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1、Water Futures:Mobilizing Multi-Stakeholder Action for ResilienceW H I T E P A P E RM A R C H 2 0 2 5In collaboration with McKinsey&CompanyImages:Getty ImagesDisclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or interaction.The findings,inter

2、pretations and conclusions expressed herein 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.2025 World Econ

3、omic Forum.All rights reserved.No part of this publication may be reproduced or transmitted in any form or by any means,including photocopying and recording,or by any information storage and retrieval system.ContentsForeword 3Executive summary 4Introduction 51 Why building water resilience matters t

4、oday 72 Shaping a systems approach 113 Five pathways to water resilience 16Call to action 31Appendix:Case studies 32Contributors 42Endnotes 45Water Futures:Mobilizing Multi-Stakeholder Action for Resilience2ForewordAccess to freshwater is changing rapidly worldwide,with water stress affecting billio

5、ns of people and countless businesses each year.At the same time,extreme water-related events such as droughts and floods are becoming more frequent and severe.Water pollution continues to rise,with emerging risks from microplastics and“forever chemicals”further compounding the challenge.While we ma

6、y not yet have reached a tipping point,current trends indicate that without urgent action,we could be approaching one in the near future.Every industry depends on water.This makes water resilience ensuring that water systems can prepare for and respond to future disruptions and shocks not just an en

7、vironmental concern,but a cornerstone of economic stability,business continuity and prosperity.Rising demand,driven by population growth,shifting consumption patterns,and the energy transition,is further straining resources.With the economic value of water estimated at$58 trillion roughly 60%of glob

8、al GDP its critical importance and the scale of the challenge cannot be overstated.No company or government can build water resilience alone.With the recent report published by the Global Commission on the Economics of Water,alongside advances in data-driven insights and reporting requirements,we no

9、w have both the data and the agency to place the hydrological cycle at the heart of our thinking and decision-making.Equipped with these tools,we are better positioned than ever to drive meaningful progress.Businesses,governments and financial institutions can work together to drive investment,impro

10、ve governance and embed resilience in the way we steward our water resources.The World Economic Forums Water Futures Community is bringing together leaders from the private and public sectors to accelerate investment and action.In collaboration with McKinsey&Company,this report outlines key pathways

11、 to strengthen water resilience and highlights opportunities for collective action.Our aim is for this community of partners to use the report as guidance and reference.We hope the various tools,examples and best practice shared here will help foster more partnerships and accelerate solutions at sca

12、le.Taking decisive steps today through strategic investments,better governance and cross-sector collaboration can help secure clean,reliable and sustainable water resources for current and future generations to come.The years ahead will depend on how we act now.Gim Huay NeoManaging Director and Head

13、,Centre for Nature and Climate,World Economic ForumDavid GonzalezSenior Partner,McKinsey&CompanyWater Futures:Mobilizing Multi-Stakeholder Action for ResilienceMarch 2025Water Futures:Mobilizing Multi-Stakeholder Action for Resilience3Executive summaryWater is life.It sustains ecosystems,fuels econo

14、mies and nourishes communities,yet our planet faces a growing water crisis.Climate change,population growth and industrial demand are driving water systems to the brink.From devastating droughts to catastrophic floods,water-related risks impact billions of people and threaten the well-being of futur

15、e generations.Amid this urgent crisis,there is hope a chance to reimagine water finance,catalyse innovative solutions and inspire collective action,to ensure water of high quality is accessible and available to all.Water is not just an operational input it is a cornerstone of sustainable development

16、 and global stability,and it is critical for sustaining lives and livelihoods.Securing the future of water within the global economy,society and environment demands bold action today.This white paper calls for a transformative approach to water resilience,where“resilience”refers to a“systems ability

17、 to anticipate,reduce,accommodate,and recover from disruptions in a timely,efficient,and fair manner”.1 The paper emphasizes the vital role of public-private collaboration and cross-sector partnerships to meet emerging challenges and seeks to mobilize a freshwater multi-stakeholder community convene

18、d by the World Economic Forum.Based on consultations with nearly 60 partner organizations,the white paper outlines five pathways for collective action,led by the private sector and multi-stakeholder platforms.Informed by a systems approach,it highlights key tools and examples to inspire and guide co

19、mpanies and public-private collaborations to work towards more resilient water systems.This systems approach applies to multiple scales from the local to the level of ecosystems.At a local scale,innovations in water solutions are critical,but require greater investment,data-driven approaches and sup

20、portive governance and policy.The aim here is to develop and expand circular net-zero water systems,using energy-neutral solutions with secure and sustainable water supplies.At an ecosystem scale,a new approach to water use and ecosystem protection that recognizes and values the full hydrological cy

21、cle is needed.This requires holistic,innovation-driven strategies and collaborative models to build resilient,efficient and sustainable water systems.The stakes are high:global economic resilience,social equity and environmental integrity hinge on actions that can be taken today.By embracing the wat

22、er ecosystem including both green and blue water2 as a shared responsibility across business,government and society,stakeholders acting together can transform challenges into opportunities and create a legacy of water resilience,equity and abundance for a future in which every drop counts.Five pathw

23、ays to adopt a systems approach to water and bring back stability to an out-of-balance hydrological cycle.1 Holistic water valuationBetter understanding and reflection of the value,price and cost of water are key for fostering initiatives and incentives for circularity as well as the better use and

24、treatment of freshwaterecosystems.2 Fit-for-purpose financeFit-for-purpose financing mechanisms that are deployed from diverse sources across project stages to mobilize capital are essential for supporting measures to address the two focus areas.3 Sustained basin-level partnershipsBasin-level partne

25、rships and collaborative approaches enable a holistic and system-wide approach towards rethinking water systems at all scales.4 Adaptive water governanceAdaptive water governance approaches ensure resilience in times of uncertainty,while providing the incentive mechanisms required for holistic and s

26、ystemic action across water scales.5 Collaborative policy-innovation nexusPolicy that is in sync with innovation needs and progress is a catalyst for water solution development and deployment at scale across the focus areas.Five pathwaysWater Futures:Mobilizing Multi-Stakeholder Action for Resilienc

27、e4Introduction Climate change is unfolding and water risks are increasing.Addressing these interconnected challenges requires rethinking water systems,long-term planning and bold collective action.Water holds immense economic value.In fact,60%of global annual GDP depends on water and freshwater ecos

28、ystems.3 Yet the worlds water systems are increasingly out of balance,leaving societies vulnerable to water shocks and stresses exacerbated by climate change.The effects of water challenges are already tangible:500 million people live in areas now wetter than usual,163 million people live in regions

29、 drier than before,709 million live in places with heightened precipitation intensity,while 86 million live in locations where precipitation intensity has declined over the past 75 years.4In addition,water-related disasters account for 70%of all deaths related to natural disasters.5 Extreme water-re

30、lated events,such as flooding and landslides,significantly degrade water quality.Approximately$77 billion is at stake from water-related supply chain risks,particularly affecting manufacturing,materials and food and beverage industries.6 At the same time,4 billion people face severe water scarcity f

31、or part of the year and an additional 3 to 4 billion people could experience physical water scarcity under 2-4C ofglobalwarming.7Responding to these compound risks requires building long-term capacity to anticipate,reduce,accommodate and recover from future disruptions in water systems in other word

32、s,building water resilience.This demands understanding of the relationships between origins,interdependencies,impacts,ripple effects,tipping points and more on societal,environmental,economic,political and cultural levels.This is a complex undertaking;no actor or sector can achieve resilience on its

33、 own.While water is increasingly taking centre stage as a standalone priority,policies and regulations are not evolving fast enough to create the incentives that could drive the changes needed from both the public and private sectors.There is limited progress,for example,on comprehensive policy fram

34、eworks that support water resilience in a holistic way.Nevertheless,many countries and regions are progressively developing water strategies8 that address critical issues through targeted policies and planning.There is also more awareness of the urgent need for better regulations and directives rela

35、ting to sustainability disclosures,for example,or controls on PFAS(per-and polyfluoroalkyl substances,sometimes referred toas“foreverchemicals”).A number of leading international organizations have laid the groundwork to enable the current momentum,offering scientific evidence and direction for the

36、future of water practices.In 2022,asignificant milestone was achieved with the launch of the Global Commission on the Economics of Water(GCEW)at the World Economic Forum Annual Meeting in Davos,followed by the publication of its landmark report in 2024,The Economics of Water:Valuing the Hydrological

37、 Cycle as a Global Common Good.The GCEWs report outlines what needs to happen to build water resilience and urges stakeholders globally to drive radical change in how water is valued,managed and used.Its ultimate purpose is to“bring back stability to the global water cycle,deliver on the human right

38、 to safe water,achieve food security and development that works for all and keep our planet safe for generations to come”.The next challenge is for multiple sectors,including the private sector and multi-stakeholder platforms,to define how they will take action.With 4 billion people facing severe wa

39、ter scarcity and demand for water soaring,the imperative tostrengthen water resilience has never been sourgent.4 billion people face severe water scarcity for part of the year and an additional 3-4 billion people could experience physical water scarcity under 2-4C of globalwarming.Water Futures:Mobi

40、lizing Multi-Stakeholder Action for Resilience5In preparation for the UN Water Conference 2026,the World Economic Forum aims to mobilize its community for multi-stakeholder action on water.The increasing momentum around water underscores the urgent need to catalyse private sector action and shape a

41、new generation of partnerships.The challenge is clear:water systems require systemic rethinking,long-term planning and bold collective action to build resilience for all.But how can multi-stakeholder collective action best mobilize to build water resilience?This report outlines focus areas and pathw

42、ays for action directed at the private sector and multi-stakeholder platforms,such as the Forums Water Futures Community,which aim to foster water resilience.Through a consultation-based approach,this white paper is the next step towards mobilizing the private sector and fostering a new generation o

43、f multi-stakeholder partnerships to make water systems resilient.The report is structured as follows:Chapter 1:An overview of key issues and trends shaping the future resilience of water systems.Chapter 2:Focus areas for action identified through the consultation process.Chapter 3:Pathways for actio

44、n relevant to the private sector and multi-stakeholder platforms.ApproachThe content of this report is based on the priorities expressed by the Forums partners and the broader water community.It positions these priorities in the context of emerging water resilience challenges and existing efforts to

45、 address them.It recognizes the recent publication of GCEWs landmark report and explores how the private sector and public-private collaboration can play a role in tackling global water challenges.The report draws on insights shared by more than 55 partners who participated in consultations,as well

46、as from a literature review of more than 100 papers and reports.From this wealth of input,the authors identified 15 recurring themes9 highlighting shared priorities and challenges,which provide a foundation for understanding the key issues in water resilience.Together,they shape themethodology used

47、to write this report(seeFigure1).Stakeholder priorities were analysed using an inductive approach to uncover key opportunities and actions.This process identified two focus areas and five practical pathways for action.These are designed to guide efforts over the next 10 years,focusing on both privat

48、e sector initiatives and public-private collaboration.Together,theyprovide a roadmap for building waterresilience.To guide the implementation of the pathways,the report identifies three components for eachpathway:Collective outcomes to achieve.Short-term actions to drive collective efforts,with a fo

49、cus on the private sector.Illustrative examples of initiatives that could be scaled-up or accelerated throughcollaborationin multi-stakeholder partnerships.Approach to determine themes,focus areas and pathways to water resilienceFIGURE 1Review,summary and integration of insights from secondary sourc

50、es,including industry reports,scientific articles and publications.Interviews conducted with stakeholders,including water companies,industrial heavy-users of water,investors,innovators,governments,international organizations,civil society.Topics that recurred in discussions(seeAppendix).Two focus ar

51、eas for water resilience:1.Mainstream circular water.2.Rethink water use and restore ecosystems.Five pathways to guide the work ofthe Water Futures Community:1.Holistic water valuation.2.Fit-for-purpose finance.3.Sustained basin-level partnerships.4.Adaptive water governance.5.Collaborative policy-i

52、nnovation nexus.Literaturereview100+sourcesPartner consultation 60 interviews15 themes identified2 focus areas5 pathways to water resistanceWater Futures:Mobilizing Multi-Stakeholder Action for Resilience61Water demand is increasingChanges in water demand are creating an imbalance in supply,making i

53、t essential to build resilience today to ensure a water-secure future with safe and equitable access for all.Environmental risks of primary concern to water security over the coming decade include extreme weather events,biodiversity loss,climate change,natural resource shortages and pollution.10Wate

54、r consumption has also significantly increased over time.Total water withdrawal per capita has increased by more than 650%globally in the past three decades.11 However,per capita water resources have steadily decreased in most countries.For example,China recorded a decrease of approximately 50%in pe

55、r capita water availability from 1964-2020.12 Growing global shifts in consumption patterns,technology innovations and the water needs of decarbonization pathways will fuel competition for water resources.All industries are expected to require more water,with regional variations depending on differe

56、nt drivers.13 The continued global shift towards digitalization and the resulting demand for data processing,storage and connectivity will drive the need for more and bigger data centres,which use water to cool servers.Consequently,the combination of growing water demand,increasing water withdrawals

57、 and decreasing water availability highlights the loomingrisk of a tipping point in water supply.Water is critical to the economyWater is among the most valuable yet least-valued resources in the world.It is vital for supporting life itself,and the sustainable development,economic growth,healthy env

58、ironment and ecosystems on which all life depends.The total quantifiable economic use-value of water arising from direct consumption and its role in environmental regulation is estimated at$58 trillion a year,equal to 60%of global GDP.14 Today,freshwater withdrawals are 4.3 trillion cubic metres(m3)

59、per year,15 with agriculture consuming 70%,industry 20%and municipal uses 10%.16 Water withdrawals vary according to regional economic drivers,with higher water uses for agriculture in Africa and Asia(80%),compared with higher uses for industry in Europe(60%).For industry,water is crucial in all ste

60、ps of the value chain,from raw materials and suppliers to direct operations and product use,especially for sectors with high waterdemand such as mining and upstream oil andgas.1.1 Emerging trendsWhy building water resilience matters today Water consumption is soaring if supply is not protected,the G

61、DP of high-income countries could fall 8%by 2050 and 10-15%for lower-income countries.The total quantifiable economic use-value of water is estimated at$58 trillion a year-equal to 60%ofglobal GDP.7Water Futures:Mobilizing Multi-Stakeholder Action for ResilienceRegardless of how water withdrawals ar

62、e distributed across sectors,competition is increasing.For example,industrial uses such as data centres use potable water for cooling,while mining activities impact water quality in river basins,therefore competing with agriculture and domestic consumption.A one-megawatt(MW)data centre can use up to

63、 25.5 million litres of water a year just for cooling17 equivalent to the daily water consumption of around 300,000people.18 In the face of increasing competition and the challenges brought by climate change and overconsumption,water supply is increasingly at risk.If this valuable resource is not pr

64、otected,the GDP of high-income countries could fall by an average of 8%by 2050 and 10-15%for lower-income countries.19 Moreover,weather,climate and water-related disasters cause significant economic losses,totalling$4.3 trillion from 1970 to 2021.Over that half century,losses increased almost 700%wi

65、th around 30%($1.5 trillion)generated from 2010-2019.20 As a result,sectors such as fashion or pharmaceuticals,which have not traditionally considered water a critical input to their production processes and operations,are now shifting their strategies,making water a core part of their business and

66、ultimately recognizing that every industry is a water industry.Water offers multiple co-benefits The impacts of water quality and availability go beyond the economy,touching on peoples health,culture and values.In 2023,25 countries housing a quarter of the worlds population faced extremely high wate

67、r stress,meaning thatannual water withdrawals exceeded 80%of available renewable water supply.21 Among these countries was India,whose 1.4 billion people are driving an ever-increasing demand for water.China and the US,the worlds two largest economies,faced medium to high water stress,using respecti

68、vely 20%and 40%of their water supplies.22 Water holds great importance for social and cultural purposes,its cultural and aesthetic value,its ability to enhance mental health and its spiritual significance across faiths.23 These often-divergent views and uses of water can lead to disagreements and di

69、sruptions,calling for a more holistic and systemic view of water valuation andmanagement.24In this context,water has become an increasingly political issue,generating grounds for conflict concerning access to,or control of,water resources and uses.Since the early 2000s,the number of water-related co

70、nflicts globally has increased bymore than 250%,mostly recorded inSub-Saharan Africa and West and South Asia.25Water faces systemic underfunding and ineffective governanceGlobally,water supply and sanitation have been chronically underfunded,supported primarily by public sector investment.26 This wa

71、ter financing gap is likely to skyrocket when factoring in the needs of societies and economies,alongside the challenges imposed by climate change,such as flood protection.Yet,the finance that has been deployed to date is often short-term and ultimately inadequate to systematically support water sys

72、tems.The investment gap is compounded by a capacity and absorption gap,with the World Bank estimating an annual budget execution rate of about 72%.27Additionally,water governance is very complex and often fragmented,as it requires the involvement of multiple institutions and stakeholders across diff

73、erent sectors.Water governance is typically limited by inadequate and siloed capacities,with insufficient coordination between the different levels of water management(munity,urban,federal,national,international).This leads to inconsistent policies,overlapping jurisdictions and inefficient resource

74、allocation.28Understanding the hydrological cycle as a global common goodThe landmark work of the GCEW has highlighted waters complex movements through rivers,lakes and aquifers(blue water),its presence in soils and plants(green water),and the flows of moisture formed through evaporation.This full a

75、nd intricate hydrological cycle is transboundary by nature and holds immense economic and societal value.It is a global common good.Placing the hydrological cycle at the centre of efforts to rethink water action can help embrace waters interconnectedness with climate,biodiversity and human developme

76、nt.It also strengthens the case for systemic governance and economic policies that reflect waters true value and ensure equitable,sustainable management.Armed with this more comprehensive articulation of the hydrological cycle,multiple actors including the private sector and multi-stakeholder partne

77、rships now bear the onus of taking urgent action.In 2023,25 countries housing a quarter of the worlds population faced extremely high water stress,meaning that annual water withdrawals exceeded 80%of available renewable water supply.Water Futures:Mobilizing Multi-Stakeholder Action for Resilience8 T

78、he critical role of water for energy production and the energy transition means that water is not only a private sector concern,but also a matter ofnational security.1.2 Balancing rising challenges withtransformativesolutionsBusiness as usual shows current trajectories are unsustainableCurrent traje

79、ctories are expected to lead towards increased drought and water stress.By 2050,approximately 5 to 6 billion people,making up more than half the worlds population,are expected to live in water-stressed areas.29 Given current trends,40%of global water demand will be unmet by 2030,according to the Wor

80、ld Bank.30 Unpredictable and out-of-balance water cycles could also negatively impact businesses and the economy.Beyond the GDP impact previously mentioned,global insurance losses from water-driven events are expected to average$200 billion annually by 2034,with potential losses reaching$350 billion

81、.31There is a critical opportunity to shift from current water-use patterns by redesigning water systems to make them more efficient,resilient and ready to absorb future shocks and stresses.Transforming how we think and manage water today could pave the way for a more sustainable and water-abundant

82、future.A cornerstone for the future ofthe energy transition Water is mission-critical for the energy transition,as it is essential for a number of its key drivers.Preliminary estimates have found that,by 2030,clean energy measures alone32 could require a total of approximately 900 cubic kilometres(k

83、m3)of water annually,33 in addition to regular consumption.For instance,biofuel production technologies require roughly 2,500L of water(including 820L of irrigation water)to produce 1L of liquid biofuel,34 which will likely play a key role in the electrification of the transport sector.In addition,p

84、roducing 1kg of hydrogen requires approximately 33L of water,depending on the production pathway.35The transition of other emission-intensive sectors,such as the built environment,will also require the deployment and implementation of water efficiency measures.Buildings have significant energy footp

85、rints,currently representing around 40%of carbon emissions globally.36 Lowering emissions from the building sector requires looking at the whole-life carbon emissions of buildings,which includes embodied37 and operational carbon,the latter driven by direct and indirect emissions from utility energy

86、and water consumption38 for heating and cooling.39The critical role of water for energy production and the energy transition means that water is not only a private sector concern,but also a matter of national security one that requires collaboration and partnerships with state and non-state actors.T

87、ransforming water systems is an investment opportunityThere is widespread consensus that transforming water systems requires significant amounts of investment and active participation by the privatesector.While estimates of future investment needs for the water sector vary widely between organizatio

88、ns,40 the World Resources Institute(WRI)estimates that global sustainable water management41 could cost approximately$1.04 trillion annually up to 2030,42 with peaks in East Asia and Pacific(EAP)of around$250-$260 billion and in North America of around$180-$200 billion.This is mostly to address wate

89、r scarcity,except in Sub-Saharan Africa,where access to sanitation remains the primary concern.The estimate is likely to be an underestimation,with costs being much larger when considering the full water-cycle.There are significant investment opportunities for the private sector in water-related tec

90、hnologies.Global Water Intelligence(GWI)and XPV Water Partners estimate that,given the needs,total capital deployed for water security is projected to increase threefold and exceed$13 trillion in the next decade(see Figure 2).The projected investment in water-related assets is expected to equal 17%o

91、f global GDP in 2034.Although the public sector today supplies 78%of the capital employed in delivering water security,approximately 55%of future capital is expected to come from private sources,with opportunities across multiple dimensions of waterresilience.43Water Futures:Mobilizing Multi-Stakeho

92、lder Action for Resilience9Estimated capital utilized in water security,2024-2034 FIGURE 22024203478%45%22%55%Private sectorPublic sector$4 trillion$13 trillionCAGR+13%p.a7%24%3xIncrease in capital deployed for water security by 203470%of the increase is expected to come from private capital over th

93、e next 10 yearsNote:CAGR=Compound annual growth rate.Source:Global Water Intelligence(GWI)and XPV Water Partners.44 Private sector investment opportunities include:asset ownership(e.g.regulated private utilities);45 agricultural water(e.g.irrigation);46 solutions and technology(e.g.water-related bus

94、inesses);47 corporate water(e.g.equity investments);48 and impact financing(e.g.firms or funds unlocking the social value of water).49Digital technologies hold much of the market potential for water Achieving a water-resilient future will require not only transforming existing water systems,but also

95、 harnessing the power of digital technologies in water management.The market for digital solutions is projected to increase by 35%,from around$37 billion in 2023 to$50 billion by 2028.50 Technologies are expected to play a pivotal role in enhancing water treatment processes,and optimizing the effici

96、ency of water networks is expected to account for more than half of projected market growth.51These solutions will be essential to meet sustainability needs,as they help address water availability(e.g.technologies focused on conservation,desalination and water reuse),process efficiencies(e.g.improvi

97、ng productivity and lowering energy and chemicals demand)andwater quality(e.g.measuring and maintaining high waterquality,prevention of contamination atsource).52 Examples include the use of fibre-optic leak detection technologies to improve efficiencies,the use of artificial intelligence(AI)such as

98、 artificial neural networks to transform wastewater treatment by predicting water quality,optimizing processes and enhancing pollutant removal,or the use of internet of things-based irrigation systems to monitor soil moisture,water salinity and turbidity,improve water and nutrient efficiency,and hel

99、p water users(such as farmers)conserve water and increase crop productivity,especially in resource-limited areas.The growing market for digital solutions is also expected to affect sludge management(CAGR of 8%),followed by water resources(6%)and customer services(5%).Scaling-up these technologies an

100、d capturing market opportunities will require fit-for-purpose finance and a conducive policy environment that promotes innovation.Through these,solutions that tackle a number of obstacles to resilience(e.g.high CapEx cost of desalination,leakages,lack of data)can be deployed.Total capital deployed f

101、or water security is projected to increase threefold and exceed$13 trillion in the nextdecade.Water Futures:Mobilizing Multi-Stakeholder Action for Resilience10Shaping a systems approach2Water is increasingly at the centre of the global agenda,especially with drought,flooding and severe pollution be

102、coming more prevalent and visible.53 In recent years,the international community has responded by creating new platforms for visibility and discussion,such as the recent UN Water Conference in 2023,and water has now become akey topic at UN climate COPconferences.Moreover,recent milestone publication

103、s such as WWFs The High Cost of Cheap Water,54 CDPs Stewardship at the Source,55 and,crucially,GCEWs report The Economics of Water:Valuing the Hydrological Cycle as a Global Common Good56 have highlighted the critical role of water in our economies and prosperity.However,while the critical role of t

104、he water cycle in our economies is globally recognized as a priority for most sectors of the economy,the majority of private sector actors struggle to identify tangible entry points for taking effective action to build water resilience,beyond pilot projects.This chapter summarizes the key themes and

105、 opportunities identified by Forum partners during the consultation process,which have been synthesized into two focus areas for building water resilience at different scales:1.Mainstream circular water2.Rethink water use and restore ecosystemsA key finding from the consultation was that actions by

106、private sector actors and public-private collaborations often remain limited to piecemeal measures that are difficult to scale-up.While this approach has led to transformative ideas,partners overwhelmingly expressed the need for more actionable frameworks that integrate a systemic view to enable pri

107、vate sector action at scale.The consultation also revealed that the opportunity areas identified by partners tend to focus on specific assets and particular scales.However,synergies between assets,the impact of their investments on the hydrological cycle,as well as the broader enabling environment n

108、eeded for large-scale or system-level action,remain largely unexplored by the private sector.In this context,it is essential to consider both small-scale actions at the local level(e.g.farms,households,neighbourhoods)and large-scale actions(e.g.national,subnational,basin-level)as opportunity areas s

109、imultaneously.A multi-scale perspective can ensure that specific interventions account for their impact on the broader system while enabling policies and collaborative environments to lay the foundation for rapidly scalable and basin-level action.Adopting this multi-scale perspective can be a useful

110、 step towards a more systems-based approach to collectivewateraction.This report proposes that,to enable collective action from the private sector and multi-stakeholder partnerships,actors need to explore and understand the impact of interventions both in the immediate context and at a larger scale,

111、including the entire hydrological cycle(see Figure 3).These two nested and interrelated scales represent critical opportunity areas where resilience can be strengthened through private sector actions,targeted investments and collaborative efforts among diverse stakeholders.Possibilities for private

112、sector and multi-stakeholder action are present and needed at multiple scales.Some opportunities call for localized,agile interventions where actors can coordinate effectively,while others necessitate broader,systemic approaches that engage a wide range of partners.A multi-scale perspective can ensu

113、re that enabling policies and collaborative environments lay the foundation for scalable,basin-level action.To enable collective action from the private sector and multi-stakeholder partnerships,actors need to explore and understand the impact of interventions both in the immediate context and at a

114、larger scale,including the entire hydrological cycle.Water Futures:Mobilizing Multi-Stakeholder Action for Resilience11Focus areas for private sector and multi-stakeholder actionFIGURE 3Wastewater treatmentIndustrial useWater treatmentAgricultural useDomestic and commercial useBlue waterHydrological

115、 cycleGreen waterWater Futures:Mobilizing Multi-Stakeholder Action for Resilience12Support the development of and innovation in circular water systems,energy-neutral solutions and secure water supplies.This focus area underscores the urgent need voiced by stakeholders to develop a new generation of

116、circular solutions that can progressively replace the current“clean,use and dispose”water technology and infrastructure models,which are linear and based on 19th-century paradigms.However,circularity alone may fall short:the principle must becombined with a clear understanding of the water-energy ne

117、xus,opportunities provided by data,and behavioural change to ensure thatwatersystems contribute toglobal decarbonization and the stability of the hydrological cycle.Importantly,circularity is an approach based on three design-driven principles:Eliminate waste and pollution.Circulate products and mat

118、erials(at their highestvalue).Regenerate nature.57Consultations for this report highlighted efforts to improve and scale-up water circularity in agriculture,industry and urban settings.These include recycled water in buildings,water reuse,rainwater harvesting and desalination systems,which aim to re

119、duce water footprints and diversify water sources through interconnected innovations.Although the technology for these solutions exists,challenges in regulation,investments and infrastructure,as well as the lack of available information or data can hinder large-scale adoption,highlighting the need f

120、or government support and data-driven approaches.Unlocking this opportunity lies in applying water circularity at all scales from toilets and appliances to buildings,neighbourhoods and towns and ensuring the water-energy nexus,powered by data,is a core factor in designing,operating and maintaining w

121、ater infrastructure at all levels.Government support can drive circular water systems through adaptive regulations and appropriate incentives for investors and operators,with innovations playing a key role in future water security.Innovations can aim for an energy-neutral water cycle and leverage di

122、gital technologies such as digital twins and nanotechnology,while addressing adoption barriers such as data,standards and safetyconcerns.Circularity alone may fall short:the principle must be combined with a clear understanding of the water-energynexus.Focus area 1 Mainstream circular waterFocus are

123、a 1 Mainstream circular waterFIGURE 4Wastewater treatmentWater treatmentAgricultural useDomestic and commercial useIndustrial useWater Futures:Mobilizing Multi-Stakeholder Action for Resilience13Based on consultations with stakeholders,the key themes to consider for maximizing this opportunityinclud

124、e:Scale-up circularity everywhere:stakeholders suggest that increasing water reuse requires a collaborative,multi-stakeholder approach to address financial,infrastructure and regulatory challenges,as fragmented efforts are insufficient to meet growing freshwater demands,despite technological advance

125、ments and increasing policy support.Diversify water sources:alternative water sources such as desalination and rainwater harvesting show potential to enhance water resilience,highlighting the need for cross-sector collaboration to overcome scalability challenges,reduce costs and develop innovative b

126、usiness models(e.g.approaching desalination as an“ecosystem venture”to unlock cross-industrysynergies).Make water supply energy-efficient:water and energy must be addressed together,as water systems are major energy consumers and emitters,but improving efficiency and adopting circular wastewater man

127、agement can reduce costs,carbon emissions and overall energydemand.Through a system-wide approach,solutions and measures can be deployed at scale,with the goal of minimizing the water footprint of human activities on freshwater ecosystems.Put the hydrological cycle at the core of the thinking,and ad

128、opt holistic,innovation-driven strategies and collaborative models to build resilient,efficient and sustainable water systems.This opportunity focuses on rethinking how water is used and governed in the long term,considering blue and green water,as well as the stark realities of grey water,which sho

129、uld be considered as a resource as well.58 Shaping collaborative models that combine governance and stewardship should consider risk mitigation and the potential of digital tools and AI at their core.Focus area 2 Rethink water use andrestore ecosystemsWater Futures:Mobilizing Multi-Stakeholder Actio

130、n for Resilience14Blue waterHydrological cycleGreen waterInvestments in resilient infrastructure should embrace a collaborative,evidence-based approach to ensure service delivery for all and protect communities and assets.Essential to this will be considering blue-green and grey-black cycles and eng

131、aging the entire value chain as well as multiple stakeholders.Through a system-wide approach,solutions and measures can be deployed at scale,focusing on stewardship at the basin and sub-basin levels,with the goal of minimizing the water footprint of human activities on freshwaterecosystems.Consultat

132、ions for this report highlighted the need to scale-up system-wide efforts to implement best practices for industrial and agricultural water use,improve governance and upgrade water infrastructure in different industries to better understand inefficiencies and losses,including measures such as KPI se

133、tting,leakage detection and crop rotations.In addition,efforts must be made to protect freshwater ecosystems,focus on replenishment and restoration,promote water reuse(such as rainwater or grey water),and ensure access to water.Focus area 2 Rethink water use and restore ecosystemsFIGURE 5Based on co

134、nsultations with stakeholders,key themes to consider for maximizing this opportunityinclude:Scale-up best practices to reduce the stress on freshwater sources:stakeholders highlighted increasing corporate efforts to improve water efficiency and reduce freshwater impact,particularly in industry and a

135、griculture,but challenges in quantifying benefits hinder investment,requiring widely adopted standardized frameworks,government support and clearer water targets to drive accountability and sustainability.Upgrade water infrastructure for water efficiency and resilience:upgrading water infrastructure

136、 is perceived as essential for reducing water loss and promoting resilience,with a focus on smart technologies,adaptive planning and real-time data systems.However,high costs,market fragmentation and financing challenges require innovative investment strategies to scale-up solutions effectively.Desi

137、gn cities and landscapes to retain water:integrate best practices in regional and urban planning(e.g.Sponge Cities)to cater for increasing urbanization while reducing the risk of floods,improving water quality and enhancing biodiversity in urban areas.This includes using permeable surfaces,bioswales

138、 and ponds to retain and slow down water locally instead of immediately sending it downstream,an important factor for improving soil moisture,recharging aquifers and preventing flash floods.59 Strengthen efforts to protect and restore ecosystems:protecting and restoring freshwater ecosystems is incr

139、easingly prioritized in corporate strategies,with nature-based solutions playing a key role in enhancing biodiversity,climate adaptation(e.g.flood management,moisture restoration)and climate mitigation.However,effective restoration requires coordinated,long-term,multi-stakeholder basin-level collabo

140、ration.Address groundwater overuse and pollutants:better valuation and management of groundwater essential for industries and ecosystems is crucial,as over-extraction and pollution threaten sustainability;this requires improved data collection,stronger regulations and governance to restore balance a

141、nd protect long-term water security.Water Futures:Mobilizing Multi-Stakeholder Action for Resilience15Five pathways to water resilience3How can the private sector and multi-stakeholder collaborations mobilize to build water resilience?Action along five pathways can help deliver on the two focus area

142、s for water resilience identified in the previous chapter(see Figure 6).Although these pathways outline an ambition that will take time to materialize,steps can be taken today,particularly when it comes to collaboration betweenstakeholders and the private sector.Five pathways to water resilienceFIGU

143、RE 6 Pathways to freshwater resilienceHow can the private sector and multi-stakeholder collaborations mobilize tobuild water resilience?Holistic water valuationDefine and include the value of the water cycle in decision-making processes,water planning,pricing and budgeting.1Sustained basin-level par

144、tnershipsDeploy collaborative models and partnerships at the basin-level to ensure systemic impact and change,and co-develop basin-level plans.3Adaptive water governance Transform and scale-up water governance through more agile approaches that can adapt to growing uncertainty and risk.4Fit-for-purp

145、ose financeIncentivize investments in water using financial structures that drive collective action andenable risk and reward tobe shared.2Collaborative policyinnovation nexusAdapt policy regulations and frameworks to make room for innovations and collaboration inwater management strategies.5Water F

146、utures:Mobilizing Multi-Stakeholder Action for Resilience16Where we want to getSocieties,companies and global leaders will recognize the value of the water cycle,so it is reflected in policy-making,water strategies and investment decisions.Water valuation involves recognizing and accounting for the

147、numerous benefits that well-functioning water cycles provide across economic,social and ecological systems,including in adapting to and mitigating the impacts of climate change(e.g.managing floods,recharging aquifers,resisting droughts).Holistic water valuation,considering its value,cost and price,p

148、lays a key role in channelling decisions and building the business case for critical developments around water circularity as well as energy and data infrastructure with low waterintensity.60 In this context:The cost of water must be clear and account for the full financial costs associated with its

149、 sustainable supply and use,as well as all long-term impacts from water use on the environment,society and future generations.The price of water must reflect its cost and the value of the full hydrological cycle,efficiently representing demand and supply interactions as well as leading to a just and

150、 efficient allocation,while allowing for the full cost recovery of water supply and water conservation.Appropriate water valuation and water pricing mechanisms are key stepping stones towards the creation of water markets to support the resilience of water systems(Figure 7),as acknowledged by the re

151、cent work of the GCEW.61 These mechanisms engage stakeholders,both public and private,in a dialogue;collaboration is needed to design efficient markets,while preparing them for the implications of such markets being established for businesses,society and the environment.Holistic water valuation Appr

152、opriate water pricing mechanisms are key stepping stones towards the creation of water markets to support the resilience of water systems.Pathway 1ValueCostPriceValue:Total benefit derived from water,reflecting how water is important to and used by all humans and the environmentPrice:Amount paidfor

153、a given quantity,accounting for full cost recovery,efficiency,equity&justice and water conservationCost:The total costs associated with providing and using water,accounting for all inputs and externalitiesWater valuation elementsFIGURE 7Water Futures:Mobilizing Multi-Stakeholder Action for Resilienc

154、e17Where to startMulti-stakeholder collaborationBuild international consistency in collecting,sharing and using economic,environmental and social data through globally recognized methods to value and cost water cycles accurately.To value the full cost of water appropriately requires data on differen

155、t aspects ofwater:Economic(e.g.real-time pricing,extraction,treatment,distribution,provisioning costs).Environmental(e.g.ecosystem services valuation,biodiversity impacts).Social(e.g.accessibility,equity,public health).Given the interconnectedness of water use,data-gathering efforts require coordina

156、tion among stakeholders.Articulate a globally relevant framework,with clear links to nature and climate agendas as well as economics.Water is often perceived as abundant and inexpensive.The international community must build globally recognized frameworks to articulate the economic and societal valu

157、e of water and help explain their relevance to nature and climate agendas.Initiatives such as the Valuing Water Initiative62 and Ceres63 are already building the tools to support these efforts.Mobilize multiple stakeholders,including international organizations,regulators,water suppliers and communi

158、ties,among others,to pilot and scale-up the use of tools and methods.Mainstreaming of approaches can be accelerated by building consistency across multi-stakeholder platforms that guide water pricing at different levels.Good principles for pricing water can be developed at a global level,but their a

159、pplication to local settings needs to be context-specific.Pricing must therefore integrate critical stakeholders such as farmer organizations and irrigation districts,industry and manufacturers,as well as water utilities andlocal governments.Private sector lead Quantify the value of water and risk a

160、t the corporate level and across the supply chain.Doing this can help build the business case for action versus inaction.It can reinforce the case for increasing water resilience and encourage the deployment of measures to enhance the prevention of and response to water-related shocks and stresses a

161、cross supply chains(e.g.droughts and floods),which have been identified by corporations as key drivers of negative water-related businessimpacts.64Accelerate data collection to establish the true cost of water for a company.This should account for future trends around water supply and demand.Compani

162、es can take steps to collect water internally and along their value chains to understand how valuable water is to their business.Existing tools,such as the World Business Council for Sustainable Developments(WBCSD)guide65 outlining water valuation techniques for business applications,66 and Veolias“

163、True Cost of Water”tool which monetizes“blue risks”,provide a step in this direction.67 Set internal water pricing to inform decision-making.Companies can quantify the monetary value of water to business,reflecting factors such as the benefits of improving water quality,efficiencyand securing water

164、supplies68 and the risks ofinaction.Pricing of water must integrate critical stakeholders such as farmer organizations and irrigation districts,industry and manufacturers,as well as water utilities and local governments.18Water Futures:Mobilizing Multi-Stakeholder Action for ResilienceInspiring exam

165、ples of collaborative actionExisting tools and frameworks that could support Pathway#1TABLE 1NameDescriptionValuing Water InitiativeA global effort aiming to integrate the diverse values of water into decision-making processes to achieve sustainable water security.It offers a series of tools that pr

166、omote a better understanding of the value of water,including:Value maps:visual aids that help identify the multiple values of water from various perspectives.Value conversation game:an interactive tool designed to facilitate discussions among stakeholders,enabling the reconciliation of differing val

167、ues related to water.Systemic change tool:a resource aimed at helping users comprehend complex water systems and implement systemic changes effectively.Constellations methodology:a technique used to visualize and analyse intricate situations or challenges in water management,fostering new insights a

168、nd perspectives.Ceres:The Global Assessment of Private Sector Impacts on WaterA comprehensive scientific review and analysis of industry impacts on freshwater resources,helping investors understand how they can engage companies and the industries that they invest in to halt the systemic harm these s

169、ectors are causing.Ceres:Valuing Water Finance Initiative BenchmarkThe benchmark is designed to assess and guide companies on water-related financial risks and sustainability performance.It helps investors and companies understand the financial implications of water management and encourages busines

170、ses to align with sustainable water practices.WWF:Water RiskFilterA corporate and portfolio-level screening tool to help companies and investors to prioritize action on what and where it matters the most to address water risks for enhancing business resilience and contributing to a sustainable futur

171、e.WBCSD:Business Guide to Water ValuationA guide explaining key concepts and techniques associated with water valuation for business applications.The approach includes qualitative valuation(descriptive),quantitative valuation(based on physical units or indicators),and monetary valuation(determining

172、actual money values).The guide underscores that valuations can vary depending on the objectives and context of each assessment and can include categories such as off-stream values,in-stream values,groundwater values,hydrological services,non-water impacts and extreme water-related events.Zurich Insu

173、rances new methodology to reflect and assess risk and resilience.Investor-led engagement to increase transparency on the value and importance of water across the value chain,coordinated by Ceres andFAIRR.Carbon Disclosure Projects(CDP)true cost ofwater valuation.See Appendix for these case studies.1

174、9Water Futures:Mobilizing Multi-Stakeholder Action for ResilienceWhere we want to getVarious types and sources of finance are available for water resilience.Governments and leaders set priorities for water resilience investments in partnership with multiple stakeholders and access to suitable progra

175、mmatic-and portfolio-based sources to finance water.This approach encourages industries and communities to adopt sustainable,locally relevant water management practices,ensuring that scarce water resources are allocated more effectively and equitably and that climate risks are sufficiently accounted

176、 for.The next generation of finance should include terms and rates of return suited to the long-term horizon of resilience-building efforts,alongside more diverse sources of income that capture co-benefits and avoid losses.Multiple financial and private actors,including philanthropic organizations,m

177、ust help shape a new generation of financial mechanisms that address various risks across different project types from infrastructure development to technology innovation and at every phase,from early project identification to implementation andmaintenance.By joining forces,financial players can lev

178、erage their diverse strengths and risk appetites to align,stack and deploy finance to key areas of water resilience,including food systems transition,thecircular economy and addressing the lack ofaccess to safe water in vulnerablecommunities.69 Fit-for-purpose financeFit-for-purpose financeFIGURE 8F

179、it-for-purpose financePortfolio of projects requiring investmentFacilitate the involvement of international and private capital at the watershed level.Policies and regulationsBalance supply-and demand-side measures to foster sustainable water resilience investments.Stack up and streamline different

180、types of financeStructure innovative market mechanisms and create investment opportunities at different scales.Collaboration with tech firms and water suppliersShare and gain expertise in investing in water and identify opportunities.Data collection and sharingEnable tracking,monitoring and evaluati

181、on of investment and financing needs in water resilience.By joining forces,financial players can leverage their diverse strengths and risk appetites to align,stack and deploy finance to key areas of waterresilience.Where to startMulti-stakeholder collaborationIdentify and develop a portfolio of proj

182、ects requiring investment to facilitate the involvement of international and private capital.Actors who want to invest in water can struggle to identify opportunities for engagement,according to stakeholder consultations.With this in mind,authorities,in collaboration with infrastructure operators,th

183、e private sector,NGOs and innovators can direct their efforts to create portfolios of projects that require investment.Portfolios can include the segmentation of projects based on the roles of different investors across the assets or projects life cycle,reflecting how various investors,with differen

184、t risk appetites and return expectations,can participate in and benefit from water-related projects at different stages of development and operation.Projects could also be identified following existing methodologies to facilitate the quantification of benefits,requiring multi-stakeholder collaborati

185、on.Pathway 2Water Futures:Mobilizing Multi-Stakeholder Action for Resilience20Collect and share data to enable the tracking and evaluation of investment and financing needs in water resilience.The portfolio of projects would require provisions for data collection to ensure impact monitoring and asse

186、ssment as well as to enable timely infrastructure maintenance and upgrades.Stack up and streamline different types of finance tostructure innovative market mechanisms and create investment opportunities at different scales.Public finance can target projects requiring long-term investment and patient

187、 capital to bridge financing gaps.Such finance can also attract private capital,through first-loss guarantees,concessional finance elements for lower-income countries,and co-investment arrangements to manage risks.Collaboration with tech firms and water suppliers can enhance expertise sharing,benefi

188、ting investors new to water resilience.Collaboration could lead to innovative mechanisms,adapted from climate and nature instruments,to support freshwater ecosystem protection and restoration for example:Ecosystem value-based instruments:sustainable use fees,payments for ecosystem services and insur

189、ance discounts for activities promoting water resilience,monetizing ecosystem services while targeting self-sustaining returns.Water credits:modelled after carbon and biodiversity credits,offering alternative revenue streams for suppliers and enabling large-scale project financing.Water savings cert

190、ificates:inspired by the EUs energy efficiency certificates,these certify water savings from efficiency measures,with potential for a trading market to boost ROI on suchprojects.Develop collaborative policies,regulations and standards that balance supply-and demand-side measures to foster sustainabl

191、e water resilience investments.Examples include:Supply-side measures:grants,subsidies,tax breaks and mandates to promote investment in water reuse,desalination and efficient water use in industries,securing sustainable financing andresilience.Demand-side measures:pricing water to reflect its true va

192、lue and offering incentives for private investments,large-scale adoption of conservation technologies and communityeducation to drive behaviouralchange.Utilities governance:transitioning utilities from local government departments to independent agencies for stronger governance and financing capacit

193、y.With 85%of utilities serving under 10,000 people,70 addressing subscale cost-efficiency challenges requires continued dialogue and collaboration between governments and relevant stakeholders.Private sector lead Collaborate with other organizations,including utilities,government agencies,large priv

194、ate sector water consumers,insurers and innovators,to better understand water-related risks,share and gain expertise in investing in water,and identifyopportunities.Scale-up capital according to risk appetite andspecialization:Banks,insurers and pension funds can focus on scaling-up existing innovat

195、ive mechanisms(e.g.bonds)and mainstreaming the adoption of tools to understand water risk.Green bonds71 are growing within the sustainable finance space,72 and water-related green bonds specifically grew 30 percentage points faster than the overall green bonds market from 2020 to 2023,while water-re

196、lated loans have grown 17 percentage points faster than sustainability-linked syndicated loans during the same period.73 Venture capital and private equity can finance disruptive technologies and scalable solutions,while investing in market consolidationto address fragmentation in thewater sector.Im

197、pact investors can provide patient capital for long-term,high-impact water projects,supporting resilient infrastructure andconservation.Philanthropists can offer financial support and strategic partnerships necessary to help catalyse water stewardship initiatives,while supporting innovative and expe

198、rimentalapproaches and community-ledinitiatives.Water-related green bonds grew 30 percentage points faster than the overall green bonds market from 2020 to 2023.Water Futures:Mobilizing Multi-Stakeholder Action for Resilience21Existing tools and frameworks that could support Pathway#2TABLE 2NameDesc

199、riptionInternational Finance Corporation(IFC):Guidelines for Blue FinanceGuidance for financing the blue economy,identifying eligible blue project categories to guide IFC investments to support the blue economy in line with the Green Bond Principles and the Green Loan Principles.World Bank:2030 Wate

200、r Resources GroupThis public,private,civil society partnership,incubated at the World Economic Forum and now hosted by the World Bank Group,drives systemic change and advances transformative leadership of institutions on water stewardship.World Bank:Scaling Up Finance for WaterThe strategic framewor

201、k presented in this 2023 publicationis the first concerted effort by the World Bank(including IBRD,IDA,IFC and MIGA)to jointly engage on programmatic-and project-level opportunities in the water sector,with the aim of unlocking private sector expertise,innovation,and capital.Organisation for Economi

202、c Co-operation and Development(OECD):Financing Water:Investing in Sustainable Growth Water investment planning and financingOECDs publications outline financial mechanisms and innovative investment strategies for water security,as well as approaches for mitigating water-related finance challenges.Cl

203、imate Policy Initiative(CPI):Global Landscape of Climate Finance(annual report)CPI tracks climate financial flows,including for water and wastewater,providing analyses of public and private finance for water security,climate adaptation and resilience.Meridiam:The Urban Resilience FundThe fund,launch

204、ed in partnership with The Rockefeller Foundation and the UN Capital Development Fund(UNCDF),offers a framework for deploying blended finance for climate adaptation.World Water Council:Blended Finance intheWaterSectorThe report provides an overview of the attributes that make blended finance for wat

205、er projectssuccessful.Pacific Institute:A Multi-Benefit Approach toWater ManagementA structured framework that enables water managers to systematically identify,evaluate and communicate the diverse benefits and trade-offs associated with water management decisions.This comprehensive approach enhance

206、s the attractiveness of projects to potential funders and stakeholders by highlighting multiple advantages,thereby broadening support and opening avenues for co-financing.Inspiring examples of collaborative actionWater.orgs WaterCredit loan programme for water and sanitation.Partnership between ACEA

207、(Italys national water utility)and Intesa Sanpaolo(ISP)to improve water resource financing andmanagement.Water Funds for scalable investment opportunities across water resilience a collaboration between The Nature Conservancy(TNC),Coca-Cola Company,FundacinSee Appendix for these case studies.FEMSA,G

208、lobal Environment Facility,Inter-American Development Bank and International Climate Initiative(IKI).Collaboration between the International Finance Corporation(IFC)and Bank of Ayudhya to provide financing,services and guidelinestosupport the emerging sector of blue finance.Water Futures:Mobilizing

209、Multi-Stakeholder Action for Resilience22StakeholdersKnowledge partnersAcademiaOthersGovernment organizationsLocal communitiesPrivate sectorBasin-level strategiesGoalsWater resource allocationGroundwater and freshwater replenishment and preservation Where we want to get Collaborative models and part

210、nerships are broadly adopted and scaled-up at the basin level to ensure systemic,long-term impact on how water is usedand managed.These partnerships can be leveraged to enable and mainstream the development and implementation of comprehensive basin-level strategies.These strategies will support the

211、equitable,adaptive,and appropiate allocation of water resources while ensuring the long-term preservation of groundwater and freshwater ecosystems.Basin-level strategic plans can be effectively co-developed through the engagement of diverse stakeholders,including the private sector,government organi

212、zations,knowledge partners and local communities.Supported by a portfolio of projects within a strategic plan,each actor can serve as a custodian,sharing water stewardship and responsibilities in the basins where they source resources,live,operate and benefit.Critical to the long-term impact of thes

213、e partnerships is the development of processes to ensure their sustainability once they are well established and reach maturity.Considering how to institutionalize them in a locally relevant manner,including ensuring financial stability,is essential to their success.Special emphasis should be placed

214、 on areas traditionally outside the remit of private sector action,including supporting food systems transformation and the conservation and restoration of natural habitats toprotectgreenwater.74 Sustained basin-level partnershipsBasin-level strategiesFIGURE 9 Each actor can serve as a custodian,sha

215、ring water stewardship and responsibilities in the basins where they sourceresources,live,operate andbenefit.Pathway 3Water Futures:Mobilizing Multi-Stakeholder Action for Resilience23Where to startMulti-stakeholder collaboration Accelerate and scale-up partnerships that have water conservation at t

216、he basin level as their scope of action,breaking down siloes and convening multiple stakeholders around shared goals.In many cases,basin-level management could require an integrated transboundary approach,ensuring international cooperation and partnerships.Initially these partnerships will naturally

217、 attract leaders and early adopters in specific basins,yet achieving scale should remain a short-or medium-term objective.Build cross-sectoral trust and collaboration across stakeholders,through transparency,data and effective communication.Promoting dialogue and information exchange between relevan

218、t stakeholders at the basin level can reinforce a sense of trust,ensure transparency and improve collaboration.This should include transparent data-sharing platforms among government,private sector and civil society actors,as well as effective communication strategies to guide citizens on day-to-day

219、 stewardship.Engage farmers and rural communities to empower them with best practices for water management in agriculture.This should include not only information-sharing and training but also promoting and supporting the adoption of technologies that enable highly efficient water use in agriculture

220、(e.g.alternate wetting and drying(AWD)in rice cultivation or micro-irrigation),improving soil health and implementing approaches to maximize biodiversity in landscapes and rural settings.Develop shared metrics for defining and measuring success and collective benchmarking at the basin level,to enabl

221、e effective data governance and monitoring for evidence-based water management.Establish measurable goals for water management(e.g.water quality,availability,equity),to align and coordinate stakeholders,ensuring accountability and enabling the early identification and communication of challenges.Thi

222、s can be facilitated through participatory approaches,to tackle the current fragmentation and lack of water data.Strengthen basin-level anchor institutions and build capacities to empower stakeholders and coordinate water management efforts.Provide stakeholders with the technical,financial and manag

223、ement capabilities required for effective water management at the basin level to respond to increasing water challenges.This can improve transparency,inclusivity,accountability and conflict resolution over water use,recognizing the value of all water resources.Private sector lead Assess the companys

224、 water footprint at the basin level,by collecting data following existing methodologies and standards.Examples include:Water Footprint Assessment Tool,developed by Water Footprint Implementation and the Water Footprint Network(WFN).75 WFNs Assessment Manual provides a comprehensive set of definition

225、s and methods for water footprint accounting,covering individual processes,products,consumers,nations and businesses.76 ISO 14046:Water Footprint Standard,specifying principles,requirements and guidelines for conducting and reporting a water footprint assessment of products,processes andorganization

226、s.77Promote the implementation and widespread adoption of standards across value chains as well as basin-and sub-basin-level partnerships.Such standards can serve as a foundational step towards scaling-up water stewardship.Examples include mechanisms such as ISO for water management at the farm leve

227、l.Raise ambition of corporate stewardship plans to the basin level.Water management efforts in the private sector can be strengthened and advanced by empowering corporates to minimize risks and negative environmental impacts,and to drive innovation in water-related data,tools and strategies at the b

228、asin level.Coordinated and integrated basin action can make companiesmoreresilient and efficient,improve planning andenable cost-sharing and economicintegrity.Coordinated and integrated basin action can make companies more resilient andefficient.Water Futures:Mobilizing Multi-Stakeholder Action for

229、Resilience24Existing tools and frameworks that could support Pathway#3TABLE 3NameDescriptionVolumetric Water Benefit Accounting(VWBA)A standardized methodology and set of indicators that helps calculate and communicate the volumetric water benefits of corporate water stewardship activities.VWBA has

230、been adopted by several companies to meet their corporate or site water replenishment targets,including,among others,Meta,Microsoft,Cargil,Coca Cola.International Water Management Institute(IWMI):Data&ToolsIWMI has published a rich set of databases that help explain the status of freshwater ecosyste

231、ms and climate water phenomena(e.g.droughts,floods)that can be used to guide basin-level action.Water Footprint Network:The Water Footprint Assessment ManualThis manual provides a standardized methodology for measuring and analysing water consumption and pollution across industries,products and regi

232、ons.It helps businesses,policy-makers and organizations to assess the environmental impacts of their water use and to improve water management strategies.Water Footprint Network:The Water Footprint Assessment ToolThis tool offers a practical,interactive platform to apply the methodology for calculat

233、ing and mapping a companys water footprint,assess its sustainability,and identify strategic actions to improve the sustainability,efficiency and equitability of water use.International Organization for Standardization:ISO StandardsThe ISO has published over 550 standards related to water,tackling is

234、sues such as service management of drinking and wastewater systems,water supply during crisis situations,irrigation,quality and conservation(e.g.hydrometry,quality sampling,water footprint)and infrastructure (e.g.pipes,valves,metering).UN Global Compact,CEOWater Mandate:Water Action Hub Water Stewar

235、dship Toolbox Water Resilience Coalition(WRC)These platforms offer digital resources that support water stewardship(including a library of best practice)and help organizations find partners for water stewardship projects at the basin level.Thetoolbox centralizes access to tools,guidance,case studies

236、 and datasets.WRC provides,amongother things,a global list of priority basins for collective action.Ecolab:Smart Water NavigatorAn online tool helping organizations optimize water use to increase business resilience.Companies canuse the tool to build a strategic water management plan to safeguard gr

237、owth in any water basin.Inspiring examples of collaborative actionDanube Partnership collective action at the basin-level to address watershed health,a collaboration between WWF and the Coca-ColaFoundation.Partnerships between PepsiCo and multiple stakeholders to deliver on water stewardshipambition

238、s.Water Resilience Coalition(WRC)partnership and financing to advance water action from businesses at the basin level.California Water Resilience Initiative private sector-led initiative to accelerate collective action to achieve water resiliency for California.See Appendix for these case studies.25

239、Water Futures:Mobilizing Multi-Stakeholder Action for ResilienceKey principles of adaptive water governanceFIGURE 10Adaptive water governanceEffectivenessIntegrationTransparency and engagement EfficiencyClearly allocated and defined roles and responsibilities Coherence of policies and regulatory fra

240、meworksCapacity and knowledge across stakeholdersCo-creation and engagementMonitoring and evaluationInnovative regulation/policyWater dataVertical within basin systems,scales,levels of government and boundaries Horizontal across strategiesSource:Adapted from OECD.(2015).OECD Principles on Water Gove

241、rnance.Centre for Entrepreneurship,SMEs,Regions and Cities.79 Where we want to getThe governance of freshwater resources is appropriate for local culture and institutions,capable of long-term planning and able to adapt in a timely manner at times of uncertainty and risk.Based on a consultative and e

242、vidence-based approach,water governance can integrate tools and mechanisms that enable preventive and responsive action to growing uncertainty and evolving risk.Water governance should be integrated consistently across different scales and build links with non-government actors.Decision-making proce

243、sses should consider the needs and perspectives of multiple stakeholders and prove resilient to political cycles and change as the water cycle evolves.From city to state to national levels,water governance should reflect the reality that the hydrological cycle goes beyond administrative boundaries a

244、nd that communities,regions and nations are interdependent in their use of waterresources.Future water governance should engage multiple stakeholders,institutional actors and local communities to foster inclusive decision-making at every level.Integrated governance enables agility,as water impacts a

245、re hyperlocal but require large-scale coordinated efforts.Such a multi-scale approach can simultaneously support key global missions,including sustaining and restoring natural habitats,establishing a circular water economy,and minimizing water intensity in emerging energy and data infrastructure.78W

246、here to startMulti-stakeholder collaboration Co-create a strategic plan that enables horizontal and vertical integration of water governance(see Figure 10).Such a plan should adopt a resilience-based approach to water resource management.Inspired by essential work undertaken by the Organisation for

247、Economic Co-operation and Development(OECD)in 2015 and the Global Commission on the Economics of Water(GCEW)in 2024,water governance proposals should consider the value of the hydrological cycle as a whole.Adaptive water governance Pathway 4Water Futures:Mobilizing Multi-Stakeholder Action for Resil

248、ience26 Water governance should be no longer siloed but fully embedded into climate action plans and other development strategies across industries and sectors,including urban development plans.Support institutions in integrating water governance horizontally by positioning water resilience as a cor

249、e principle of national security and local resilience issues.This means addressing fragmentation and coordination failures and integrating water resources management within broader strategies and sector development agendas.Water governance should be no longer siloed but fully embedded into climate a

250、ction plans and other development strategies across industries and sectors,including urban development plans.Support institutions in integrating water governance vertically by co-designing consultative platforms and tools at the appropriate level and scale within basin systems and effectively coordi

251、nating across levels of government and administrative boundaries.Capacity building for local professionals,institutions and partnerships is a key challenge that multi-stakeholder collaboration can help address.The participation of social representatives,including youth,Indigenous groups and campaign

252、ers,plays a critical role in building awareness of essential water issues and building more comprehensiveperspectives.Ensure that water data and risk management tools and mechanisms play a key role in the water governance system to enhance transparency,accountability and the integration of local kno

253、wledge.Effective and adaptive water governance should be inclusive,data-driven and information-based,enabling stakeholders to make informed decisions about water management,risk management and multi-stakeholder dialogue.Avoiding the compartmentalization of data and decision-making is essential for d

254、eveloping comprehensive approaches.This requires integrating not only data on surface water but also other components of the hydrological cycle,including groundwater,green water and key management variables such as land tenure,waterrights and climate projections.Build capacity,knowledge and awarenes

255、s across levels of government and local communities.This can help ensure that flexibility and agility are built in to water management programmes.Strategies and frameworks should be created to foster learning,education and awareness-raising among water-focused institutions and other stakeholders.Pri

256、vate sector lead Integrate water governance within the broader corporate strategy.Companies are increasingly appointing dedicated roles to water.Water considerations and strategies should not be siloed but made core to a companys overall strategy,including supply chain management and technologyinves

257、tments.Collect and disclose company water-related data to facilitate water governance.Data collection at the company level can help companies better engage with water governance,as it creates transparency about companies water needs anduses.Establish a private sector association or mechanism that br

258、ings together key private sector actors,particularly large water consumers.This would facilitate more effective participation in basin-level governance and partnerships.By ensuring legitimacy and a deep understanding of private sector needs,such a collaboration could proactively participate in multi

259、-stakeholder processes.27Water Futures:Mobilizing Multi-Stakeholder Action for ResilienceNameDescriptionThe OECD Principles on Water GovernanceA set of guidelines designed to promote effective,efficient and inclusive water governance at national,regional and local levels.These principles aim to enha

260、nce decision-making,foster sustainable management of water resources and ensure equitable access to water for all.UN Development Programme(UNDP):What Works in Water and Ocean GovernanceThis report provides examples of successful water and ocean governance case studies from UNDPs water&ocean governan

261、ce portfolio.Arup:City Water Resilience ApproachArup presents a framework for building water resilience in urban settings,comprising five key steps from stakeholder engagement and baseline assessment to action and implementation planning.Existing tools and frameworks that could support Pathway#4TABL

262、E 4Inspiring examples of collaborative actionSee Appendix for these case studies.Partnership for integrated water governance and climate adaptation acollaboration between Xylem and the South Bend water utility,Indiana,US.Arups innovative approach to facilitate decision-making in urban water manageme

263、nt a collaboration between Arup,Rockefeller Foundation,The Resilience Shift and Stockholm International Water Institute(SIWI)Where we want to getPolicy and innovation advance in sync to enable the piloting,development and large-scale deployment of innovative solutions that promote water conservation

264、,while preparing nations,regions and communities for water scarcity,flooding andpollution.Grounded in robust scientific evidence and the experience of local and international practitioners and experts,policy and regulations can be both robust and adaptable,evolving as innovations demonstrate their i

265、mpact or as environmental conditions change.Innovators play a core role in driving water resilience by developing solutions to achieve policy goals.However,policy frameworks must enforce public health requirements and promote the adoption of relevant innovations.Global frameworks can inspire and dri

266、ve local governments to develop innovative water management strategies by encouraging adaptable policies and fostering collaborations.Establishing agile,science-based frameworks to simultaneously protect public health and promote innovation can create the necessary environment to accelerate the urge

267、nt adoption of circular water economy principles and low water intensity solutions for emerging energy and data infrastructure.80 The aim of this pathway is to foster collaborative approaches to build better alignment so that policy is no longer a barrier to water innovation but an enabler of safe,a

268、ffordable and equitable solutions.Collaborative policy-innovation nexus Innovators play a core role in driving water resilience by developing solutions to achieve policy goals.Pathway 5Water Futures:Mobilizing Multi-Stakeholder Action for Resilience28Collaborative policy-innovation nexusFIGURE 11Pol

269、icy and regulationsInnovative water solutionsInnovation-centred approach to policyScience-basedEcosystem approachCollaboration InnovationWhere to startMulti-stakeholder collaborationDevelop policy frameworks that put innovation at the centre of water resilience objectives.For the water sector to thr

270、ive and adapt to future challenges,policy-makers need to actively encourage and support innovation by providing clarity on policy objectives and coordination.This means deploying policy instruments that permit experimentation and innovation.Co-create a robust science-based body of evidence and advic

271、e to guide the development,piloting and widespread adoption of innovative water solutions.This requires a policy environment that not only enables the deployment of existing and tested solutions,but also incentivizes the testing,piloting and acceleration of innovative technologies.Tested solutions c

272、an include electro-ceramic desalination technology or nanobubble technology to optimize water usage,improve crop health and support environmental rehabilitation,among other things.Innovations can include:Rainwater and stormwater harvesting(e.g.sustainable groundwater recharge systems that capture an

273、d store rainwater).Modular,nature-based technologies that enablesites or facilities to be water-and climate-efficient.Membrane crystallization or reverse electrodialysis,for improved brine management.Technologies harnessing energy generated from wastewater treatment(e.g.thermal hydrolysis or microbi

274、al fuel cells).Critically,the perspectives and needs of water users in agriculture,industrial facilities and urban areas should be engaged in this process.For example,the USs National Blue Ribbon Commission for Onsite Non-potable Water Systems is a collaboration guided by science-based policy recomm

275、endations and risk-based science and research,to advance the onsite reuse of wastewater,stormwater andrainwater.81Build an ecosystem conducive to innovation.Policy-makers,in collaboration with the private sector,could create frameworks that remove barriers to technological advancement and provide in

276、centives for the development and adoption of new solutions.This includes providing financial and regulatory support at all stages,from development to deployment,through dedicated incentives and public funding.Water Futures:Mobilizing Multi-Stakeholder Action for Resilience29Establish collaboration b

277、etween innovators and policy-makers.The fostering of strong partnerships between policy-makers,industry leaders,utilities and technology innovators helps leverage a collective pool of expertise.Through workshops and collaborations,multi-stakeholder platforms can be formed where innovators can inform

278、 policy change,while policy-makers can influence innovators to create solutions aligned with policy priorities.For example,the 50L Home Coalition brings together policy-makers,utilities and technology providers for effective discussions on transformative strategies and policies.Private sector lead E

279、ngage with policy-makers to learn about strategic priorities for water.Such priorities should consider which innovative technologies are needed.Form partnerships for the co-creation of innovative solutions.Tech companies can partner with water suppliers and users to test and deploy solutions at scal

280、e.NameDescriptionWater Europe:Water Innovation Europe 2024 PolicyReportThis report provides a framework for achieving a water-smart Europe.It offers key strategic guidelines and recommendations aimed at enhancing water management,sustainability and resilience across the continent.National Blue Ribbo

281、n Commission for Onsite Non-potable Water Systems:Highlights and AccomplishmentsA Guidebook for Developing and Implementing Regulations for Onsite Non-potable WaterSystems The Commissions publications provide research and guidelines supporting the adoption of onsite non-potable watersystems.The Guid

282、ebook provides a framework for developing and implementing policies,regulations and local programmes.UN Water:UN-Water Innovation TaskForceOngoing work to develop recommendations for advancing the innovation accelerator for water.50L Home CoalitionThis public-private collaborative hosted by WBCSD an

283、d the World Economic Forum explores,co-develops and scales-up net-zero water efficiency solutions in urban households.Existing tools and frameworks that could support Pathway#5TABLE 5Inspiring examples of collaborative actionTargeted financing,multi-stakeholder collaboration and policy frameworks to

284、 drive innovation and resilience in Singapores water and affiliated sectors in a collaboration between Singapores National Water Agency(PUB)and National Environment Agency.Aquapreneur Innovation Initiative by UpLink and HCL Group to accelerate progress on the water innovation agenda.San Francisco ad

285、vances water resilience and circularity through partnerships,policy dialogues and innovations,in a collaboration between San Francisco Public Utilities Commission(SFPUC),National Blue Ribbon Commission,Water Environment&Reuse Foundation,Water Research Foundation and Epic Cleantec.See Appendix for th

286、ese case studies.Water Futures:Mobilizing Multi-Stakeholder Action for Resilience30Call to actionWater systems are near a tipping point.Now is the moment for collaboration to build a more resilient future for the water systems on which all societies and businesses depend.Many opportunities exist to

287、shift the unsustainable trajectory of water systems today and make them more resilient.The growing importance of water in the global agenda has created momentum and opportunity for public andprivate actors to act now.The landmark report by the Global Commission on the Economics of Water(GCEW)points

288、to where action should beprioritized.This white paper marks a step towards putting the proposals of GCEW into action,by mobilizing private sector and multistakeholder platforms such as the private sector and multi-stakeholder platforms such as the Forums Water Futures Community.Further efforts by th

289、e Forum and its members will continue to advance the global water resilience agenda through thought leadership,innovation,collaboration andpartnerships.The Water Futures Community will develop the pathways towards water resilience presented in this report through a series of dedicated working groups

290、.Members of the Forum,from all industries,are invited to take part in this work.Water Futures:Mobilizing Multi-Stakeholder Action for Resilience31Appendix:Case studies Holistic water valuation:case studies Pathway 1CASE STUDY 1Zurich Insurances methodology to help public and private organizations as

291、sess risk and resilienceOrganization:Zurich Insurance.Description:Zurich Resilience Solutions(ZRS)has developed a new methodology,which helps uncover climate risks until the year 2100 and can be used to assess risk and resilience.The methodology can be used by businesses,municipalities and other pub

292、lic entities to generate knowledge and insights for developing and implementing an action plan for increasing resilience and then evaluating and adapting this plan on an ongoing basis.By leveraging climate data,it can be used to create heat maps or other risk quantifications for data-driven and futu

293、re-orientated analytics.Modelling climate risks and mapping them in specific contexts is key to understanding which interventions are required to increase resilience,as well as determining the value derived from these interventions.Assessing risk and resilience is essential for insurance and for inf

294、orming investment decisions,especially with water infrastructure,which is expected to be increasingly exposed to risks from climate change.Source:See endnotes.82,83CASE STUDY 2Investor-led engagement to increase transparency around thevalue and importance of water across the value chainOrganizations

295、:Co-ordinated by Ceres and FAIRR.Description:In 2019,global investors representing more than$6.5 trillion in combined assets urged six of the worlds largest fast-food companies(Chipotle,Dominos,McDonalds,Restaurant Brands International,Wendys,Yum!)to take action to mitigate climate and water risks i

296、n their meat and dairy supply chains.To ensure resilience across their supply chain,these investors requested companies to:(1)develop strong supplier policies on climate and water risks,(2)set science-based targets(SBTs)to lower their greenhouse gas emissions,(3)improve their water use and(4)perform

297、 climate-related scenario analyses to understand risks and opportunities for their operations andbusinesses.A year after the launch of this investor engagement,the second phase of the initiative aims to continue dialogue with the six companies,with the added support of an expanded coalition of more

298、than 90 investors,now totalling$11.4 trillion in combined assets.These discussions and engagements have enabled investors and companies to increase transparency and reporting around water,to better understand its true value and to appreciate what is atrisk.Source:See endnote.84Water Futures:Mobilizi

299、ng Multi-Stakeholder Action for Resilience32CASE STUDY 3CDPs true cost of water valuationOrganization:Carbon Disclosure Project(CDP).Description:In 2022,16%of companies(3,909 total)responding to CDPs questionnaire reported setting an internal price for water,to reflect more accurately the costs of w

300、ater provision.These companies were mostly from the energy,materials,food and beverage and agriculture sectors.Despite water generally being undervalued,some companies are increasingly realizing the importance of water for their businesses.Companies with an internal water price reported opportunitie

301、s related to water efficiency of around$49 million six times higher than the$8 million reported by companies without internal water prices.Source:See endnote.85 CASE STUDY 4Scottish Water and Xylems partnership on using net zero as a catalyst for innovationOrganizations:Xylem and Scottish Water.Desc

302、ription:Scottish Water is leveraging its net-zero commitment as a catalyst for innovation by optimizing energy use,reducing maintenance costs,and lowering carbon emissions.Partnering with Xylem,the utility is upgrading hundreds of pumping stations with sustainable technology.A smart pumping trial at

303、 two pilot sites achieved significant cost savings,including a 99%reduction in unplanned maintenance and a 40%drop in energy use,leading to wider adoption.Through remote monitoring and digital solutions,Scottish Water is enhancing efficiency while advancing environmental and operational goals,demons

304、trating the sectors potential for sustainable,resilient,and cost-effective services.Source:See endnote.86Water Futures:Mobilizing Multi-Stakeholder Action for Resilience33CASE STUDY 6Public-private partnership in Italy to improve water resource financing and managementOrganizations:ACEA(Italys natio

305、nal water utility)and Intesa Sanpaolo(ISP).Description:In 2024,ACEA and ISP signed the first national agreement for the protection and sustainable management of water in company production processes.The aim is to develop new systemic initiatives with innovative solutions to encourage efficient water

306、 use through technological advisory services and investments for the reuse of purified water.ISP will provide 20 billion($21 billion)88 in financing to support company and operators initiatives in the water supply chain,whereas ACEA will offer technological advisory services to the recipients of the

307、 investment.Source:See endnote.89CASE STUDY 5Water.orgs microfinance loan programme for water and sanitationOrganizations:Water.org.Description:Financial institutions in developing countries often do not offer loans for water and sanitation to those living in poverty.To address this barrier of affor

308、dable financing,Water.org has created and scaled-up a solution known as WaterCredit.Through this initiative,Water.org partners with financial institutions to generate microfinance loans for families who invest in their own water and sanitation improvements.To date,this approach has impacted more tha

309、n 77 million people,generated 17 million water and sanitation loans and disbursed$6.6 billion in financial capital.Source:See endnote.87 Fit-for-purpose finance:case studies Pathway 2Water Futures:Mobilizing Multi-Stakeholder Action for Resilience34CASE STUDY 8IFCs financing,advisory services and gu

310、idelines to support the emerging sector of blue financeOrganizations:International Finance Corporation(IFC),Bank of Ayudhya.Description:IFC offers advisory and investment services and access to concessional finance and guarantees.In doing so,it mobilizes private capital and collaborates with develop

311、ment partners and the private and public sectors to build innovative,market-orientated and long-term solutions to solve infrastructure challenges in the water sector.For example,IFCs Utilities for Climate(U4C)initiative offers access to IFCs investment products,advisory services and a knowledge-shar

312、ing global network for participating utilities.U4C can support clients in areas such as preparation of climate change action plans,non-revenue water(NRW)reduction,energy efficiency and improved sludge management.Moreover,IFC offers several financing products,including debt,mezzanine and equity.IFCs

313、experts can support with the structuring and tendering of concessions,while managing technical,environmental and social risks.Its Scaling ReWater programme can help clients develop wastewater treatments or reuse existing infrastructure while mobilizing public,private and concessional capital.IFC has

314、 also facilitated the issuance of blue bonds in the East Asia Pacific region.For example,in 2023,IFC supported the Bank of Ayudhya in Thailand to issue the first such blue and green bond,subscribing$400 million,of which$50 million will support the development of the Banks eligible blue assets such a

315、s water supply.Finally,IFC has responded to the emerging sector of blue finance,which offers opportunities to safeguard access to clean water,protect underwater environments and invest in a sustainable water economy.Through financing instruments such as blue bonds and blue loans,IFC has raised and e

316、armarked funds for investments in water and wastewater management.In 2022,IFC published theGuidelines for Blue Financeto facilitate the development of global standards for eligibility criteria for projects,making blue economy financing principles easier to understand by financial institutions,throug

317、h practical guidance for blue bond issuances and blue lending.Sources:See endnotes.91,92,93CASE STUDY 7Water funds for scalable investment opportunities across water resilience in Latin AmericaOrganizations:The Nature Conservancy(TNC),The Coca-Cola Company,Fundacin FEMSA,Global Environment Facility(

318、GEF),Inter-American Development Bank(IDB),International Climate Initiative(IKI).Description:TNC has engaged multiple,diverse stakeholders to bring together a variety of funding sources to create investment opportunities in the water sector.These collective funds share key characteristics and drive t

319、he implementation of natural infrastructure and innovative projects at the basin level,while offering an attractive mechanism of cost-effective investments in watersheds.Twenty-five different water funds have been created under the Latin America Water Funds Partnership,with contributors such as Fund

320、acin FEMSA,GEF,IDB and IKI.The water funds have involved public and private partners,aiming to catalyse additional watershed investment programmes,focusing on areas such aswaterconservation.Source:See endnote.90Water Futures:Mobilizing Multi-Stakeholder Action for Resilience35 Sustained basin-level

321、partnerships:case studies Pathway 3CASE STUDY 9Living Danube Partnership collective action at the basin-level to address watershed healthOrganizations:WWF,The Coca-Cola Foundation(TCCF).Description:The Living Danube Partnership is an example of collective action,uniting multiple stakeholders includi

322、ng,among others,WWF,the International Commission for the Protection of the Danube River and TCCF.This partnership aims to implement basin-level water management,breaking down silos to achieve the shared goal of improving watershed health in the Danube basin.By engaging decision-makers from politics

323、and business,the partnership promotes a shift in mindset and awareness regarding water stewardship.The partnership has restored vital wetlands,rivers and floodplains along the Danube and its tributaries,increasing the rivers capacity by 12 million m and restoring 53 km of wetland habitat.This initia

324、tive was supported by funding from TCCF($4.4 million),as well as from the EUs LIFE Nature programme,GEF/World Bank and others.Sources:See endnotes.94,95CASE STUDY 10PepsiCos public-private-philanthropic partnerships to deliver on water stewardship ambitions in multiple regionsOrganizations:PepsiCo w

325、ith Inter-American Development Bank,TNC,WWF and others.Description:PepsiCo has implemented plans to address water risk and resilience at a watershed level and has formed stakeholder partnerships in water-stressed areas to amplify impact and improve broader watershed health.PepsiCo draws on the exper

326、tise and local knowledge of multiple partners to deliver on its water stewardship ambitions,including with non-profit organizations,research institutions,developmental experts and collaborative initiatives.Partnerships to drive action at the watershed level have been formed with the following actors

327、:Inter-American Development Bank(IDB):a public-private-philanthropic partnership between PepsiCo,the PepsiCo Foundation and IDB for collaborative efforts across Latin America.Its work includes installing water connections for difficult-to-reach rural and dispersed communities in Peru,Mexico,Colombia

328、,Brazil,Guatemala and Honduras.IDB and PepsiCo have also launched a modelling tool called Hydro-BID to help local governments estimate the availability of freshwater in water-scarce regions and to support water budgeting and water-resource planning.TNC:a partnership on water stewardship efforts and

329、in implementing projects to achieve PepsiCos 2030 goal(replenishing back into the local watershed more than 100%of the water used in PepsiCos high water-risk manufacturing facilities).In 2023,there were 22 active partnerships between PepsiCo and TNC spanning North America,Latin America and Africa,re

330、turning over 9 billion litres of water back into local watersheds.WWF,Pakistan:a partnership to improve water security near Lahore and Multan,with rainwater harvesting,water recharge interventions and constructed wetlands.This expanded to South Africa in 2021,adding additional programmes in high wat

331、er-risk watersheds.On a global scale,PepsiCo engaged with WWF to develop a PepsiCo Stakeholder Engagement Guide.Sources:See endnotes.96,97Water Futures:Mobilizing Multi-Stakeholder Action for Resilience36CASE STUDY 11CEO-led partnership and financing to advance water action by businesses in water-st

332、ressed basinsOrganizations:Water Resilience Coalition(WRC)Ecolab,AB InBev,Starbucks,Gap,Reckitt,DuPont,Diageo,Dow,Microsoft,PVH Corp,The Coca-Cola Company(TCCC),HEINEKEN,Levi Strauss&Co.,Woolworths.Description:The CEO Water Mandate,an initiative of the UN Global Compact,partnered with global compani

333、es to launch the WRC,an industry-driven,CEO-led initiative pledging to preserve freshwater resources through collective action in water-stressed basins and setting the following commitments by 2050:Deliver net-positive water impact in water-stressed basins,focusing on the availability,quality and accessibility of freshwater resources.Develop,implement and enable strategies for water resilient valu