers un

144、derstand how actions like optimizing fertilizer usage can make a difference over time.However,more farmer engagement is needed to drive uptake,especially considering the economic hurdles farmers face to adopt regenerative agriculture.Farming subsidies in many parts of the world make business-as-usua

145、l practices the lowest-cost option that is hard to break from.Switching to regenerative solutions typically takes large up-front investments and farmers with limited cash reserves may be less willing to invest in these solutions.Even when regenerative solutions improve return on investment(ROI),the

146、outcome can take multiple growing seasons to be realized.Moreover,Yara has observed that farmers often lack resources,especially financial resources and adequate data,to measure outcomes when changing a system.This lack of resources is likely to remain a persistent challenge in the uptake of sustain

147、able solutions,while a lack of information may affect how much money farmers feel they can charge for more sustainable products based on consumer demand.To this extent,more education is needed to create demand among consumers,which in turn will increase sales at higher prices and allow for faster RO

148、Is for farmers.Road aheadMuch work remains to be done by Yara and its competitors to scale-up the adoption of solutions and fertilizer products that support soil health.Healthy soil has an important role to play in fighting climate change by sequestering carbon61 and feeding the worlds growing popul

149、ation.62 However,many farmers continue to practice traditional agriculture techniques.According to a 2024 McKinsey survey,“while more than 68%of farmers surveyed have adopted reduced-till or no-till practices,only about half are using variable-rate fertilizer application and 35%are using controlled-

150、irrigation practices.”63To increase the uptake of regenerative farming,additional research and development(R&D),sales support,financing and advice from agronomists are needed at the farmer level.In addition,Yara continues to seek support from the public sector to help lower the barrier for farmers t

151、o collect and monitor data on soil health outcomes,to further refine its approach and quantify the benefits of regenerative agriculture.While more than 68%of farmers surveyed have adopted reduced-till or no-till practices,only about half are using variable-rate fertilizer application and 35%are usin

152、g controlled-irrigation practices.McKinsey&CompanySpotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future16Ocean2The ocean economy is worth at least$24 trillion.Declining ocean health threatens communities and puts up to$8.4 trillion of economic value at risk ov

153、er the next 15 years.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future17Why is the ocean important?The ocean plays a pivotal role in businesses and communities in the global economy by providing key natural resources,supporting livelihoods and generating f

154、ood.However,overfishing,agricultural and industrial runoff,air pollution and rising temperatures threaten the health of the worlds oceans.64 Around 70%of the worlds fish stocks are either fished at their limit or over-fished.65 By 2050,there could be more plastic in the ocean than fish(by weight),66

155、 which impacts food value chains and the quality of drinkable water globally.The combination of plastic pollution and resource depletion directly threatens the fishery,aquaculture and tourism industries while more broadly increasing risks to physical assets,global food security,transportation and th

156、e natural capital integral to companies business models.According to the World Wildlife Fund,the ocean economy is worth at least$24 trillion,with up to$8.4 trillion of economic value at risk over the next 15 years due to declining ocean health.67 As a result,business outcomes are deeply tied to the

157、well-being of communities that depend on the ocean.Around 70%of the worlds fish stocks are either fished at their limit or over-fished.WWFHow are companies dependent on the ocean?Several major industries rely heavily on the ocean.For example,seafood producers rely on a replenishable supply of farmed

158、 and wild-caught fish.Many consumer goods companies use marine resources,such as sea salt,as an input in their production processes.Industries like insurance,real estate and hospitality are exposed to property damage from storms and flooding,which is linked to the health of coastal and marine habita

159、ts.68What impacts do companies have on the ocean?Many business activities have the potential to negatively impact the ocean.For example,plastic waste and chemical runoff from multiple industries including retail,construction,energy,transportation and more can pollute coastal areas and harm marine ec

160、osystems.Commercial overfishing can lead to the depletion of fish stocks.Meanwhile,GHG emissions from business activities(including maritime shipping)have warmed the oceans and resulted in rising sea levels,putting coastal communities at risk.69How can companies address these challenges?Companies ha

161、ve worked to conserve ocean ecosystems and biodiversity,invest in innovations in plastic packaging alternatives and remediation,and develop financial products that mitigate the impacts of ocean risks,among other efforts.Although not an exhaustive list,companies featured in this chapter include:Walma

162、rt:As a global retailer,Walmart is committed to delivering sustainable,high-quality seafood at low prices.To secure a low-cost supply of seafood one of the most affordable protein options over the long term,Walmart is pursuing transparent seafood supply chains and advancing sustainable fishing pract

163、ices.rsted:For this renewable energy producer,addressing climate change and protecting biodiversity are interconnected objectives.As rsted develops offshore wind projects,it is mitigating the impact of its work on marine ecosystems by piloting site-specific initiatives to generate net-positive biodi

164、versity outcomes.Businesses and the worlds oceans are intertwined.According to an analysis by WWF,66%of globally listed companies are exposed to ocean-related risks.70 And most consumers about 83%of the public are highly concerned about issues affecting the ocean.71 Despite the effect human activity

165、 has had,immediate action by global companies could reduce risks and shepherd in a sustainable“blue economy.”Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future18 WalmartCase study 4Walmart is securing a long-term,low-cost supply of seafood for its customers

166、 by pursuing transparent supply chains and advancing sustainable fishing practices.CEORevenue(FY 2024)Doug McMillon$648.1 billion72HeadquartersUSAChallengeSeafood is a critical product category for Walmart,a major retailer,given that more than 3 billion people across the world rely on seafood as a s

167、ignificant source of protein.73 Canned tuna,as one of the most affordable protein options,is among Walmarts most popular seafood products.However,canned tuna and seafood in general face challenges with sustainable sourcing,including supply chain issues from over-fishing,bycatch and illegal,unreporte

168、d and unregulated(IUU)fishing.More than 3 billion people across the world rely on seafood as a significant source of protein.World Wildlife FundWalmart has set itself goals to source seafood responsibly,recognizing that doing so aligns with both its low-price positioning and its goal to restore 1 mi

169、llion square miles of ocean,as part of its overall ambition to be a regenerative company.74 Overfishing and the depletion of fish stocks worldwide pose a risk to the security of supply that Walmart can provide to its customers and may raise prices over time.By addressing this challenge,Walmart seeks

170、 to ensure a sustainable supply of seafood while keeping costs low for customers.The goal is to ensure that you have a healthy supply chain that is there for the long term.If you do it wrong and deplete levels of fish stocks,its actually counterproductive.Its simple supply and demand economics if we

171、 deplete the supply,the cost is going to go up over time.Mikel Hancock,Senior Director,Sustainable Food and Agriculture,WalmartStrategy and approachIn 2005,Walmart set a goal to have a more sustainable supply chain for people and the planet.75 Its current goal is to source 20 commodities more sustai

172、nably by 2025,identified through a collaborative assessment with non-profit Conservation International.76 For two of the ocean-linked commodities(fresh and frozen seafood,and canned tuna),achieving this goal means sourcing only from suppliers that are third-party certified as sustainable or are acti

173、vely working to obtain certification through a fishery improvement project(FIP)or an aquaculture improvement project(AIP).77 The retailer has worked to improve its fishing and sourcing practices in two ways:Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future

174、19Improving fishing practices with a focus on conservation One way Walmart is increasing the amount of sustainable product it sources is through its place-based initiatives that bring together multi-stakeholder groups to address systems-level challenges linked with commodity production in a certain

175、location.78 For seafood,one of these place-based initiatives is Walmarts collaboration with Pacific Island Tuna(PIT),a partnership formed in 2021 between The Nature Conservancy and Republic of the Marshall Islands.79,80 Upon the formation of PIT,Walmart made a long-term commitment to source a large

176、volume of Marine Stewardship Council(MSC)certified tuna from PIT for its“Great Value”canned tuna brand in Walmart stores in the US.In turn,at least 40%of the net income from sales is invested into community-based conservation and climate resilience projects in the Marshall Islands,helping to propel

177、systems-level change.81 Funding has been directed to causes such as a coral reef restoration project and primary education.Enhancing catch monitoring and transparencyEven with third-party certification(e.g.from MSC),which validates that a fishery is engaging in internationally accepted sustainabilit

178、y best practices,verifying every catch at sea is challenging.Vessels may lack monitoring devices or may willingly turn them off,which makes it difficult to determine whether a vessel is catching non-targeted species,illegally fishing in off-limits locations or engaging in at-sea transhipment(where o

179、ne vessel ingests the catch of another,allowing the original vessel to mask improper fishing practices).As part of its PIT partnership,Walmart agreed to monitor 100%of its fishing vessels on the water and any transhipment on the island using human observers and electronic monitoring.82 This transpar

180、ency programme proved immensely beneficial to PIT,so in 2023 Walmart added a corporate sustainable seafood sourcing goal to achieve 100%observer monitoring and zero high-seas transhipment by 2027.83 In addition to third-party certifications,Walmart views these transparency commitments as the new sta

181、ndard for sustainably sourced wild-caught seafood.As of 2023,Walmart provided more than 90%of its seafood from third-party certified sustainable sources in stores across the US.The company is working to accelerate and track its progress in other regions and in its Sams Club retail locations across t

182、he US.8412Lessons learnedWalmart has learned that engaging directly with its supply chain partners is key for achieving the impacts of sustainable sourcing.For example,soybean meal typically used as feed in aquaculture and fish farms85 can be linked to deforestation if it is not sourced responsibly.

183、As such,Walmart has opened conversations with its direct suppliers and their feed suppliers to communicate the vision and goals behind its sustainable sourcing initiatives.The lessons learned from one supply chain can also be replicated across other commodities and locations(e.g.from farmed salmon t

184、o aquaculture-produced shrimp)to accelerate progress across product categories.In addition to scaling-up its impact,Walmart considers monitoring its costs as equally important to its success in sustainability,since compelling prices can inspire end-customers to buy sustainable products.To keep costs

185、 low,Walmart and its philanthropic partners have identified areas where they can provide technical expertise,tools and guidance to create more efficient yields within supply chains.Engaging its value chain in depth has enabled Walmart to build numerous partnerships to pursue its sustainable sourcing

186、 targets.Road aheadWalmart has made substantial progress in advancing sustainable sourcing for selected ocean-linked commodities and it has an opportunity to expand these efforts across the multitude of products it offers under its Great Value brand.Beyond this private label,Walmart stocks many othe

187、r national-brand products with supply chains that it may not be able to directly monitor and transform.As Walmart continues to advance its sustainability goals for the 20 key commodities it has identified as priorities,the practices and partnerships that emerge could provide a roadmap for accelerati

188、ng sustainability actions across other major food commodities.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future20 rstedCase study 5rsted is protecting marine ecosystems by piloting net-positive biodiversity initiatives for its offshore wind projects.CEORev

189、enue(2023)Mads NipperDKK 79.3 billion86HeadquartersDenmarkChallengersted is a major offshore wind developer with a vision to“create a world that runs entirely on green energy”.87 Because sustainability is a fundamental part of its ethos and the long-term viability of the clean energy industry,rsted

190、views addressing climate change and protecting biodiversity as interconnected objectives.Integrating biodiversity measures into renewable energy deployment will,additionally,be key to ensuring a mandate for the pace and scale of new infrastructure needed to meet net-zero carbon emissions.While the c

191、lean energy created from offshore wind farms is vital for the energy transition,building these farms requires space from the planets oceans,posing potential impacts on local ecosystems if developed irresponsibly.To help mitigate this issue,many regulators across the globe are building on existing en

192、vironmental regulations by launching biodiversity policies designed to encourage additional action for nature.For example,the Netherlands has established zone criteria through the Hollandse Kust West tender,which judges bidders more heavily on their contributions to local ecology than on price.88 In

193、 the United Kingdom,the Marine Net Gain(MNG)policy requires developers to“leave the marine environment in a measurably better state than beforehand”.89 In this evolving policy landscape,rsted has established its own ambition to enhance local biodiversity to strengthen its competitive advantage and d

194、evelop technically feasible and effective solutions.Strategy and approachBuilding on its regulatory responsibilities,in 2018,rsted announced its offshore wind biodiversity policy,90 which now covers biodiversity management at every stage of a development project:planning,construction,operation and m

195、aintenance,and decommissioning.91 Then in 2021,rsted announced its ambition to ensure all its existing and future projects achieved a net-positive impact on biodiversity by 2030,meaning it will actively“restore and enhance ecosystems”in addition to avoiding,minimizing and compensating for biodiversi

196、ty loss associated with its activities.92,93 In 2024,rsted published its biodiversity measurement framework,an eight-step guide which supports its net-positive biodiversity ambition by allowing for the measurement,tracking and reporting of progress against its 2030 goal.94,95 Underpinning this overa

197、ll net-positive biodiversity ambition and its supporting measurement are site-specific individual projects such as the BioReef and ReCoral projects,aimed at generating positive biodiversity impacts:BioReef:supporting marine biodiversityBioReef is a partnership between rsted and WWF,with close collab

198、oration with the Technical University of Denmarks Institute of Aquatic Resources(DTU Aqua).This project aims to establish a biogenic reef of flat oysters and horse mussels in the Danish North Sea,96 where rsted has offshore wind operations.97 A large-scale hatchery at DTU Aqua grows the flat oysters

199、 and horse mussels to support their recovery before the species are reintroduced to the wild.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future21The purpose of the restoration project is to develop methods for establishing viable biogenic reefs.These two sp

200、ecies create important habitats and can contribute to improved water quality and ecosystem health more broadly.The restoration methods developed in this project could be used for the restoration of biogenic reefs around the world.ReCoral:rehabilitating coral ecosystemsCoral reefs are important ecosy

201、stem-building organisms,supporting biodiversity and providing protection from extreme weather events.ReCoral was begun as a trial in Taiwan in partnership with the Penghu Marine Biology Research Center.Surplus coral spawn that wash onto the coast of the Penghu Islands are collected and then incubate

202、d in the research centres lab.The spawn are then put in mesh cages designed to fit around the base of rsteds wind turbines,where they are able to settle and grow before the cages are removed.98 Building on successful tests to grow juvenile corals on underwater steel and concrete substrates at a quay

203、side test facility for the first time in 2021,this project will contribute to building knowledge within the broader coral conservation community.Lessons learnedWhile rsteds leaders have been active in setting and raising ocean biodiversity stewardship ambitions,establishing buy-in throughout the com

204、pany has been critical to the long-term success of the programme.rsted uses newsletters and internal roadshows to communicate and it has also made efforts to enable employees with biodiversity expertise to offer feedback on projects,even if they are not directly involved.By focusing on execution and

205、 delivery of sustainability goals,rsted has found it is able to boost organizational engagement and motivation.Another core lesson for rsted has been the importance of thoughtful target-setting.rsted aims to contribute to the overall biodiversity targets of the GBF,ensuring alignment with stakeholde

206、rs towards a shared set of goals.At the same time,meeting these targets may differ across countries and ecosystems.As such,engaging on-the-ground experts who bring together the companys goals,relevant policies and the local context has proven essential for rsted and allowed it to pursue its goals wi

207、th site-specific considerations in mind.Corporate timelines dont necessarily line up with natures timelines often,your KPIs are quarterly,while ecosystem restoration works over years and decades.But offshore wind projects have a 30-year lifespan.So,to that effect,we can translate our biodiversity ef

208、forts into long-term corporate strategy to deliver positive benefits for nature over the lifespan of a clean energy asset.Rennie Meyers,Global Ocean Policy Lead,rstedRoad aheadTo support the worlds transition to clean energy and meet its own deployment target,rsted is committed to pursuing and deliv

209、ering clean energy projects for shareholders and nature.This build-out will require more generation and storage assets and more space,which at worst would put additional pressure on already struggling ecosystems.However,the 30-year lifecycle of most offshore wind projects allows rsted to invest in b

210、iodiversity improvements over the long term in addition to more immediate impact.The company is seeking to mitigate these challenges through innovation and R&D.For example,rsted has successfully piloted a new low-noise installation technology that can support up to a 99%noise reduction from traditio

211、nal installation methods.99 Additionally,it is working on new AI monitoring tools for biodiversity that it hopes will allow for accurate,cost-effective and real-time monitoring of birds,marine mammals and migratory species that inhabit the same ecosystems as its turbines.In cases where the regulator

212、y regimes around AI monitoring tools are still nascent,regulators can assist in bringing clear frameworks that enable adaptive mitigation approaches,or that more holistically outline each countrys clean energy goals and suitable locations where wind projects could be situated.Spotlight on Nature:Cas

213、e Studies for Business Transformation towards a Nature-Positive Future22Freshwater3By 2030,global demand for water is expected to outpace supply by 40%.Investing in water use efficiency and watershed restoration is critical for business resilience and community wellbeing.Spotlight on Nature:Case Stu

214、dies for Business Transformation towards a Nature-Positive Future23Why is freshwater important?Freshwater supply is both a lifeline for communities and a critical resource for business inputs and processes,including for drinking,irrigation,industrial processes and supporting aquatic species.However,

215、freshwater supply is being compromised by the overextraction of water from rivers and lakes,pollution and reduced groundwater in soil available for plants.By 2030,global demand for water is expected to outpace supply by 40%.100 By 2040,an estimated 5 billion people across the world will live in wate

216、r-scarce areas where demand is greater than available supply.101 According to a 2019 analysis by the Carbon Disclosure Project(CDP),freshwater security issues could threaten at least$425 billion in business value,creating an economic imperative in addition to the social and community need to address

217、 water scarcity.102How are companies dependent on freshwater?Several major industries rely heavily on freshwater resources,including food and beverage companies that depend on freshwater resources for industrial processing and as ingredients in end products.The agriculture sector similarly consumes

218、ground and surface water for irrigation and soil health,as well as for cooling crops and protection from pollution.Mining and other extractive industries use water for dust suppression,cooling drilling machinery and transporting mined materials through pipelines to processing plants.103What impacts

219、do companies have on freshwater resources?Many business activities have the potential to negatively impact freshwater resources.For example,extraction of large volumes of water from rivers and lakes such as for irrigation,mining and beverage production can deplete water levels beyond what can be rep

220、lenished through natural processes.Pollutants from business operations can also negatively impact water quality,such as agrichemical runoff from farms or toxic wastewater from mining sites.104How can companies address these challenges?Companies have worked to reduce water consumption and recycle was

221、tewater in daily operations,scale-up innovations around water efficiency and recycling,and invest in wetland and groundwater replenishment,among other efforts.The following company is featured in this chapter:Suntory Holdings:For this global beverage producer,water is not only its most essential ing

222、redient but also a key input for its production processes.To secure a sustainable supply of freshwater resources,Suntory is pursuing efficiencies in water usage and investing in watershed replenishment.Despite progress over the past decade,there is still a long way to go.If ambitions accelerate,corp

223、orate action has the potential to improve the resilience of businesses that rely on water resources and safeguard these resources for communities.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future24 Suntory HoldingsCase study 6Suntory is securing a sustaina

224、ble supply of its most essential ingredient by pursuing efficiencies in water usage and investing in watershed replenishment.CEORevenue(2023)Takeshi NiinamiJP3.3 trillion105HeadquartersJapanChallengeAs a global producer of soft drinks,beer and whisky,Suntory is reliant on high-quality freshwater fro

225、m local ecosystems.Water is not only the most critical input to its products but is key for production equipment and cooling.However,this water dependency presents a significant risk for Suntorys financial future.At the same time,Suntorys investment in water sustainability is important to helping ma

226、intain and restore common freshwater resources in the communities where it operates.In 2021,Suntory assessed water risk at the site level and found that 17%of its direct operations sites(23 plants in Japan and 54 plants overseas)were at high or extremely high risk of water stress.106 Given its relia

227、nce on current and future freshwater supply,Suntory has sought to address these risks to mitigate potential supply chain disruptions,higher costs and uncertain growth potential.Strategy and approachSince its founding,Suntory has endeavoured to protect its freshwater sources both to comply with natio

228、nal regulations and to ensure its own business resilience.In 2014,Suntory established its“environmental vision towards 2050”,which demonstrates the clear linkage between nature and profit.Actions the company has identified as essential to enterprise-wide success include addressing issues of water se

229、curity,conserving and regenerating biodiverse ecosystems,and promoting a circular economy.107 As part of this strategy,Suntory has set time-bound targets for freshwater sustainability,including commitments to reduce the water intensity of production at owned plants by 35%globally and replenish more

230、than 100%of water used in half of owned plants globally by 2030.108To achieve the companys nature goals,Suntory is investing in a two-pronged approach to improve freshwater sustainability,outlined below:Use water more efficiently in its own operationsBased on rigorous water risk assessments,each Sun

231、tory plant has undertaken a tailored approach to water usage,including water-saving activities and wastewater management.At the Minami Alps Hakushu Water Plant,for example,Suntory employs an advanced cascade water recycling process.Water used in production facilities is classified into five grades b

232、ased on quality(such as coolant or cleaning water)and then is reused in end-use applications based on a hierarchy system.The highest grade is used for consumption in Suntorys products,while lower grades are used for cleaning and various plant processes.This system allows water to be reused in the mo

233、st efficient way while still meeting quality standards.As a result of these actions,Suntory has reduced the amount of water used in production at its owned plants by 28%since 2015.109Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future25Replenish freshwater a

234、t the water sourceSuntory launched the natural water sanctuary initiative in 2003 to improve water resource cultivation at the source.By partnering with research institutions,Suntory works to maintain biodiversity and forest health around its water sources so these sites can sustainably and reliably

235、 provide access to water for up to 100 years.The initiative focuses on forest maintenance work,such as“thinning,pruning,planting seedlings and taking measures against animal damage.”These actions allow sunlight to better reach the ground and soil to absorb rainwater at a higher rate.By 2022,the init

236、iative had expanded to 12,000 hectares in 22 locations in 15 prefectures across Japan,cultivating water resources which amount to more than twice the amount of water withdrawn.110 As of 2023,water replenishment activities have been implemented at 41%of Suntorys plants worldwide.111Beyond Japan,Sunto

237、ry is investing in conservation and replenishment at global distillery locations,including collaborative watershed initiatives to restore the Santiago River Basin in Mexico;a large-scale series of peatland restoration projects in Scotland to replenish the amount of water used in making Scottish whis

238、kies;and water preservation efforts in northern Thailand to reduce sediment-based erosion and support the permeation of underground water.Lessons learnedAlthough Suntory is not yet able to quantify the full financial impact of its water initiatives,it has observed that these efforts have a positive

239、effect on the business.As customers become more conscious of the way businesses impact the environment and society,Suntory has increasingly focused on the communication of its water strategy to consumers,incorporating“water-positive”branding into product packaging and advertisements.In doing so,Sunt

240、ory aims to build trust with its customers by highlighting the ways in which sustainability is embedded in its business operations.The way we position environmental activities has changed with time.In addition to being good for society,our company also sees sustainability as something that needs to

241、be embedded in the way we do business.Chisato Okabayashi,Senior General Manager,Sustainability Management Division,Suntory HoldingsRoad aheadSuntory cannot achieve its goals for net water positivity in isolation;the involvement of various stakeholders,including local communities,administrations and

242、even competitors,is essential for progress.To advance collective action,the companys water team has collaborated with local experts and communities in various global locations to better understand the specific dynamics of watersheds in those areas and address the localized nature of water issues.Sun

243、torys team has also made efforts to disseminate lessons learned from Japan to its operations worldwide.As the company expands the positive impact of its sustainable practices on water resources worldwide,collaboration will continue to be a critical component of their strategy.28%since 2015.Suntory h

244、as reduced the amount of water used in production at its owned plants by Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future26Atmosphere4Embracing nature-positive solutions contributes towards net-zero climate goals,just as action on climate contributes to n

245、ature-positive goals.Integrating nature and climate is therefore a key priority for companies.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future27While this report places less emphasis on the atmosphere,the risks of global climate change are well documented

246、 and the pressure on businesses to decarbonize remains strong.This chapter highlights five key messages:Maintaining the health of the Earths atmosphere creates a nexus between nature and climate efforts.Businesses can act strategically to address nature and climate goals simultaneously.Adopting natu

247、re-positive approaches can further the path to achieving net-zero emissions.Proposed solutions for addressing climate change can help restore nature.Companies have a long way to go to elevate the nature agenda alongside climate goals.Nature-climate nexusMaintaining the health of the Earths atmospher

248、e creates a nexus between nature and climate efforts.Business activity puts pressure on atmospheric integrity through a combination of GHG emissions,which contribute to climate change,and other air pollutants such as volatile organic compounds and fine particulate matter.Atmosphere is included as on

249、e of four nature realms in the TNFD framework“to reflect the close association between climate-and nature-related risks and opportunities,while also acknowledging that links with climate mitigation and adaptation occur across all realms.”112Address nature and climate simultaneouslyBusinesses can act

250、 strategically to address nature and climate goals simultaneously.Climate change is one of the most pressing challenges of the 21st century.While substantial progress has been made,more coordinated action is urgently needed for the world to limit global warming to 1.5C above pre-industrial levels,in

251、 accordance with the Paris Agreement.Until recently,many climate mitigation conversations have focused on reducing emissions through the energy transition,electrifying mobility and improving infrastructure.However,issues of climate and nature are intricately linked.Nature-positive solutions contribu

252、te to net zeroAdopting nature-positive approaches can further the path to achieving net-zero emissions.Nature-positive approaches contribute to emissions avoidance and reduction,as well as to carbon removal and sequestration.For example,land-use change,primarily driven by agricultural expansion,rele

253、ases significant amounts of carbon dioxide.Forests,other terrestrial ecosystems and the ocean serve as sinks that can sequester vast quantities of carbon dioxide,contributing to net-zero emissions goals.Consequently,avoiding deforestation can help reduce emissions,while reforestation and afforestati

254、on efforts can remove and store carbon dioxide.Natural climate solutions(NCS)including efforts to avoid deforestation and degrading of peatlands,along with peatland restoration,reforestation and cover crops could deliver up to 30%of the net emissions reductions required by 2030 to limit global warmi

255、ng to 1.5C.113 Therefore,integrating NCS and nature-positive strategies into climate action plans is essential.Natural climate solutions including efforts to avoid deforestation and degrading of peatlands,along with peatland restoration,reforestation and cover crops could deliverClimate mitigation s

256、olutions help restore natureProposed solutions for addressing climate change can help restore nature.Corporate carbon abatement strategies,such as renewable energy,regenerative agriculture and drip irrigation,have the potential to abate 15 billion tonnes(Gt)of carbon dioxide-equivalent per year,amou

257、nting to about 40%of global annual emissions in 2020.114 These investments could also meaningfully address other negative impacts of business on nature,including freshwater loss,nutrient pollution and biodiversity loss.115 Moreover,NCS are often lower-cost compared to other climate mitigation option

258、s and have substantial environmental co-benefits,including their ability to safeguard biodiversity and secure water supplies.11630%of the net emissions reductions required by 2030 to limit global warming to 1.5C.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive F

259、uture28Corporate carbon abatement strategies,such as renewable energy,regenerative agriculture and drip irrigation,have the potential to abate 15 billion tonnes(Gt)of CO2-equivalent per year around 40%of global annual emissions in 2020.McKinsey&CompanyIntegrating nature and climate is a key priority

260、 for companiesCompanies have a long way to go to elevate the nature agenda alongside climate goals.Several World Economic Forum initiatives,including the Alliance of CEO Climate Leaders and the Alliance for Clean Air,are driving business action to reduce GHG and air pollution emissions.At the same t

261、ime,these efforts intersect with and benefit from attention to forest,land-use and ocean-linked activities.Approaching nature and climate in an integrated manner is a key priority for companies as they formulate strategies,set targets and make investments.Spotlight on Nature:Case Studies for Busines

262、s Transformation towards a Nature-Positive Future29ConclusionThe business case for nature has never been clearer.In an era of increasing environmental awareness and resource scarcity,the imperative for businesses to adopt nature-positive strategies is undeniable.Governments around the world are impl

263、ementing new regulations aimed at protecting natural resources and promoting sustainability.Consumers,investors and employees are increasingly demanding greater transparency and accountability from companies regarding their environmental impact.Companies that stay ahead of these pressures can attrac

264、t both business and talent.Simultaneously,the depletion of key natural resources and ecosystems threatens long-term business resilience unless companies proactively seek ways to use these assets more sustainably.In response,companies are transforming their business operations and value chains to add

265、ress nature-related impacts and dependencies.Companies at the forefront are doing the following:Assessing their nature footprint,including their dependencies on nature and the impacts and materiality of their current operations.Making public commitments to reduce their impacts on nature and identify

266、 new business opportunities.Defining actions,embedding them into operations and setting time-bound targets aligned with international standards such as the Science Based Targets Network(SBTN).Monitoring progress and disclosing impact metrics through frameworks such as the Taskforce for Nature-relate

267、d Financial Disclosures(TNFD).While nature action is still gaining momentum,the progress highlighted in this report represents an important first step towards businesses transition to become nature-positive.However,to truly address the scale and urgency of the environmental challenges faced by socie

268、ty,more transformative action is needed.Companies must commit to bold,innovative strategies that protect nature and embed this goal into their business operations.By setting science-based targets,piloting ground-breaking initiatives,mobilizing collective and collaborative action,and sharing knowledg

269、e,companies can lead by example not only to mitigate risks but also to seize opportunities for growth and resilience in a nature-positive and net-zero economy.Progress demands unwavering commitment and decisive action to guarantee a secure future for businesses,people and the planet that humanity de

270、pends on.Decisive action to seize nature-positive opportunities is essential to guarantee a secure future for businesses,people and planet.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future30AppendixInterview questionsChallenge How did nature challenge e.g.

271、land,ocean,freshwater become a key strategic issue for your company?Was there a certain person or event that elevated it to a strategic priority?What contributed to your companys decision to pursue voluntary actions beyond those required by regulation?What are the financial and operational impacts f

272、rom nature challenge on your business model?What was the role of regulation or local context in shaping your companys approach to nature challenge?Strategy and approach How does nature challenge fit into your companys broader nature and/or sustainability strategy?The financial strategy?Does your com

273、pany take an integrated approach to its climate and nature goals?Where does your company see competitive advantage in addressing nature challenge?What are the core elements of your companys approach to nature challenge(if not covered in sustainability reports)?What has the impact been so far(if not

274、covered in sustainability reports)?What are the most relevant KPIs to communicate successes to date?How has this initiative had a positive impact on your business performance(e.g.addressing risks,realizing opportunities,reinforcing values)?Have there been other non-quantitative impacts(munity feedba

275、ck,employee engagement)?Lessons learned What were the key steps to move from strategy to operationalizing these actions?Where did the concept for this initiative originate?What were the critical moments and insights that moved the organization to action?What role did pilots play and what were the le

276、arnings(if any)?How was the initiative initially financed?How did your company think about the ROI from investing in this area?What roadblocks has the initiative faced and how have they been overcome?How has your initial strategy changed since launch and why?What challenges have you faced in measuri

277、ng and communicating your impact in this area?Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future31 How did partnerships(internal or external)play a role?How have you engaged governments(if at all)through the process?What other lessons have been learned sinc

278、e this initiative launched?What could other companies take away from your journey?If you have to go back and do it all again,what would you change?Road ahead What is needed to scale-up current efforts to meet 2030/2050 goals?What barriers remain?How can industry collaboration or tools support your e

279、fforts?What is the role of technology and/or innovation in your efforts?What is the role of government and/or multilateral efforts?How is your company elevating its nature ambitions for the future?What does success look like 5 years from now?10?20?What else do you hope to achieve in this area and ho

280、w?Note:Not all questions were used in every interview.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future32ContributorsAcknowledgementsWorld Economic Forum Jack HurdExecutive Director,Tropical Forest Alliance,Centre for Nature and ClimateAkanksha KhatriHead,

281、Nature and Biodiversity,Centre for Nature and ClimatePavitra RajaCommunity Lead,CEOs for Nature,Centre for Nature and ClimateNicole SchwabCo-Head,Nature Positive Pillar,Centre for Nature and ClimateMcKinsey&CompanyDaniel AminetzahSenior PartnerJosh KatzPartnerDaniel PacthodSenior PartnerAndrew WeiEn

282、gagement ManagerAditya Birla Group Deeksha VatsGroup Chief Sustainability OfficerInter IKEA GroupDominique FularskiStrategic Communicator,Public AffairsUlf JohanssonGlobal Raw Material ManagerManu Jose MattamDirector,Regulatory and Public Affairsrsted Rennie MeyersGlobal Ocean Policy LeadSuntory Hol

283、dingsHajime KitoGeneral Manager,Sustainability Management DivisionChisato OkabayashiSenior General Manager,Sustainability Management DivisionHarumichi SetaSenior General Manager,Biodiversity/Water Sustainability Lead,Sustainability Management DivisionWalmart Mikel HancockSenior Director,Sustainable

284、Food and AgricultureAman SinghDirector,Global Responsibility CommunicationsThe authors would like to express gratitude to the following individuals who participated in interviews for this report:Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future33Editing an

285、d designJonathan WalterEditorBianca Gay-FulconisDesigner The authors are grateful to KC Esper and Clairissa Myatt for their editorial contributions.Yara Anke KwastVice President,Regenerative Agriculture for Climate FrameworksAnu PaasiaroDirector of Global InitiativesThe authors would also like to ac

286、knowledge the contributions of the following individuals:Abigail Baisley,Gio Dimalanta,Earl Hoover,Sohee Hyung,Pete Koehler and Monique St.Jarre.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future34Endnotes1.NASA.(2024).How might Earths atmosphere,land,and o

287、cean systems respond to changes in carbon dioxide over time?https:/science.nasa.gov/climate-change/faq/how-might-earths-atmosphere-land-and-ocean-systems-respond-to-changes-in-carbon-dioxide-over-time/.2.World Economic Forum.(2024).The Global Risks Report 2024.https:/www3.weforum.org/docs/WEF_The_Gl

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289、ersity.(2024).The Biodiversity Plan For Life on Earth.https:/www.cbd.int/gbf/targets.5.World Economic Forum.(2020,14 Jul).395 Million New Jobs by 2030 if Businesses Prioritize Nature,Says World Economic Forum.Press release.https:/www.weforum.org/press/2020/07/395-million-new-jobs-by-2030-if-business

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294、eforestation-free products.https:/environment.ec.europa.eu/topics/forests/deforestation/regulation-deforestation-free-products_en#objectives.16.Nature Action 100.(2023).Nature Action 100 announces companies,start of investor engagement process to catalyze greater action on nature loss.https:/www.nat

295、ureaction100.org/nature-action-100-announces-companies-start-of-investor-engagement-process-to-catalyze-greater-action-on-nature-loss/.17.World Economic Forum.(2020).New Nature Economy Report II:The Future Of Nature And Business.https:/www3.weforum.org/docs/WEF_The_Future_Of_Nature_And_Business_2020

296、.pdf.18.McKinsey&Company.(2023).Consumers care about sustainabilityand back it up with their wallets.https:/ Economic Forum.(2021).Nature and Net Zero.https:/www3.weforum.org/docs/WEF_Consultation_Nature_and_Net_Zero_2021.pdf.20.McCarthy,J.(2021).Environmental Record a Factor for Most U.S.Job Seeker

297、s.Gallup.https:/ on Nature-related Financial Disclosures.(2024).TNFD Adopters.https:/tnfd.global/engage/tnfd-adopters-list/.22.McKinsey&Company.(2023).Companies are broadening their commitments to nature beyond carbon.https:/ the balance:Catalyzing a sustainable land-use transition.https:/ Commissio

298、n.(2024).Regulation on Deforestation-free products.https:/environment.ec.europa.eu/topics/forests/deforestation/regulation-deforestation-free-products_en#objectives.25.ENCORE.(2024).Exploring Natural Capital Opportunities,Risks and Exposure.https:/encorenature.org/en.26.Ibid.27.IKEA.(2023).Improving

299、 affordability for IKEA customers.https:/ on bringing together love for wood and forests and ambitious goals.https:/ on Nature:Case Studies for Business Transformation towards a Nature-Positive Future3529.IKEA.(2023).IKEA Sustainability Report FY23.https:/ Museum.(2024).Good for the forest.Good for

300、people.https:/ Sustainable Comfort:Sustainability Report FY23.https:/content.la-z- IKEA Forest Positive Agenda.https:/ Sustainability Report FY23.https:/ and IKEA have initiated two projects to address forest degradation in Colombia and Brazil.https:/ a material with many qualities.https:/ Sustainab

301、ility Report FY23.https:/ Birla Group.(2024).Our Story.https:/ Birla Group.(2024).Pioneering Globalisation in Indian Business.https:/ Birla Group.(2021).Accelerating ESGbility,Strengthening Sustainability:ESG Performance Report 2021.https:/ Nations Environment Programme.(2024).Global Resources Outlo

302、ok 2024.https:/www.unep.org/resources/Global-Resource-Outlook-2024.41.Aditya Birla Group.(2023).Progress driven by sustainability.https:/ Birla Hindalco.(2020,20 August).Press release.Hindalco to supply 1.2 mn MT of red mud to UltraTech:Two flagship Aditya Birla Group companies join hands to promote

303、 a circular economy.https:/ Cement.(2024).Ushering in a greener future.https:/ Doubles Capacity to Recycle Used Beverage Cans in UK.https:/www.novelisrecycling.co.uk/novelis-doubles-capacity-to-recycle-used-beverage-cans-in-uk/.45.Sourcing Journal.(2022).How Birla Cellulose is Scaling Its Circular L

304、iva Reviva Fibers.https:/ Birla Group.(2021).Closing the loop.https:/ Integrated Report 2023:Building resilience and a nature-positive food future.https:/ is Yara.https:/ the balance:Catalyzing a sustainable land-use transition.https:/ Nations Convention to Combat Desertification.(2022).Global Land

305、Outlook,Second Edition:Land Restoration for Recovery and Resilience.https:/www.unccd.int/sites/default/files/2022-04/UNCCD_GLO2_low-res_2.pdf.51.Yara.(2024).Yara Analytical Services:Soil health the foundation of agriculture and food systems.https:/ Position on Nitrogen Use Efficiency and Nutrient Ma

306、nagement.https:/ management tools:N-Tester BT to measure leaf nitrogen.https:/www.yara.co.uk/crop-nutrition/farmers-toolbox/n-tester-bt/.54.Yara.(2024).Grow the future:How to improve nitrogen-use efficiency.https:/www.yara.co.uk/grow-the-future/efficient-farming/nitrogen-use-efficiency/.55.Yara.(202

307、4).Atfarm:Precision agriculture made simple.https:/www.yara.us/crop-nutrition/tools-and-services/atfarm/.56.Yara.(2024).Crop nutrition:Crop and agronomy knowledge.https:/ use in aquaculture.ScienceDirect.https:/ fertilizers:Everything you need to know about organic-based fertilizers.https:/ on Natur

308、e:Case Studies for Business Transformation towards a Nature-Positive Future3659.Yara.(2024).Organic-based fertilizers:Even more ways to make farms thrive.https:/ Analytical Services:Soil health the foundation of agriculture and food systems.https:/ on soil health can help us feed the worlds growing

309、population without harming the planet:Heres how.World Economic Forum.https:/www.weforum.org/agenda/2023/11/soil-health-may-be-our-most-overlooked-asset-in-the-fight-against-climate-change/.62.Ellerbeck,S.(2023).Soil health is crucial for food production-heres how to better protect it.World Economic

310、Forum.https:/www.weforum.org/agenda/2023/02/soil-degradation-biodiversity-planet/.63.McKinsey&Company.(2024).Voice of the US farmer 202324:Farmers seek path to scale sustainably.https:/ Geographic.(2024).Ocean Threats.https:/ human demand for fish and subsidies for fishing fleets have resulted in to

311、o many boats chasing too few fish.https:/wwf.panda.org/discover/knowledge_hub/endangered_species/cetaceans/threats/fishstocks/.66.World Economic Forum.(2024).Ocean Clean Up.https:/www.weforum.org/projects/ocean-clean-up/.67.World Wildlife Fund.(2024).Blue Finance.https:/www.worldwildlife.org/pages/b

312、lue-finance.68.ENCORE.(2024).Exploring Natural Capital Opportunities,Risks and Exposure.https:/encorenature.org/en.69.Ibid.70.WWF.(2024).Navigating Ocean Risk:Shaping the Transition to a Sustainable Blue Economy.https:/value-at-risk.panda.org/#intro.71.Economist Impact:World Ocean Initiative.(2021).

313、New surveys reveal heightened concern about ocean pollution.https:/ Report 2024.https:/ Wildlife Fund.(2024).Sustainable Seafood.https:/www.worldwildlife.org/industries/sustainable-seafood.74.Walmart.(2020).Walmart Sets Goal to Become a Regenerative Company.https:/ Regenerative Approach:Going Beyond

314、 Sustainability.https:/ of Natural Resources:Forests,Land,Oceans.https:/ Sustainability Hub.(2024).Connecting to Place-Based Initiatives.https:/ chooses Pacific Island Tuna for its in-house brand.SeafoodSource.https:/ of Natural Resources:Forests,Land,Oceans.https:/ chooses Pacific Island Tuna for i

315、ts in-house brand.SeafoodSource.https:/ of Natural Resources:Forests,Land,Oceans.https:/ al.(2023).Raising Standards in Tuna Supply Chains:Walmart and Sams Club Announce Enhanced Seafood Policy.Walmart.https:/ Club is a chain of membership-only warehouse club retail stores owned and operated by Walm

316、art Inc.See:https:/ Soy.(2024).Soybean meal is the most used protein source in aquaculture feed world-wide.https:/ussoy.org/about-aquaculture/.86.rsted.(2024).Reports,presentations and fact sheets.https:/ vision is to create a world that runs entirely on green energy.https:/ wind tenders sideline pr

317、ice criteria,led by the Dutch.S&P Global.https:/ on Nature:Case Studies for Business Transformation towards a Nature-Positive Future3789.Department for Environment,Food&Rural Affairs,UK Government.(2023).Consultation outcome:Government response.https:/www.gov.uk/government/consultations/consultation

318、-on-the-principles-of-marine-net-gain/outcome/government-response.90.rsted.(2018).rsted announces offshore wind biodiversity policy.https:/ Policy.https:/ aims for net-positive biodiversity impact from new projects commissioned from 2030.https:/ projects with a net-positive impact on biodiversity.ht

319、tps:/ announces biodiversity impact measurement framework.https:/www.climateaction.org/news/rsted-announces-biodiversity-impact-measurement-framework.95.rsted.(2024).Introducing rsteds biodiversity measurement framework.https:/ and WWF embark on marine restoration project in the Danish North Sea to

320、contribute to ocean biodiversity.https:/ Sea Energy Island.(2024).More than just an island.https:/northseaenergyisland.dk/en.98.rsted.(2024).ReCoral:A new safe haven concept.Giving corals a home on our offshore wind farms.https:/ successfully pilots new technology that further optimises offshore win

321、d monopile installation.https:/ Economic Forum.(2023).Global freshwater demand will exceed supply 40%by 2030,experts warn.https:/www.weforum.org/agenda/2021/03/innovative-investment-could-help-solve-world-water-crisis/.101.World Economic Forum.(2021).Innovative investment could help solve the worlds

322、 water crisis heres how.https:/www.weforum.org/agenda/2021/03/innovative-investment-could-help-solve-world-water-crisis/.102.CDP.(2019).CDP Global Water Report 2019:Cleaning up their act:Are companies responding to the risks and opportunities posed by water pollution?https:/ Natural Capital Opportun

323、ities,Risks and Exposure.https:/encorenature.org/en.104.Ibid.105.Suntory(2024).Financials.https:/ Risk Assessment.https:/ Groups Targets Toward 2030.https:/ Data.https:/ preserves lifeline of groundwater and forests.The Japan Times.https:/www.japantimes.co.jp/esg-consortium/2022/08/29/esg-consortium

324、/suntory-preserves-lifeline-groundwater-forests/.111.Suntory(2024).Performance Data.https:/ on Nature-related Financial Disclosures.(2022).The TNFD Nature-related Risk&Opportunity Management and Disclosure Framework,Beta v0.1 Release.https:/tnfd.global/wp-content/uploads/2022/03/220321-TNFD-framewor

325、k-beta-v0.1-FINAL.pdf.113.World Economic Forum.(2021).Nature and Net Zero.https:/www3.weforum.org/docs/WEF_Consultation_Nature_and_Net_Zero_2021.pdf.114.McKinsey Sustainability.(2022).Nature in the balance:What companies can do to restore natural capital.https:/ Economic Forum.(2021).Nature and Net

326、Zero.https:/www3.weforum.org/docs/WEF_Consultation_Nature_and_Net_Zero_2021.pdf.Spotlight on Nature:Case Studies for Business Transformation towards a Nature-Positive Future38World Economic Forum9193 route de la CapiteCH-1223 Cologny/GenevaSwitzerland Tel.:+41(0)22 869 1212Fax:+41(0)22 786 2744contactweforum.orgwww.weforum.orgThe World Economic Forum,committed to improving the state of the world,is the International Organization for Public-Private Cooperation.The Forum engages the foremost political,business and other leaders of society to shape global,regional and industry agendas.