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1、Investing in Mangroves:The Corporate PlaybookW H I T E P A P E RA P R I L 2 0 2 5Images:Getty ImagesDisclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or interaction.The findings,interpretations and conclusions expressed herein are a result

2、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 Economic Forum.All rights reserved.No part of this publicatio

3、n may be reproduced or transmitted in any form or by any means,including photocopying and recording,or by any information storage and retrieval system.ContentsPreface 3Preface 4Executive summary 51 Introduction:using this Playbook 62 Mangroves offer a powerful solution for the climate,nature and soc

4、ial crises 81.1 The case for mangroves 81.2 Challenges remain in capturing the full potential benefits offered by mangroves 111.3 Governments should create enabling conditions that invite high-quality investment 131.4 Nexus approach:harnessing corporate action to deliver on people,nature,14 climate

5、and business goals3 Mapping systemic interactions to inform decisions and improve opportunities 152.1 System Map for mangrove-positive corporate engagement 152.2 Mapping the system ensures opportunities andtrade-offs are identified 19 from the start 2.3 Four Avenues for corporate mangrove-positive a

6、ction 202.4 Tools for corporate engagement 284 Enabling high-quality corporate action 293.1 Successful project-level engagement places people at the core 293.2 Multi-stakeholder collaboration unlocks more andbetter engagement opportunities 303.3 Sustainable mangrove investments ensure local communit

7、ies are incentivized 303.4 Jurisdictional and landscape approaches maximize the value of interventions 313.5 Corporate coalitions improve market access toviable 32 mangrove-positive investments3.6 Overview of the process to develop high-quality projects 335 Key takeaways for successful corporate inv

8、estment in mangroves 354.1 Embedding key elements in mangrove-positive action leads 36 to higher value and lower risk 4.2 Corporate leadership is required to bring the benefits of mangroves to life 36Conclusion 37Contributors 38Endnotes 40Investing in Mangroves:The Corporate Playbook2PrefaceMangrove

9、s support global goals for sustainable development,nature and climate.In addition to being carbon sequestration powerhouses,mangroves provide strong adaptation and resilience to coastal communities,they offer a home to species that support local food security as well as endangered species,and they p

10、rovide livelihoods for millions of people in coastal regions.Investment into these ecosystems has traditionally relied heavily on public and philanthropic investment.Yet with mangroves in decline globally,these funds alone cannot support the level of conservation and restoration needed to meet globa

11、l goals.Corporate investment will be the game-changer in realizing mangrove conservation and restoration at scale and it has already started.In March 2023,the World Economic Forum launched the Blue Carbon Action Partnership(BCAP)to drive investment into mangroves,seagrasses and tidal marshes by link

12、ing national planning with high-quality investment.In collaboration with the Forums trillion trees initiative,1t.org,BCAP has convened the Mangroves Working Group to raise ambition and deliver action towards the conservation and restoration of mangrove forests,by engaging corporate and expert partne

13、rs in ecologically andsocially responsible mangrove investment.Corporations have a ready opportunity to drive investment by creating a race to the top for high-quality projects.They can support the broader uplift of project pipelines by leveraging their unique capabilities and strengths,through inve

14、stment that creates strategic value for their operations while achieving corporate sustainability goals.This Playbook is a guide for corporations that have their climate and nature strategies in place,and are seeking detailed opportunities to take action with the utmost integrity,highest value and l

15、owest risk.We are facing a time of unparalleled global crises in soaring emissions,plunging biodiversity and derailed sustainable development,demanding interconnected action that delivers simultaneous solutions for people,nature and climate.Mangroves are the prime nature-based answer to provide this

16、 convergence of solutions.Corporations that leverage their capabilities and leadership to invest in mangrove-positive action will generate gains in their own value chains,while accelerating progress along blue carbon pathways towards abetter future for us all.Alfredo Giron Head of Oceans,World Econo

17、mic ForumInvesting in Mangroves:The Corporate PlaybookApril 2025Investing in Mangroves:The Corporate Playbook3PrefaceAt Deloitte Netherlands,we recognize that the transition to a net-zero and nature-positive economy is both an urgent challenge and asignificant opportunity.Businesses must take decisi

18、ve action to decarbonize their operations,reducing emissions at the source through energy efficiency,renewable energy adoption and sustainable supply chain management.Only once these foundational steps are firmly in place should organizations consider complementary approaches,such as investing in na

19、ture-based solutions,to further enhance climate resilience andcarbon sequestration.Investing in mangrove conservation and restoration offers a powerful opportunity to invest in both nature and climate.These coastal ecosystems provide immense environmental,social and economic benefits.They act as car

20、bon sinks,protect communities from extreme weather events and support biodiversity and local livelihoods.For businesses striving to go beyond emissions reductions,investing in mangroves creates lasting value,aligning with broader environmental,social and governance(ESG)goals and strengthening corpor

21、ate sustainability strategies.At Deloitte Netherlands we have experienced first-hand the challenges of ensuring integrity in carbon and nature projects.In the past,we encountered initiatives that failed to meet the high standards of transparency,effectiveness and credibility that we uphold,exposing

22、us to reputational risk.Acknowledging the need for suchprojects and the gap in supply,we decided toestablish our own projects to learn by doing.This report explores the potential of mangrove investments as a means of enhancing climate andnature action,while delivering core benefits forlocal communit

23、ies.By approaching sustainability with a structured,science-based approach that embraces innovation and partnerships to overcome challenges,businesses can make a meaningful impact in the fight against climate change,biodiversity loss and social inequality.We invite you to delve into the insights pre

24、sented in this report and explore how mangroves can complement your organizations journey towards asustainable future,whether through ESG or withinyour supply chain,while delivering benefits topeople,nature and the climate.Oscar SnijdersPartner,Sustainability Services Lead,Deloitte NetherlandsInvest

25、ing in Mangroves:The Corporate Playbook4Executive summaryScientists predict that,by 2050,the climate crisis will reduce global GDP by approximately 19%and average agricultural yields by 30%,while the biodiversity crisis puts 55%of global GDP(worth about$58 trillion)at risk.These crises will have pro

26、found impacts on corporations.Yet while 79%of companies have set climate-related targets,just 26%report on nature-related indicators.There is a growing consensus that companies can only achieve their net-zero goals through nature-positive action.Consequently,action on nature is likely to have nearly

27、 as big an influence on corporate strategy and governance as climate action.Many of the global challenges facing sustainable development,biodiversity and climate can benefit from solutions designed to address these crises holistically.One-third of the planets population(2.75 billion)lives within 100

28、 kilometres of the coast and many of these people are among the most vulnerable in the world.Meanwhile,deteriorating coastal ecosystems threaten local livelihoods,food security,access to resources,land tenure and fishing rights.Mangrove conservation and restoration provide a significant opportunity

29、to address these intertwined social and ecological crises,delivering core benefits to people,climate and nature.Blue carbon ecosystems comprising mangroves,tidal marshes and seagrasses store three to five times more carbon per hectare than terrestrial forests;while 151 countries contain at least one

30、 of these blue carbon ecosystems,71 countries contain all three.The conservation and restoration of blue carbon ecosystems also provide huge potential benefits to local communities.The combination of benefits that these ecosystems offer to people and nature represent a significant opportunity to add

31、ress the climate and nature crises in a socially and ecologically integrated way.Yet despite their multitude of benefits,mangroves are among the planets most threatened ecosystems,with half the estimated 147,000 km2 of mangroves at risk.Mangrove conservation and restoration efforts have been growing

32、,but to achieve scale,project economics need to be clarified,land tenure issues addressed and the complexity of coastal areas navigated.Stakeholder coordination should focus on a shared vision,aligning investors expectations with local needs and leveraging expertise to mitigate reputational risk.As

33、a nexus solution,mangroves are uniquely positioned to respond to the interconnected challenges of the climate crisis,nature loss and Sustainable Development Goals(SDGs).As an investment,mangrove-positive action provides companies the opportunity to achieve their net-zero,nature-positive and SDG targ

34、ets,while generating commercial value.Mangroves offer outstanding value beyond a corporations balance sheet for example,they can reinforce operations through cost savings,adaptation and resilience benefits,while generating stackable carbon andbiodiversity credits.Companies interested in investing in

35、 mangroves can explore Four Avenues or entry points:(1)Sustainability credit buying,(2)Supply chain offtaking,(3)Project development and(4)Ancillary engagement(see Figure 4).To ensure successful mangrove-positive investment,companies should leverage principles such as the High-Quality Blue Carbon Pr

36、inciples and Guidance and accompanying Practitioners Guide 2024,developed by the World Economic Forum and its partners.Additional principles for companies looking to invest in mangroves include the following:Successful project-level engagement places people at the core.Multi-stakeholder collaboratio

37、n unlocks more and better engagement opportunities.Sustainable mangrove investments ensure local communities are incentivized.Jurisdictional and landscape approaches maximize the value of interventions.Corporate coalitions improve market access toviable mangrove-positive investments.While a myriad o

38、f actors is needed to scale-up mangrove conservation and restoration globally,theprivate sector can play a crucial role by leveraging its operational and technical capacities.In doing so,companies will support global goals that benefit both their strategic values and the global community.Pressure on

39、 corporations to act for people,nature and climate is mounting.Mangroves offer powerful nature-based solutions while delivering economic gains.What is important now is the“how”.Investing in Mangroves:The Corporate Playbook5Introduction:Using this PlaybookTurning strategies into high-quality corporat

40、e action.This Playbook is aimed at corporations and organizations that are:Already committed to investing in projects with people,nature and climate-related goals,but are undecided on the types of investments that will best deliver on those goals.Ready to take mangrove-positive action now,in support

41、 of their climate and nature strategies.Looking to elevate the integrity and impact oftheir existing mangrove-positive action.Aiming to understand systemic interactions around mangroves,so they can make more informed decisions for mangrove-positiveaction.Exploring further opportunities for value cre

42、ation through corporate sustainability-related goals.The Playbook maps how mangrove-positive action can help companies deliver on their climate and nature-positive strategies and goals,and how that action can also benefit their broader economic strategies.Its aims are to catalyse corporate mangrove-

43、positive engagement,present potential avenues for action,help companies manage reputational risk in their sustainability claims,and support innovation around corporate and global goals for people,nature and climate.Essential readingBOX 1This Playbook builds on the foundations of three core publicati

44、ons that provide principles and guidance for corporate engagement in mangrove conservation and restoration:1High-Quality Blue Carbon Principles and Guidance(see Figure 1)Mangrove Breakthrough Financial Roadmap High Quality Blue Carbon Practitioners Guide(see Box 2)6Investing in Mangroves:The Corpora

45、te PlaybookHigh quality blue carbon principles and guidanceFIGURE 1Principles of high-quality blue carbon23415SafeguardnatureEmpowerpeopleEmploy the best information,interventions and carbon accounting practicesOperate locally and contextuallyMobilize high-integrity capitalSource:High-Quality Blue C

46、arbon Principles and Guidance.High-Quality Blue Carbon Practitioners Guide facilitates mangrove-positive actionBOX 2In February 2025,a partnership comprising Conservation International,International Blue Carbon Institute,The Nature Conservancy,Ocean Risk and Resilience Action Alliance(ORRAA),Salesfo

47、rce and the World Economic Forum published the High-Quality Blue Carbon Practitioners Guide 2024 to provide a resource that links market definitions of high-quality project development and financing with on-the-ground activities to improve a shared understanding of what constitutes“high quality”in b

48、lue carbon projects.The Practitioners Guide helps to foster more transparent and effective collaboration between corporations,project developers,investors and other stakeholders that can support high-quality mangrove-positive action.Corporations can leverage the Practitioners Guide to improve the qu

49、ality of their mangrove-positive action,better assess potential project quality and identify capacity gaps.Investing in Mangroves:The Corporate Playbook71The world is facing social and ecological crises asaresult of climate change,biodiversity collapse and social inequality.These intertwined crises

50、threaten human well-being through impacts to livelihoods,food security and public health,all of which have a disproportionate impact on marginalized communities.2 The interdependencies between society,biodiversity and climate demand that these crises be considered together,3 through holistic solutio

51、ns that support a just transition,which in the words of the United Nations(UN)Global Compact “ensures that environmentally sustainable economies are promoted in a way that is as fair and inclusive as possible to everyone concerned,creating decent work opportunities and leaving no one behind”.1.1 The

52、 case for mangrovesMangroves offer a powerful solution for the climate,nature and social crisesA systemic approach to investing in mangroves will maximize investment opportunity,value andimpact.One-third of the planets population lives within 100kilometres ofthe coast and they are among themost vuln

53、erable in the world.Investing in Mangroves:The Corporate Playbook8Datapoints underlining the urgency of simultaneous social and ecological actionBOX 3 Exceeding 3C global warming above pre-industrial levels is predicted to inflict losses worth at least 18%of global GDP by 2050.4 The current climate

54、trajectory could result in 132 million people falling into extreme poverty by 2030,5 2.8 billion people experiencing high or extreme water stress by 2040,6 1.2 billion more people becoming climate refugees7 and a 30%decline in average agricultural yields by2050.8 55%of global GDP equivalent to about

55、$58trillion is moderately or highly dependent on nature;9 meanwhile,current extractive economic models threaten further habitat loss.Costs of addressing biodiversity loss could double if delayed 10 years,adding at least$500 billion per year to the bill for addressing climate change.10 Leaders of Ind

56、igenous Peoples and local communities(IPs&LCs)have warned that the Global Biodiversity Frameworks 30 x30 target to protect at least 30%of land and sea by 2030 could lead to the biggest land-grab in history,if their land ownership and participation are not secured.11 The top four global risks over th

57、e next 10years,cited by respondents in the World Economic Forums Global Risks Report 2025,are:extreme weather events,biodiversity loss and ecosystem collapse,critical change to Earth systems and naturalresourceshortages.12Coastal ecosystems present multiple opportunities to address the crises affect

58、ing climate,biodiversity and sustainable development.One-third(2.75billion)of the planets population lives within 100 kilometres of the coast13 and they are among the most vulnerable in the world.Deteriorating coastal ecosystems put the livelihoods,food security,access to resources,land tenure and f

59、ishing rights of coastal communities at serious risk.Certain coastal ecosystems offer significant potential to deliver both local climate adaptation and global climate mitigation.These“blue carbon ecosystems”are defined by the UN as highly productive coastal ecosystems that are particularly importan

60、t for their capacity to store carbon,including mangroves,tidal marshes andseagrasses.14 Blue carbon ecosystems store three to five times more carbon per hectare than terrestrial forests;15 while 151 countries contain at least one of these blue carbon ecosystems,71 countries contain all three.16 The

61、conservation and restoration of blue carbon ecosystems also provide huge potential benefits to local communities.17 The combination of core benefits that blue carbon ecosystems offer people and nature represents a significant opportunity to address the climate and nature crises in a socially and eco

62、logically integrated way.Mangroves sequester carbon annually at a rate up to 10 x greater than mature tropical forests and store 3x to 5x more carbon per equivalent area than tropicalforests.9Investing in Mangroves:The Corporate PlaybookThe far-reaching benefits of mangroves for climate,nature,peopl

63、e and businessFIGURE 2Nature&biodiversityClimatemitigationClimateadaptationCarbonSequester carbon annually at a rate up to 10 x greater than mature tropical forests and store 3x to 5x more carbon per equivalent area than tropical forests.18 Hold 12 billion tonnes of carbon globally,19 out of 450 bil

64、lion tonnes of carbon held by the worlds vegetation.20Release more CO2/ha than any other type of forest when destroyed.21 BiodiversityAct as biodiversity hotspots that support 341 threatened or endangered animal species.265,700 plant and animal species across 21 phyla identified in Indian mangroves

65、alone.27,2848 birds,14 reptiles,1 amphibian and 6 mammals endemic to mangroves globally,with 40%of these facing extinction.29Provide nursery habitats and protection from predation for juvenile fish,important for supporting both biodiversity and fisheries.30 An estimated 80%of global fish populations

66、 are dependent on healthy mangrove ecosystems.31Adaptation&resilienceReduce intensity of tidal wave energy by 70%.22 Reduce flood depths by 15-20%(over 70%in some areas)during 1-in-100 year storms.23 5x more cost-effective as coastal defences against flooding and erosion than artificial defences.24

67、Flood damage would increase by an estimated 16%and$82 billion annually if remaining mangroves are destroyed.25 Protect people and infrastructure by strengthening soil conditions against erosion.Livelihoods&communitiesTourismThe Everglades National Park in Florida generates$135 million/year in touris

68、m revenues,supporting nearly 2,000 local jobs.46AquacultureAquaculture is the worlds fastest growing food production sector globally,with crustaceans comprising 21.5%of coastal and marine aquaculture;42 but shrimp aquaculture is a leading driver of mangrove deforestation.43 Restoration and managemen

69、t of mangroves increases catch for higher-value shrimps.44Integrating mangroves with shrimp aquaculture can boost yields and garner premium prices.45FishingSupport an estimated 2 million fishers in Indonesia alone.37,38 1%increase in mangrove loss results in decline in fishers income of up to 10%.39

70、Support the annual production of around 1.4 trillion commercially important fish,prawns,bivalves and crabs.40 Around one-third of all wild fish landings in South-East Asia are mangrove-dependent species.41 Gender equalityTypically fished more by women than by men but often not reflected in official

71、fisheries data collected by governments.47Gleaning activities(collecting aquatic animals and plants)by women provide important additional nutrition for families.48Food&water systemsWater treatmentAct as natural water filters for fertilizers,toxins and pollutants,lowering potential remediation costs.

72、33Salinity regulationDepletion of mangroves leads to increasing salinity of groundwater after seawater encroaches inland due to coastal erosion.34Reduce potential infrastructure repair costs.35 Reduce negative effects of salinity on agricultural yields.36Food securitySupport the four dimensions of f

73、ood security food availability,economic and physical access to food,food utilization and stability over time.32 Investing in Mangroves:The Corporate Playbook101.2 Challenges remain in capturing the full potential benefits offered by mangroves Half of all mangrove forests have been destroyed since 19

74、50.Of the estimated 147,000 km of mangroves that remain worldwide,half are under threat.Mangroves remain one of the planets most threatened ecosystems,despite their multitude of benefits for people,nature and climate.Half of the estimated 147,000 km2 of mangroves remaining worldwide are under threat

75、;49,50 50%of mangrove forests have been destroyed since 195051 and 17%of mangroves lost between 1996 and 2016 are not restorable.52 While the pace of mangrove destruction has slowed down,53 significant threats to mangroves remain,especially from sea-level rise and more frequent and severe weather ev

76、ents resulting from climate change.54 Clearing for aquaculture,rice and palm oil collectively accounted for 43%of mangrove destruction between 2000 and 2020;55 40%of mangrove ecosystems are now in protected areas56 and efforts to scale-up mangrove conservation and restoration have beengrowing.To sup

77、port and accelerate this work,blue-carbon stakeholders need to take the following priority actions,explored in more detail beneath:Project investability should be enhanced by clarifying project economics Government agencies should align on addressing land tenure issues Best practice should be follow

78、ed to navigate the complexity of coastal areas Stakeholders should coordinate to enable action and mitigate risks Investors expectations should align with local needs for project success Investors should leverage expertise to mitigate reputational riskProject investability should be enhanced byclari

79、fying project economicsMangrove conservation and restoration projects arenot being designed in a commercially investable manner,due to a lack of clarified revenue streams and understanding of investability criteria at the various stages of project maturity.By clearly communicating commercial value p

80、roposition requirements to project developers,investors can encourage a more economically successful,and thus scalable,market.Clarification of what“investable”means at each project stage will support overall investability,as will clarification of available revenue models that can monetize the benefi

81、ts that mangroves bring to people,nature and climate.Capacity building through investor-driven technical assistance programmes could work to enhance such clarification within project development.Government agencies should align onaddressing land tenure issuesLand tenure can be defined as“the relatio

82、nship,whether legally or customarily defined,among people,as individuals or groups,with respect to land”.57 Land tenure is especially complicated along coastlines,due to the natural variance of the intertidal zone,multi-layered legal claims,interdependencies,and often unacknowledged customary and co

83、llective tenure58 the latter of which is often a central issue shaping past injustices and conservation negotiations.In addition,governments do not have a standard approach to defining mangrove ecosystems,sometimes defining them as forests,sea-beds,neither or both,leading to misalignment of agency 1

84、1Investing in Mangroves:The Corporate Playbookjurisdictions to resolve mangrove land-tenure issues.These issues could be solved more swiftly if government agencies aligned to clearly define responsibility over jurisdictions relevant to mangroves and invited stakeholders with interests in those juris

85、dictions into planning processes.Best practice should be followed to navigate the complexity of coastal areasIntervening in coastal areas for conservation and restoration activities is complex for a number of reasons.There is the potential for overlapping terrestrial and marine-based regulatory juri

86、sdictions,which can lead to disjointed government strategy and policy for mangrove conservation and restoration.Coastal ecosystems are home to diverse stakeholders with potentially conflicting economic interests,presenting a significant challenge for governance.The hydrology of mangrove systems pose

87、s challenges in restoring ecosystem functions.The resulting complexity of coastal interventions therefore requires integrated cross-sectoral approaches and multifaceted community-led development projects.These projects must also consider the necessary balance of people,nature and climate factors tha

88、t address underlying drivers of degradation.59Datasets capturing local environmental,socio-economic,cultural and regulatory factors could help facilitate this work,but are largely unavailable for blue carbon ecosystems and coastal economies.60 To ensure that mangrove-positive projects consider all t

89、he complexities inherent in coastal areas,best practice guidelines should be followed,such as the Global Mangrove Alliances Best Practice Guidelines for Mangrove Restoration,as well as robust project-level carbon measurement methodologies such as those in the Blue Carbon Initiatives Coastal Blue Car

90、bon manual for assessing carbon stocks and emissions factors in mangroves.61Stakeholders should coordinate to enable action and mitigate risksEffective coordination and communication between public,private and philanthropic stakeholders at various levels is necessary to establish the required infras

91、tructure for successful and scalable mangrove-positive solutions.Stakeholder alignment and data sharing are important for proper risk assessment.To ensure that projects are of high quality,relevant stakeholders must align on a shared vision and principles,such as the High-Quality Blue Carbon Princip

92、les and Guidance,and establish effective learning and knowledge exchange platforms to support each others capacities in engaging in mangrove-positive action at varying levels.Investors expectations should align with localneeds for project success The local needs of blue carbon projects are unique to

93、 each context and are critical for the success of that project,due to the specific social,environmental,cultural and economic characteristics of each locality.To ensure the effective scaling-up of mangrove-positive solutions,it is essential to elevate and integrate these localized needs into investm

94、ent policies and duediligenceprocesses.However,the uniformity of project criteria that investors typically demand to reach economies of scale does not align well with blue carbon projects that need to gain the trust of Indigenous Peoples and local communities,as well as to ensure that project leader

95、ship builds on their knowledge andexperience.As a result,financiers looking to invest in mangroves must adjust their expectations and investment processes to allow for this increased level of localization and differentiation compared toinvestments into conventional solutions.The localized needs of b

96、lue carbon projects can be aggregated and mainstreamed through processes such as“fractal scalability”defined as“a way of achieving project scale that demonstrates how a combination of results from a larger number of smaller,localized projects can deliver more value than a singular,larger,generalized

97、 project.”62 One way to protect localized needs is to set caps on the scale or land area that a project can cover within its impact principles,otherwise projects canbecome so big that they lose the unique values of specific localities.Mangrove-positive markets and investment approaches must be kept

98、regionally relevant,with the importance of local partners reflected throughout investment processes to ensure projects remain faithful to local needs,accessibility,integrity and ultimate delivery.Investors should leverage expertise to mitigate reputational riskThere have been a number of challenges

99、to both the integrity and investment value of carbon-and nature-positive projects supported by private capital through global media,63 as well as challenges to the credibility of climate and nature solutions such as mangroves through misinformation and disinformation campaigns.As a result,investors

100、are hesitant to engage with climate and nature projects,due to the reputational risk of making sustainabilityclaims.64 To mitigate this risk,corporations can leverage resources that provide relevant expertise such as the High-Quality Blue Carbon Practitioners Guide,partner with organizations such as

101、 the Global Mangrove Alliance,and consider collaborating with high-quality project pipelines such as those associated with initiatives like the Mangrove Breakthrough,backed by the UNs High Level Climate Champions(see Box 4).65 Mangrove conservation and restoration projects are not being designed in

102、a commercially investable manner,due to a lack of clarified revenue streams and understanding of investability criteria at the various stages of project maturity.Investing in Mangroves:The Corporate Playbook12Corporations can improve the scientific rigour of their decision-making processes by regist

103、ering with standards organizations.For example,companies can reference:ICROA Endorsement for a selection of carbon crediting programmes independently assessed and endorsed by ICROA,based on a number ofcriteria to reinforce integrity.66 Precise monitoring and evaluation of outcomes(such as through Ve

104、riTree)67 to support the credibility of mangroves as climate and naturesolutions.While companies can outsource some reputational risk to standards organizations,they should remain vigilant,as some standards bodies have suffered reputational damage and may have conflicts ofinterest.68Nevertheless,wai

105、ting for the perfect solution is not an option.Corporations interested in mangrove-positive action have no choice but to act now,navigate the uncertainty,and lead and learn in the open69 to help build nascent markets,despite the absence of clear market standards and regulation.1.3 Governments should

106、 create enabling conditions that invite high-quality investmentGovernments can play an essential role in increasing investment into mangrove ecosystems and communities that depend on them,by creating the legal and policy frameworks within which projects can thrive and investors can feelconfident.To

107、support governments in this,the World Economic Forum launched the Blue Carbon Action Partnership(BCAP)with support from the UK Blue Planet Fund.Through BCAP,countries can create National Blue Carbon Action Partnerships(NBCAP).The NBCAP serves as a country-driven platform to coordinate stakeholders a

108、nd create national roadmaps for blue carbon action and finance,creating the enabling conditions to help de-risk investment in relevant projects.In Indonesia,the Philippines and Viet Nam countries that collectively account for 23%of the worlds total mangrove area70 NBCAPs under development highlight

109、the leadership of these governments in supporting a blended finance approach to increasing investment in mangrove ecosystems and their communities.Governments around the world are increasingly working to bolster mangrove conservation and restoration.Notably,the Mangrove Breakthrough(see Box 4),which

110、 has set global ambitions for mangrove conservation,restoration and related finance,is now endorsed by 36 national and subnational governments.Companies reading this Playbook can look to these geographies for enabling conditions to maximize corporate investment impact and scalability in blue carbon

111、ecosystems.Mangrove Breakthrough establishes global goalsBOX 4The Mangrove Breakthrough was launched at the UNs COP27 climate conference in Sharm el-Sheikh in 2022,in collaboration with the Global Mangrove Alliance and the UNs Climate High-Level Champions.This global initiative seeks to mobilize$4 b

112、illion and protect 15 million hectares of mangroves globally by 2030.The Mangrove Breakthrough brings together various stakeholders,including governments,non-governmental organizations(NGOs)and financiers to work collectively towards four goals:Reduce net mangrove losses driven by direct human actio

113、ns to zero.Restore mangroves to cover at least half of all recent losses.Double the protection of remaining mangroves,from 40%to 80%.Ensure sustainable,long-term finance forallexisting mangroves.71Key to meeting the goals of the Mangrove Breakthrough will be strengthening strategic partnerships betw

114、een governments,public and private financial institutions,NGOs and philanthropies behind the initiative.Corporate investment from multiple angles is essential to achieve the target to mobilize$4 billion for mangroves.Multi-stakeholder collaboration between corporations and other stakeholders is esse

115、ntial to ensure high-quality investment.The Mangrove Breakthrough aims to facilitate these actions for global mangrove-positive efforts.The Mangrove Breakthrough,which has set global ambitions for mangrove conservation,restoration and related finance,is now endorsed by 36 national and subnational go

116、vernments.Source:Mangrove Breakthrough.Investing in Mangroves:The Corporate Playbook131.4 Nexus approach:harnessing corporate action to deliver on people,nature,climate and business goalsScientists predict that,by 2050,the climate crisis will reduce global GDP by approximately 19%72 and average agri

117、cultural yields by 30%,73 while the biodiversity crisis puts 55%of global GDP(worth about$58 trillion)at risk.74 These crises will have profound impacts on corporations.Yet while 79%of companies have set climate-related targets,75 just26%report on nature-related indicators.76 There is a growing cons

118、ensus that companies can only achieve their net-zero goals through nature-positive action.77 Consequently,action on nature is likely to have nearly as big an influence on corporate strategy and governance as climate action.78 Leading companies will therefore look for high-value solutions that can de

119、liver on goals that benefit people,nature and climate,alongside commercial benefit to operations and value chains.The latest research takes a“nexus approach”to understanding how multiple crises such as biodiversity loss,water and food insecurity,health risks and climate change “interact,cascade and

120、compound each other in ways that make separate efforts to address them ineffective and counterproductive”.79 It is now well-established that focusing exclusively on climate commonly dubbed“carbon tunnel syndrome”can result in negative outcomes in other areas such as food or biodiversity.Consequently

121、,the solutions to such interconnected crises need to be equally integrated and coordinated,to deliver benefits to people,nature and climate over the long-term(seeBox 5).Nexus solutionsBOX 5In December 2024,the Intergovernmental Platform on Biodiversity and Ecosystem Services(IPBES)published itsThema

122、tic Assessment Report on the Interlinkages among Biodiversity,Water,Food and Health.Known as the Nexus Report,it represents a landmark scientific assessment of the complex interconnections between five“nexus elements”:biodiversity,health,water,food and climate change.It defines nexus solutions as“ac

123、tions or policies that can help advance governance and sustainable management of one or more elements of the nexus between biodiversity,health,water,food and climate change.”Mangrove-positive investments provide the kind of integrated opportunities to achieve these interconnected goals(see Figure 2)

124、.They enable companies to draw new,holistic insights from different thematic areas(e.g.impacts on people,climate,nature),decreasing the potential for sustainability claims to be undermined by the unconsidered adverse effects of interventions.Understanding mangrove-positive investments as nexus solut

125、ions also allows corporations to nest their interventions within existing company policies for“nexus elements”such as biodiversity,health,water,food and climate change,rather than establishing new policies for new,individualapproaches.Nevertheless,such interconnected climate and nature solutions may

126、 carry new risks for which mitigation strategies have not been fully developed.So this journey demands a willingness from corporations to channel their creativity,innovation and capital to the highest value solutions in the face of risk and uncertainty,if these solutions are tobesuccessful.For corpo

127、rations interested in mangrove-positive investment,there are three main questions to consider,addressed in the following chapters:1.Where can different types of companies start to turn their people,nature and climate commitments into mangrove-positive action?(see Chapter 2:Mapping systemic interacti

128、ons).2.What tools,methods and practices maximize the access to and value of mangrove-positive action?(see Chapter 3:Enabling high-quality corporate action).3.How can companies demonstrate leadership in taking high-integrity action that mitigates reputational risk and builds global momentum towards b

129、roader corporate action on climate and nature?(see Chapter 4:Key takeaways for successful corporate investment).This playbook will answer each of these questions,with examples of corporations and other partners currently engaged in efforts to support mangroves as a solution for people,nature and cli

130、mate.The Nexus Assessment reveals the deep interconnections between biodiversity,water,food,health and climate demonstrating that tackling these challenges together is our only path tosustainability.Source:WWF81Source:IPBES,2024.80of global GDPequivalent to around$58 trillionis at risk due to the bi

131、odiversity crisis65%Investing in Mangroves:The Corporate Playbook14Mapping systemic interactions to inform decisions and improve opportunities2Before embarking on any journey,it is prudent to study a map to determine the best start points and routes that journey could take.2.1 System Map for mangrov

132、e-positive corporate engagementWhen companies consider opportunities to engage in mangrove-positive action after they have established their broader social,nature and climate strategies such as those outlined in the World Economic Forums October 2024 insight report Nature Finance and Biodiversity Cr

133、edits:A Private Sector Roadmap to Finance and Act on Nature they may ask a basic question:Where do I start?By taking a systemic perspective,corporations and other stakeholders are best able to answer this question through a methodical exploration of different entrance points.To establish that system

134、ic perspective in the context of mangrove-positive corporate engagement,the System Map proposed at Figure 3 outlines corporate-relevant components around mangroves,engaged stakeholders and how they interact,where the money goes and key corporate intervention points,based around the following Four Av

135、enues orentry points:1.Sustainability credit buying2.Supply chain offtaking3.Project development4.Ancillary engagementInvesting in Mangroves:The Corporate Playbook15System Map for mangrove-positive corporate engagementFIGURE 3Regional jurisdictionBusiness modelsInfrastructure developersInput provide

136、rsLocal universitiesProject proponentsLocal financial institutionsLocal NGOsInvestment vehiclesRegional governmentInextricable linkInteractionAvenue for actionAdditional collaboratorsMarket access playersLocal jurisdictionProject developers Supply chain offtakers3Certification bodyCertification body

137、Certification body2 Sustainability credit buyers14Ancillary corporate engagementPhilanthropiesFinancial institutionsInsurersAlliancesNGOsMangrovesIPLCsNote:For more detail on the stakeholders and elements included in this System Map,see Table 1.16Investing in Mangroves:The Corporate PlaybookComponen

138、ts and interactions of the mangrove-positive System MapTABLE 1Mangroves Ultimate targeted beneficiary of mangrove-positive interventions,in addition to Indigenous Peoples and local communities(IPs&LCs).Indigenous Peoples and local communities (IPs&LCs)Inextricably linked to mangroves in numerous soc

139、ial,cultural,economic and environmental ways.Necessary leaders and partners for any successful mangrove-positive intervention.Business models Must incorporate both mangroves and IPs&LCs in a combined manner.Owned by project proponents and include all types of commercial and non-commercial arrangemen

140、ts that provide a vehicle for mangrove-positive engagement,either directly or indirectly.Can include those within established supply chains,infrastructure projects,SMEs,carbon crediting projects and insurance schemes.Project developers Include any stakeholders that directly develop mangrove-positive

141、 projects and business models themselves orparticipate directly in projects by integrating them into their business models(e.g.infrastructure,supply chains,input providers).Follow a multi-step process to test the feasibility of business models and can,if appropriate,construct and own them.Partner wi

142、th IPs&LCs from the outset to ensure project integrity,local adaptability and IP&LC leadership.Often private companies that employ:Local NGOs for project development activities,especially to leverage longstanding trusted communityrelationship.Local universities for expedited research permits,local c

143、apacity and knowledge,and receive capacity andproject information in return.Certification bodies to validate the integrity of their business models.Certification body Responsible for the verification of data and claims and for the validation of a blue carbon ecosystems effectiveness in storing carbo

144、n,thus validating the quality of blue carbon credits.Represent impartiality in the system,playing a crucial role in investing,monitoring and transparency.Local NGOs Hired by project developers as they are often the stakeholders most trusted by communities,have existing andlong-standing relationships

145、 with community members,know appropriate experts that are crucial to the projectdevelopment process,and can help ensure project integrity.Local universities Engaged by project developers to provide capacity for scientific measurements of feasibility assessments andproject outcomes,as well as engagem

146、ent processes for IPs&LCs.Partnering with local universities for project feasibility assessments can expedite access to research permits.Project proponents Owners of the project,these may or may not be the project developer.Ideally they are a local entity to ensure long-term commitment and knowledge

147、 of the local environment and local communities.Input providers Can be defined as stakeholders(e.g.seed/feed providers,nurseries,hatcheries)that enable the business models ongoing operations.Provide seed,feed and technical training for business models that are dependent on such inputs(e.g.mangrove-p

148、ositive aquaculture,agriculture,reforestation).Receive payment from business model owners or market accessplayers.Can play a pivotal role in supply chain financing,risk assessment of business models,ensuring sustainable inputs to help qualify for sustainability certifications,and technical training

149、required to upgrade business models or meet sustainability certification requirements.Local financial institutions Include local commercial banks,credit unions,central banks and cooperatives.Provide critical funding and technical assistance at the project level and attract international financiers b

150、y de-risking projects through grants and leveraging local,often informal,knowledge that improves risk assessments.If mangrove-positive business models do not meet national or international standards,local banks can help them meet those standards by bundling them together through a portfolio approach

151、 to increase the ticket size and de-risk the models in aggregate(as long as each individual project is sufficiently de-risked on its own to avoid riskamplification).Investing in Mangroves:The Corporate Playbook17Infrastructure developers Both public and private infrastructure developers,who particip

152、ate directly in mangrove-positive projects by integrating them into their business models(e.g.through nature-based solutions)and ensuring that infrastructure development conserves and restores mangroves in project areas.Can play key roles in providing the necessary shared infrastructure that enables

153、 access to business models through jurisdictional approaches(defined in section 3.4)and supports the needs of both mangroves and IPs&LCs.Receive a financial or impact return.To ensure the effectiveness of infrastructure,those maintaining it require ongoing support,education and training.Investment v

154、ehicles Financial instruments or structures used by individuals,institutions or organizations to allocate capital with the aim of generating returns or achieving specific investment goals.Regional governments Provide necessary regional support and regulation,receiving taxes in return.Help de-risk ma

155、ngrove-positive action by providing clear and stable regulation,an enabling environment andconcessionary capital.Sustainability credit buyers Purchase sustainability credits such as carbon credits,biodiversity credits,stormwater credits and more,to invest directly into business models that are based

156、 on natural capital restoration and/or conservation.Interact with multiple certification bodies,for example to verify and validate credits on a market and ensure socio-economic considerations are applied with care.Sustainability credits have a unique role in enabling commercial viability of business

157、 models in more remote areas,where conventional logistical supply chains can be costly and/or unfeasible.Market access players Stakeholders such as processors,middlemen,domestic retailers,traders and others that enable the business models product to reach market.Receive financial and/or impact retur

158、n from supply chain buyers.Play a key role in providing advance market commitments that de-risk business models and influence production activities(including certification processes).Critical to supply chain transparency as they interact with certification bodies,often necessary for supply chain off

159、takers and business models to achieve a sustainable product certification.Supply chain offtakers Purchase product from market access players and sell to consumers,or consume the product themselves.Play a key role in providing advance market commitments that de-risk business models and influence prod

160、uction activities,including certification processes.Philanthropy,NGOs,finance,insurance and alliances Provide multiple points and methods of support for mangrove-positive action,including capacity building andproject team training.The detailed roles of these components are varied and beyond the scop

161、e of this report,and in many cases warrant their own engagement maps.Components and interactions of the mangrove-positive System Map(continued)TABLE 1With a System Map like the one at Figure 3,companies can:Better assess the materiality of existing and potential interactions,including which interven

162、tion opportunities match their values and strengths.Understand and expand the transformative potential of their interactions,while better avoiding unnecessary risks and trade-offs of those interactions.Identify and encourage innovative value creation opportunities and valuable multi-stakeholder part

163、nerships.Better frame the need for necessary policy change that will enable further corporate mangrove-positive action.When companies see their role within the framework of actors involved in mangrove action,this holistic view that caters to people,nature and climate supports high-quality action and

164、 avoids maladaptation that can result from too narrow a focus,maximizing the beneficial outcomes for corporations while avoiding integrity issues.82On a broader level,having a map of the entire system can support an understanding of what is possible for each stakeholder to do,expose untapped collect

165、ive value opportunities,outline which interventions are most marginally beneficial,reinforce the need for multi-stakeholder collaboration,and support the monitoring and evaluation of interventions.Investing in Mangroves:The Corporate Playbook18Nature strategies as foundations for actionBOX 6To ident

166、ify where their material impacts and dependencies are for nature,businesses can establish nature strategies,such as those outlined in the World Economic Forums insight report Nature Finance and Biodiversity Credits:APrivate Sector Roadmap to Finance and Act on Nature.Tools like heatmaps can highligh

167、t those dependencies and impacts illustratively,better enabling businesses to decide which actions to prioritize,based on relevant action entrance points such as those in the System Map(Figure 3).Databases,including the Taskforce for Nature-related Financial Disclosures(TNFD)Tools Catalogue,can prov

168、ide more resources for companies looking to assess the materiality of specific natural ecosystems such as mangroves,before taking further action.2.2 Mapping the system ensures opportunities andtrade-offs are identified from the startTo use the System Map,corporations should take as fundamental an ap

169、proach as possible when mapping their potential mangrove-positive actions,engaging with key players and considering potential impacts.Anevaluative approach is suggested in Box 7 below.Corporations should connect with expert organizations such as the members of the GlobalMangrove Alliance for capacit

170、y building andtechnical expertise.1.Given your existing social,nature and/or climate strategies,which societal,environmental and economic values do youseek to achieve through your action?2.Where are your operations located within the System Map?Which areas can you directly and indirectly influence?a

171、.Leveraging your firms nature strategy,where are your operations impacting or dependent onmangroves?b.What are the opportunities to support mangroves and communities within existing operations?Can your business models be integrated withmangroves?3.What actions can you take and/or are uniquely placed

172、 to support mangrove-positive agendas?Are there stakeholders unique to each action?a.What are the risks and value creation opportunities for each identified action?b.Are there identified bottlenecks to mangrove restoration and conservation in the system context that you can support(e.g.scarcity of m

173、arket access players,technological support)?c.How can you use existing skills and assets tomove relevant business models forward?d.What are the relevant upstream influence opportunities that can catalyse necessary downstream action?e.What are the mangrove-positive opportunities outside your value ch

174、ains that could help you reach your strategic objectives?4.Which of the Four Avenues for action Sustainability credit buying,Supply chain offtaking,Project development and Ancillary engagement is most suitable for your business capabilities,values and strengths?a.Which external initiatives or projec

175、ts can you connect with for the opportunity to take that action now?5.How do your internal policies enable or inhibit your desired actions?6.Which stakeholders can you engage or partnerwith to fill any gaps or constraints foryou to take those actions successfully andprudently?Evaluative approach to

176、mapping corporate mangrove-positive actionsBOX 7Investing in Mangroves:The Corporate Playbook192.3 Four Avenues for corporate mangrove-positive actionCorporations can become involved in mangrove-positive initiatives through Four Avenues or entry points,summarized in Figure 4 and explored further in

177、this section:(1)Sustainability credit buying,(2)Supply chain offtaking,(3)Project development and(4)Ancillary engagement.Four Avenues for corporate mangrove-positive actionFIGURE 4CertificationbodyCertification bodyCertification bodyMarket accessplayersLocal universities and NGOsSystemicbottlenecksE

178、nabling mangrove-positive business modelsDiverse value chainsSustainable production and harvestingSustainabilitycreditsSustainability credit buyers1Supply chainofftakers2Projectdevelopers3Ancillaryengagement4Investing in Mangroves:The Corporate Playbook20Avenue#1 Sustainability credit buying Example

179、s of relevant business modelsCarbon creditsBiodiversity creditsStormwater retention creditsResilience creditsCompanies that buy carbon,biodiversity,stormwater retention orresilience credits directly inject capital into sustainability activities.While carbon credits are the most advanced,biodiversity

180、,stormwater retention and resilience credits are maturing quickly and are particularly relevant for mangrove conservation and restoration.However,before purchasing mangrove-positive carbon or biodiversity credits,corporations should take the following necessary steps towards reducing their impacts o

181、n nature and climate:Follow the mitigation hierarchy:83 a.Take steps to avoid creating impacts.b.Minimize the extent of impacts that cannot be avoided.c.Restore ecosystems damaged by corporate impacts.d.Only then purchase offsets or credits to compensate for any residual,adverseimpacts.To facilitate

182、 this process,companies can formulate science-based net-zero and nature-positive targets that align with the Paris Agreement and the Kunming-Montreal Global Biodiversity Framework.Buying sustainability credits allows companies to further contribute to climate-,nature-and people-focused actions,drivi

183、ng additional positive impact beyond their immediate operations.It is important to signal demand for high-quality verified credits through the purchase process,which can be done by ensuring credits and underlying projects meet the High-Quality Blue Carbon Principles and Guidance.Biodiversity credit

184、quality can be supplemented through the High Level Principles to Guide the Biodiversity Credit Market.84 This can alsohelp spur high-quality pipeline generation.To ensure integrity while making such purchases,corporations can perform their own project-specific due diligence,if they have the appropri

185、ate capacity,supplemented by the High-Quality Blue Carbon Practitioners Guide 2024 and the World Economic Forums 2024 community paper,Biodiversity Credits:A Guide to Identify High-Integrity Projects.85 Corporations can also make use of resources from the Global Mangrove Alliance or Fair Carbon.Alter

186、natively,they can hire an external consultant or third-party verifier to conduct due diligence onprojects.Corporate credit buyers should include in their portfolio early projects or engage with facilities that cater to early-stage projects,as they offer companies the opportunity to help grow those p

187、rojects in line with corporate targets,and help ensure they meet high quality criteria.By offering project developers advance purchase agreements for sustainability credits,companies can play a critical support role in project development,especially if they act as a primary buyer,offer a premium pri

188、ce or provide pre-feasibility funding.This supportive action is magnified if taken when the requested price for carbon credits is above the current demand price,or when the project is in early development stage.86 In addition,companies can assume various carbon financing roles to support credit-gene

189、rating projects.Importantly,when purchasing high-quality blue carbon credits,corporations are also purchasing benefits to local communities,while supporting biodiversity,coastal resilience and benefits such as improved water quality.As such,carbon credit pricing should reflect this.Pricing of carbon

190、 credits that includes the full value of the projects scope enables developers to properly establish projects and include core people,nature and climate benefits,which in turn increase the value of the project and likelihood of long-term delivery.By offering project developers advance purchase agree

191、ments for sustainability credits,companies can play a critical support role in project development,especially if they act as a primary buyer,offer a premium price or provide pre-feasibility funding.Investing in Mangroves:The Corporate Playbook21CASE STUDY 1Vida Manglar project,Colombia more than car

192、bon creditsThe Vida Manglar project is preserving 11,000 hectares of mangroves in Cispat Bay,on Colombias Caribbean coast,and was the first blue carbon project in the world to fully measure and monetize mangrove carbon storage using methodologies certified under the Verified Carbon Standard.For Appl

193、es Earth Day 2018 Give Back campaign,Apple partnered with Conservation International to protect and restore the 27,000 acre mangrove forest in Cispat Bay.The project is a pioneering cross-sector public-private-philanthropic partnership,which reinvests up to 92%of its revenue from blue carbon credits

194、 in the local community and conservation activities.These funds support biodiversity monitoring,community-driven restoration efforts and sustainable livelihoods,including ecotourism and women-led beekeeping ventures.By engaging local mangrove associations,the project enhances environmental stewardsh

195、ip and empowers communities economically.Partners:Corporate:Corporacin Autnoma Regional de los Valles del Sin y del San Jorge,Apple NGO:Conservation International Government:Columbias Ministry of Environment andSustainable Development Philanthropic:Omacha Foundation Academic:Instituto de Investigaci

196、ones Marinas y Costeras(INVEMAR)Source:Conservation International.87Investing in Mangroves:The Corporate Playbook22Avenue#2 Supply chain offtakingSupply chain offtakers that integrate mangrove conservation or restoration activities into a corporations supply chain provide both a market signal and fi

197、nancial capital for mangrove-positiveinterventions.Commercially established supply chains that have either existing or potential interactions with mangroves can provide powerful,long-lasting investment into mangroves as well as sending demand signals for mangrove-positive action.For companies that u

198、se products in their supply chains that interact with mangroves or have the potential to do so in the future,there is an opportunity to shift supply chains to become mangrove-positive through specifications in offtake agreements that explicitly prohibit mangrove destruction or reward mangrove conser

199、vation and restoration.Specifications can also prohibit purchases from supply chains that have net-negative effects on mangroves after an agreed cut-off date.Effective transparency along the supply chain is needed to ensure supply chain purchases follow these specifications.In many cases,additional

200、financial,technological or social support is needed to ensure that transparency.Through offtake agreements of mangrove-positive products,including those sourced through jurisdictional and landscape approaches(discussed in section 3.4),corporations can support mangrove-positive markets by creating co

201、nfidence in the demand for such product.Certainty of demand will incentivize producers and manufacturers to transition their operations tobecome mangrove-positive.By leveraging the influential nature of offtake agreements on upstream stakeholders,such as producers and market access players,corporati

202、ons can also help unlock bottlenecks unique to specific localities and supply chain dynamics,such as formalized land tenure or regulatory inefficiencies.Companies can design offtake criteria to include impact targets that address such bottlenecks,as well as criteria developed by the local community(

203、via fractal scalability)for people,nature and climate goals.Technical assistance can play a key role in enabling offtake agreements to incorporate mangrove-positive elements,by funding jurisdictional shared infrastructure and resources(e.g.laboratories,communication platforms for disease outbreaks,w

204、ater management,improved roads,transparent pricing platforms)that are fundamental to successful sourcing through those agreements.For corporations with philanthropic arms,funding such shared infrastructure through technical assistance can provide attractive opportunities for the commercial business

205、by improving accessibility to high-quality and sustainable products.Certainty ofdemandwill incentivize producers and manufacturers to transition their operations tobecome mangrove-positive.Examples of relevant business modelsWild-caught fisheriesShrimp aquacultureSalt productionTimber harvestingSalt

206、water agricultureRice cultivationInvesting in Mangroves:The Corporate Playbook23CASE STUDY 2Ecuador building deforestation-free shrimp supply chainsIn Ecuador,WWF works with the Cmara Nacional de Acuacultura(Ecuadors National Chamber of Aquaculture,or CNA)to increase the transparency and traceabilit

207、y of Ecuadors farmed shrimp supply chains and decrease the environmental impact of farmed shrimp production.In October 2022,CNA members made a national-level commitment to mangrove conversion-free production.The Seafood Task Force(STF)is an industry-led platform that includes some of the worlds larg

208、est producers,traders and buyers of farmed shrimp and tuna.STFs members have committed to changes in production and sourcing practices that include mangrove conversion-free farmed shrimp in multiple countries,especially Thailand.Clark University has spent the last 10 years building a set of publicly

209、 available maps that document coastal habitat change in the 17 countries where significant mangrove habitats have collided with farmed shrimp production.CNA and its government counterparts have agreed with Clark University to use its maps to measure whether Ecuadors shrimp industry is adhering to th

210、e CNAs conversion-free shrimp commitments.The maps are also being used by STFs membership in Thailand.The three initiatives above are driven by a range of incentives that are important to the shrimp industry,including market access,market differentiation,product health,inventory tracking,reputationa

211、l risk,and the prospect of both ecological and economic benefits in maintaining nearby oradjacent mangrove stands.Partners:Corporate:Seafood Task Force(industry-led platform)NGO:World Wildlife Fund(WWF)Government:Cmara Nacional de Acuacultura,Ecuador Philanthropic:Gordon and Betty Moore Foundation A

212、cademic:Clark UniversitySource:Gordon and Betty Moore Foundation.Investing in Mangroves:The Corporate Playbook24Avenue#3 Project development This is when corporations become directly involved in developing mangrove-positive business models,pursuing mangrove conservation and restoration projects,or i

213、ntegrating the above into existing operations through“carbon insetting”.Corporations can participate directly in mangrove-positive project development through their in-house project development capacities.This avenue supports the supply of high-quality projects,allows companies to work in their prio

214、rity geographies and de-risks their future mangrove-positive investment.Direct project development also provides opportunities to converge people,nature and climate goals and include other targets that align with a companys internal objectives.However,this avenue requires in-house mangrove and commu

215、nity development expertise,or partnering with expert project-level organizations.88 This approach can help overcome common project development barriers.For example,to address the lack of funding for pre-feasibility project work,corporations can establish deposit accounts,which the project developer

216、can utilize at pre-defined stages to move the project to the next milestone.Companies can also provide concessionary capital to pay for certification costs.Corporations can reduce emissions in their own supply chains by carbon insetting defined by the International Platform for Insetting as“interven

217、tions along a companys value chain that are designed to generate GHG emissions reductions and carbon storage,and at the same time create positive impacts for communities,landscapes andecosystems.”89Developed with partners along their value chain and tailored for the operations and impacts of the com

218、pany,insetting enables corporations to:Work towards climate targets.Secure long-term sourcing by providing adaptation services.Increase supplier resilience.Deliver products to consumers that support holistic people,nature and climate benefits.90Coastal and marine ecosystems are significantly and inc

219、reasingly impacted by infrastructure investments,given that many coastal areas of the world lack adequate infrastructure for basic community needs.91 By integrating mangrove-positive business models with green-grey coastal construction approaches,92 corporations can enhance the effectiveness of infr

220、astructure through cost savings,improved resilience and other ecosystem services that support value-chain operations,while supporting mangrove habitats.93 Meanwhile,nature-based solutions can protect,manage and restore natural or modified ecosystems,address societal challenges and provide human well

221、-being and biodiversity benefits.94 Embedding these solutions within infrastructure has the potential to make that infrastructure more resilient to climate change effects and add longer-term value toinfrastructureassets.95 Embedding mangrove-based solutions within infrastructure has the potential to

222、 make that infrastructure more resilient toclimate change effects and add longer-term value to infrastructure assets.Examples of relevant business modelsWild-caught fisheriesShrimp aquacultureEcotourismSalt productionTimber harvestingSaltwater agricultureRice cultivationOnshore renewable energy gene

223、rationPublic infrastructure resilienceInvesting in Mangroves:The Corporate Playbook25CASE STUDY 3Blue Carbon Plus accelerating innovative blue carbon-positive business modelsLed by Conservation International and The Nature Conservancy,with support from partners including the Mangrove Breakthrough an

224、d the Global Mangrove Alliance,Blue Carbon Plus(BC+)is a first-of-its-kind collaboration that accelerates innovative early-stage and community-led business models that integrate ecosystem protection and production goals.BC+also seeks to secure funding for coastal conservation by engaging with govern

225、ments,local stakeholders and financial institutions.BC+focuses on developing regenerative blue carbon business models that enhance healthy ecosystems,increase revenue generation and enhance ecological function,while minimizing disturbance to blue carbon ecosystems.BC+achieves this by identifying and

226、 scaling-up successful business models and encouraging widespread adoption through grants and technical assistance for implementing partners.Through this model,local communities will protect nature because coastal habitat conservation and restoration are afundamental part of their business.By 2050,t

227、he programme aims to:Conserve and restore up to 16.9 million hectares ofmangroves,seagrasses,tidal marshes and kelp.Achieve climate benefits of up to 2.2 gigatonnes(Gt)ofCO2-equivalent sequestered.Increase incomes for over 50 million people.Partners:Alliances:Mangrove Breakthrough,Global Mangrove Al

228、liance NGOs:Conservation International,The Nature ConservancySource:The Nature Conservancy.96Investing in Mangroves:The Corporate Playbook26Avenue#4 Ancillary engagementThis comprises corporate action that supports the first three avenues of action through indirect means,addresses systemic bottlenec

229、ks or involves capacity-building partnerships.Corporations can also take mangrove-positive action by enabling and improving mangrove conservation and restoration outside direct project development or their own supply chains.This can include investing in financial vehicles that are structured to fund

230、 mangrove-positive business models or relevant innovations,or financing intermediaries to structure projects and transactions.Companies may offer in-kind support such as technology for data sourcing,baselining and governance.Corporations can also provide ancillary support to generate carbon credits

231、for example,by investing in early-stage credit-generating projects prior to credit issuance,engaging in intermediary credit buying and supporting market liquidity through exchange platforms.97CASE STUDY 4Public-private collaboration in the Philippines protects biodiversity corridorsIn the Philippine

232、s,a recent Memorandum of Understanding between the Department of Environment and Natural Resources,Department of Energy and major private sector players,including Aboitiz Equity Ventures,San Miguel Corporation and Metro Pacific Investments,underscores the integration of financial strategies into env

233、ironmental protection in the Verde Island Passage.The passage includes 1.14 million hectares of coral reef,mangrove and seagrass habitats and possesses a unique abundance of marine life.It provides livelihoods to millions of people through fishing and ecotourism,serves as a major commercial shipping

234、 channel and houses significant industrial complexes along part of its shoreline.Private corporations are committing substantial financial resources to achieve objectives such as establishing marine science research stations and transitioning to low-carbon development,which directly benefits mangrov

235、es and other coastal ecosystems.Additionally,the partnership emphasizes investment in inclusive platforms that improve the livelihoods of coastal communities.By protecting mangroves,which act as natural barriers and biodiversity hubs,the private sector is helping to secure the fisheries and tourism

236、industries that many local economies depend on.These efforts ensure that economic gains from the Verde Island Passages resources are reinvested into conservation and community welfare,creating a cycle of sustainable financial support for the region.Partners:Corporation:Aboitiz Equity Ventures,San Mi

237、guel Corporation,Metro Pacific Investments Government:Department of Environment and Natural Resources,Department of Energy,Philippines Examples of relevant business actionsInvesting into mangrove-positive financialvehiclesBiodiversity identificationSite protectionConnecting project areas through bio

238、diversitycorridorsCertification of projects and creditsMonitoring and evaluation technologyEstablishing facilitation platforms for conservation and restoration,market exchangeand matchmakingSource:Philippine News Agency.98Investing in Mangroves:The Corporate Playbook272.4 Tools for corporate engagem

239、entOnce a company has worked through the Systems Map to select its preferred entry point and route,it will require a toolbox for corporate engagement to take on the journey(see Table 2).Core business operationsExplore existing and potential points of interaction with mangroves within core business o

240、perations,especiallythose operations with impacts and dependencies on nature(as per corporate nature strategy)and shift those interactions to become mangrove-positive.Financial support seeking financial returnPurchase high-quality carbon credits from or invest return-seeking financial capital direct

241、ly into mangrove-positive projects or financial vehicles that support the development of such projects.Corporations should ensure credits are verified or engage a third-party verifier to avoid greenwashing.Financial support seeking impact return(including corporate social responsibility)Provide conc

242、essionary financial capital or grants directly to mangrove-positive projects,financial vehicles or broad enablers that support thedevelopment of such projects.In-kind supportExplore which capacities and capabilities companies have in-house that are relevant for the development ofmangrove-positive pr

243、ojects and provide supporting services to such projects and initiatives accordingly.Societal influenceLeverage corporate influence to advocate for government mangrove-positive policies and promote the importance of mangrove-positive business models,themes and knowledge to support a broader uptake wi

244、thothercorporations of mangrove-positive efforts.Peer-to-peer actionChampion mangrove-positive efforts and share learnings with peers.Corporations can combine efforts with their peers to share responsibility for conservation efforts and establish demand signals for mangrove-positive products from re

245、levant supply chains.The 1t.org Corporate Alliance operates as a community forpeer-to-peer exchange tosupport action.Employee activitiesSupport employee-led initiatives that connect with mangrove-positive action.Toolbox for corporate engagementTABLE 2Investing in Mangroves:The Corporate Playbook28En

246、abling high-quality corporate action3Pioneers of mangrove-positive action have helped generate hard-earned insights.Companies should do their best to embody them.This chapter outlines principles that companies should consider when engaging in mangrove-positive action to:3.1 Successful project-level

247、engagement places people at the coreHigh-quality projects involve deep engagement with Indigenous Peoples and local communities connected to the project site.99 IPs&LCs have successfully managed landscapes for many generations,and hold a repository of valuable local knowledge with the potential to s

248、upport successful mangrove conservation and restoration.Indeed,mangrove-positive initiatives that leverage and support pre-existing traditional management systems tend to be more successful.100 Such knowledge is crucial to addressing underlying drivers of destruction and degradation,understanding di

249、verse stakeholder interests within local communities and identifying conservation methods that are most effective for the local area.Mangrove-positive interventions that are equitable for IPs&LCs and meet their socio-economic and well-being needs are most effective.This is especially true for biodiv

250、ersity solutions,as well-being,governance and conservation effectiveness are linked.101 It is therefore imperative for corporations investing in mangroves and communities to understand and support the specific role of IPs&LCs within such solutions for them to be successful and ensure that clear prop

251、erty rights are secured for IPs&LCs prior to full engagement.To secure the benefits of IP&LC leadership for project-level engagement of mangrove-positive action,a comprehensive participatory process Mangrove-positive initiatives that leverage and support pre-existing traditional management systems t

252、end to be more successful.Increase the value,decrease the risk and ensure the long-term success of their interventions.Improve access to high-quality investment opportunities.Leverage collaboration opportunities for increased impact.29Investing in Mangroves:The Corporate Playbookshould be followed,t

253、o ensure that IPs&LCs are fully bought-in to the project.Projects should work with community leadership to identify mutually valuable targets for the project,which will in turn lead to more effective and successful mangrove-positive action.Additional complexities include the following:Community lead

254、ership does not always represent the best interests of the community orlandscape.102 Reporting requirement formats may have to be modified to match IP&LC practices and locallanguages.103 How authority is exercised within sustainability programmes is more appropriate than who holds authority.104 Gove

255、rnance is an ongoing process of negotiated interests and should be culturally appropriate and locally led where possible;this often goes beyond guidelines within existing policies and programmes.105 While deep IP&LC engagement is essential to effective projects,companies and organizations must ensur

256、e they do not place excessive“cultural load”(i.e.demands for consultation and project responsibility that may be at odds with cultural norms)on IPs&LCs,which can cause discomfort,stress and strain and can exacerbate past cultural tensions.106Corporations involved in project development should invest

257、 in trust-based relationships and maintain rapport with IPs&LCs through regular in-person meetings,from the visioning stage of project development through to implementation(see Table 3).Corporations should work directly with project developers,NGOs and local universities with long-standing relations

258、hips in the project area to facilitate meaningful and trusted engagement with IPs&LCs,both to ensure high-quality projects and to accelerate the project development process.3.2 Multi-stakeholder collaboration unlocks more andbetter engagement opportunities3.3 Sustainable mangrove investments ensure

259、local communities are incentivizedThe urgent need for combined people,nature and climate solutions requires a collaborative approach.Multi-stakeholder collaboration is an important enabling condition for scaling-up mangrove-positive action,whether that involves creating broader project coalitions or

260、 capacity building between partners to enhance a shared understanding of opportunities and challenges.Corporations should seek such collaboration to successfully implement sustainable business practices,ensure streamlined and aligned policies,and de-risk finance over the long-term.Public-private-phi

261、lanthropic partnerships(4Ps)enable the private sector to advance their investment activities,while philanthropies de-risk,test and offer security on those investments,and the public sector creates a positive enabling environment.Through 4Ps,early-stage investors get to build capabilities and thought

262、 leadership alongside the investment process,later investors can deploy seed capital and other resources,while partners can target new areas for projectintervention.Establishing a System Map(Figure 3)is a helpful first step in planning for any mangrove-positive action to ensure all relevant stakehol

263、ders areengaged.Socio-economic incentives have a front-and-centre role to play in the long-term success and practical effectiveness of mangrove-positive initiatives,by ensuring that the potential value of Indigenous Peoples and local communities to projects is included.Socio-economic incentives can

264、include upfront cash payments for project engagement,economic shares of project upside,job creation and stability of worker compensation.To design effective incentives for a project,the interests of project proponents should be understood,especially the interests of IPs&LCs,which may include livelih

265、oods and family needs.Any engagement mustappropriately consider the economic vulnerability ofIPs&LCs.IP&LC incentives should also reflect values beyond socio-economics and include a holistic and contextually adaptable definition of well-being,which includes income,assets,health,security Projects sho

266、uld work with community leadership to identify mutually valuable targets for the project,which will in turn lead to more effective and successful mangrove-positive action.Investing in Mangroves:The Corporate Playbook30and subjective social,cultural,psychological,political and institutional factors a

267、ll of which are increasingly recognized as potential positive drivers to support conservation.107 In a similar manner,project governance and IP&LC well-being are intertwined,since having agency in projects is another aspect of well-being.108Community benefit-sharing agreements are critical social-ec

268、ological-economic drivers that provide important links between international and local communities.The benefits that are shared should be decided in a comprehensive,participatory approach and can take the form of non-monetary aspects,such as education and shared infrastructure.Aside from actual proj

269、ect activities,IPs&LCs should be compensated for land-use,local ecological knowledge contributing to the project,the risk of changing jobs and consultation requests during project development stages.109,110There is no existing consensus for best practice when reviewing community benefit-sharing for

270、mangrove-positive projects,but corporations should nonetheless ensure expert organizations are consulted when formulating approaches to benefit-sharing.CASE STUDY 5Multi-stakeholder collaboration for urban mangrove conservation in IndonesiaIn Indonesia,the Taman Wisata Alam(TWA)Angke Kapuk mangroves

271、 in North Jakarta have become a focal point for innovative collaborative financing and investment mechanisms aimed at balancing conservation with urban development.Public-private partnerships and innovative financing have been instrumental in supporting mangrove conservation and ecotourism developme

272、nt.One prominent example is Pertamina,Indonesias state-owned oil and gas company,which funds mangrove planting programmes,focusing on rehabilitating degraded areas and educating local communities about the importance of coastal ecosystems.Additionally,the UBS Optimus Foundation has brought its colle

273、ctive impact philanthropic model to the region,collaborating with local organizations to fund results-orientated mangrove reforestation and livelihood programmes,emphasizing measurable impacts such ascarbon sequestration and biodiversity restoration.Revenues generated from ecotourism are reinvested

274、into conservation,while programmes such as those from Pertamina and UBS Optimus help build local capacity and ensure long-term ecological and economic benefits.This multi-stakeholder approach positions TWA Angke Kapuk as a leading example of urban mangrove conservation through innovative financing a

275、nd collaboration.In total,over a dozen private entities have been involved in various capacities.Partners:Corporate:Pertamina Philanthropic:UBS Optimus Foundation3.4 Jurisdictional and landscape approaches maximize the value of interventionsA landscape approach,according to CDP,aUS environmental non

276、-profit organization,is“a place-based management approach that involves stakeholders collaborating in a landscape to advance shared sustainability goals and build resilience.It aims to reconcile and optimize social,economic and environmental objectives across many economic sectors and land uses”.112

277、Jurisdictional approachesdiffer from landscape approaches in that they are“aimed at advancing shared sustainability goals in landscapes defined by administrative boundaries of subnational and/or national governments.Also,this approach is implemented with a high level of government involvement compar

278、ed to landscape approaches”.113Corporate mangrove-positive investment can be bolstered through the use of jurisdictional and landscape approaches,which bring benefits such as partnerships and cost reductions,diversification,improvements in risk management and maximization of positive social and envi

279、ronmental impacts.114,115 Corporations are thus encouraged to select and support mangrove-positive projects that employ such approaches when possible,for example to supplement sustainable supply chain purchasing.Jurisdictional and landscape approaches help maximize the convergence of people,nature a

280、nd climate solutions in a given jurisdiction or landscape,increase project permanence if it is state-sponsored and align diverse stakeholder interests.Source:Earth Security.111Investing in Mangroves:The Corporate Playbook313.5 Corporate coalitions improve market access toviable mangrove-positive inv

281、estmentsCorporations can work with their peers to enable better action for each other and access viable mangrove-positive investment opportunities.Internally,corporations have opportunities to tailor their due diligence methods to the principles outlined in this Playbook,as well as those outlined in

282、 the World Banks Blue Carbon Readiness Framework.116To enable broader action,corporations can band together to shape best practices for specified engagement activities and,in the process,promote transparency and integrity by holding each other accountable.For example,1t.org Corporate Alliance member

283、s commit to inspire and engage their peers to action and share lessons learned,engaging in dialogues for forest-positive action andpioneering approaches.Through community-centric buyers clubs,corporations can encourage community leadership.Such clubs can lead with the principle of“branded differenti

284、ation”,whereby the uniquely social and sustainable aspects of each product are actively marketed to the consumer,to reflect the value added by community leadership in the production process.SourceUp,an online platform that connects buyers and other stakeholders in agri-commodity supply chains with l

285、andscape and jurisdictional initiatives in production areas,117 is an example of a platform that supports branded differentiation of sustainable solutions in a scalable manner that could be applied to mangrove-positive agriculture.The Business Alliance for Scaling Climate Solutions(BASCS)is a global

286、 platform of climate solutions funders,project developers and other solution providers,together with NGO partners.BASCS focuses on building the capabilities of companies to enter the voluntary carbon market(VCM),connecting stakeholders to increase the volume,scale and impact of business investment i

287、n climate solutions and educate companies accordingly.118 For projects that dont yet meet qualifications for full engagement,corporations can help them transition to high quality while embedding proper safeguard guidance.The High-Quality Blue Carbon Practitioners Guide is a helpful tool for projects

288、 to measure their increasing quality as it links funder and market definitions of high-quality project development and financing with sets of activities that can be integrated into project design and management in the field.Although written primarily for carbon crediting projects,the guide can be us

289、ed with any blue carbon project and provides a library of more than 50 curated resources to encourage high-quality blue carbon ecosystem interventions that suit different project contexts and blue carbon ecosystems.119CASE STUDY 6Symbiosis Coalition a corporate platform to advance market commitmentS

290、ymbiosis Coalition was created by Google,Meta,Microsoft and Salesforce as an advance market commitment of up to 20 million tonnes of CO2e to invest in the next generation of nature-based carbon removals projects by 2030,driving positive outcomes for people and planet.Coalition members aim to partner

291、 with like-minded investors,NGOs,market standard setters and project developers to clarify the bar for what“good”restoration looks like and enable projectestablishment.Symbiosis Quality Pillars guide the development of project-specific criteria and include conservative accounting,durability,social&c

292、ommunity benefits,transparency and ecological integrity.The pillars build on existing standards and,at minimum,align with the Core Carbon Principles(CCPs)of the Integrity Council for the Voluntary Carbon Market(ICVCM).Symbiosis Quality Criteria aim to strike the balance between being specific enough

293、 to be actionable but flexible enough to allow for innovation and consideration ofproject-specific contexts.Partners:Corporations:Google,Meta,Microsoft,Salesforce Corporations can band together to shape best practices for specified engagement activities.Source:Symbiosis Coalition.120Investing in Man

294、groves:The Corporate Playbook32CASE STUDY 7FMC for Food incentivizing mangrove-positive food supply chainsBuilding on the success of the World Economic Forums First Movers Coalition(FMC)for clean technology the worlds largest demand signal for clean technology the First Movers Coalition for Food foc

295、uses on shaping ideas to accelerate the transition of food systems through a systemic supply chain approach via the power of green procurement.The corporate member-driven process of FMC for Food includes establishing a consensus definition of what high-integrity means for each target commodity and i

296、dentifies innovations needed for a successful transition,levers of influence,the role of the demand signal and necessary enabling financialmechanisms.Aquaculture,rice cultivation and oil palm plantations collectively accounted for 43.3%of mangrove loss between 2000 and 2020.121 Additionally,transiti

297、oning supply chains that involve Indigenous Peoples and local communities,such as agriculture and aquaculture in Indonesia,can be relatively complex and require multi-stakeholder collaboration that addresses multiple obstacles to the sustainable transition ofthe supply chain concurrently.As such,the

298、 FMC for Food approach can be valuable to reward food supply chains for being mangrove-positive an approach that can halt the destruction of mangroves.Mangroves can also be restored such rewards lead to innovations that support regenerative mangrove-positive agriculture or aquaculture.3.6 Overview o

299、f the process to develop high-quality projectsDeveloping high-quality mangrove-positive projects requires a methodical approach comprising the following steps(see Table 3):1.Visioning2.Mapping and preliminary assessment 3.Full assessment and consultation4.Partnerships and design5.Achieving precondit

300、ions6.ImplementationAs corporations start to undertake mangrove-positive action,they should consider the full breadth and depth of the high-quality project development overview process to better understand the amount of time and work that mustgo into a project to ensure it is of high quality.Doing s

301、o will ensure companies are more able to support projects to become high-quality and investable.No shortcuts to this process can be taken without degrading the ultimate impact to mangroves and relevant local communities over thelong term.Source:World Economic Forum.122 Investing in Mangroves:The Cor

302、porate Playbook33Sources:World Economic Forum analysis,PLANETA Carbon Finance Playbook,High-Quality Blue Carbon Practitioners Guide.High-quality project development overviewTABLE 3VisioningMapping&preliminary consultationFull assessment&consultationPartnerships&designAchieving preconditionsImplement

303、ationInitiating stakeholders generate and clearly articulate the jointly intended project type,relevant business models,outline of project area,impact targets and level of project complexity to determine necessary community and government engagement.Opportunity to embed convergence of people,nature

304、and climate targets within projectvision.Appropriate certification/verification targets identified.Initial engagement with project stakeholders and local community to clearly articulate project vision and openlyinvitefeedback.Alongside project stakeholders and local community,ensure co-mapping of:Di

305、rectly And indirectly affected stakeholders (by type).Conservation activities links to tangible ecosystem services.Other initiatives that are engaging stakeholders and opportunities to streamline.Stratification of project area.Conclude budget and team needed for activities of Stage 3:Full assessment

306、&consultation.Full consultation of project stakeholders(incl.IPs&LCs)around project vision.Co-development of initial plan,ensuring IP&LC capacity to knowledgably participate.Holistic baseline assessment of:Relevant research gaps.Integrity of regulatory factors.Socio-economic/cultural data,(incl.live

307、lihoods&vulnerability).Local ecosystem connectivity.Climate and biodiversity risk.Local implementation capacity.Determine additionality and theory of change,required legal reforms,relevant authorities,market access and riskmitigation.Engage key identified stakeholders(incl.relevant authorities and t

308、hose supporting through commercial arrangements)for project co-design.Focus co-design on robust revenue streams,transformative potential for IPs&LCs,project resilience,efficient administration,holistic benefits,cross-initiative synergies,mitigating negative impacts and supportive infrastructure.Form

309、ulate benefit-sharing agreements andalternative livelihoods scheme.Articulate interventions and project bottlenecks in systemic context.Align with national commitments.Launch programme partnerships.Clearly establish legal rights.Establish grievance systems,adaptive management protocols,formal govern

310、ment endorsement,ESG safeguards and leakage-avoidance mechanisms.Execute contracts for commercial arrangements and shared enabling infrastructure.Construct demonstration plots when possible.Complete project aggregation and packaging.Nest projects within national frameworks,if relevant.Outline portfo

311、lio of funding and resourcing options for anticipated funding and execution gaps.Full kick-off of project implementation activities.Establish monitoring and evaluation programmes focused on tangible outcomes,especially linked to environmental and socio-ecological aspects,SMART goals for biodiversity

312、 and relevant certification objectives where possible.Train project proponents,especially IPs&LCs to navigate accreditation process.Form sellers and producers clubs,if applicable.Ongoing IP&LC engagement,co-development,detailed documentation and public sharing of collected data Determine extent of a

313、lternative livelihoods scheme needed for a just transition.Identify primary drivers of degradation and relevant initiatives in target jurisdiction.Explore alternative livelihood schemes.Assess readiness and likelihood of jurisdictional approach,based on regulatory,stakeholder and other factors.Full

314、launch of jurisdictional approach process with neutral project lead.Formally prepare just transition scheme with local government.Unlock funding to roll out jurisdictional programme.1 month1-2 months4-10 months9 months-2 years1-2 monthsOngoing Clear outline of project vision including assessment pro

315、cesses.Funding for mapping and preliminary consultation stage.Pre-feasibility funding.Initial community&stakeholder consent.Contracts executed.Conclusion of feasibility assessment.Conclusion of Free,Prior and Informed Consent process.Leadership assessment.Project design funding.Project design docume

316、nt development.Residual funding gap concluded.Fundraising process for project implementation.Community benefit-sharing agreements executed.Operational contracts in place.Unique to jurisdictional approach Duration Key intermediate outputsZ234561Ongoing IP&LC engagement,co-development,detailed documen

317、tation and public sharing of collected dataInvesting in Mangroves:The Corporate Playbook34Key takeaways for successful corporate investment in mangroves4Corporations must leverage their capacities and leadership on mangrove-positive action in this time of urgency.Several key takeaways emerge from th

318、is report thatcan optimize the impact of corporate mangrove-positive action,mitigate risks and support the scaling-up of a high-quality market formangrove-positive projects.These takeaways or key elements of corporate engagement build on the foundation provided by the High-Quality Blue Carbon Princi

319、ples and Guidance,which can be applied more broadly to mangrove-positive action beyond carbon credits.Together with the accompanying PractitionersGuide,these principles and key elements of corporate engagement in blue carbon provide a project-level pathway for due diligence,informed decision-making

320、and successful execution.Investing in Mangroves:The Corporate Playbook354.2 Corporate leadership is required to bring the benefits of mangroves to lifeA myriad of actors is needed to scale-up mangrove conservation and restoration globally,but a myriad of benefits to people,nature and climate will be

321、 realized if that scale-up is achieved.Corporations have particular roles that are needed to enable that scale-up,as defined in this Playbook.Companies can leverage their relevant capacities tofulfil these roles,even if they are among the first of their peers to do so in this time of urgency.The hig

322、hest-value solutions driven by corporations will link with their superpowers,operate via multi-stakeholder collaborations,and combine goals to support people,nature and climate.In doing so,the private sector will support global goals with strategic benefit both to the values of corporations and to t

323、he global community.4.1 Embedding key elements in mangrove-positive action leads to higher value and lower risk Corporations should be mindful of the following high-priority elements when engaging in mangrove-positive projects,to ensure maximum intervention value and minimum risk.Companies should se

324、ek advice from credible expert organizations,such as members of the Global Mangrove Alliance,to ensure that the technical details of these principles are appropriate and fully considered.Maximize the impact of mangrove-positive projects by considering their application across society,biodiversity an

325、d climate.Address concerns about integrity and reputational risk by deeply engaging with the latest global blue carbon principles and standards,and seeking capacity and partnerships that can help companies go aboveand beyond such standards.Maximize intervention value and help ensure long-term projec

326、t delivery by practising high-quality engagement with Indigenous Peoples and local communities,especially byprioritizing local values in project objectives.Support projects to be as economically viable as possible,by communicating investment criteria to projects at different stages of maturity,so th

327、at project proponents are properly guided and incentivized to fulfil those criteria.Practise high-quality community benefit-sharing to reinforce critical social-ecological-economic drivers of project success.When relevant,ensure carbon pricing enables sufficient coverage of all fundamental society,b

328、iodiversity and climate-related elements within a project.Recognize and invest in the value of the jurisdictional approach to maximize project impacts for people,nature and climate,as well as to improve project risk management and reduce costs.Companies shouldseekadvice from credible expert organiza

329、tions to ensure that the technical details ofthese principles are appropriate and fully considered.Investing in Mangroves:The Corporate Playbook36ConclusionMangroves are a powerful,nature-based answer to sequester carbon,protect vulnerable coastlines,support biodiversity and sustain livelihoods that

330、 has been hiding in plain sight.The challenges faced by the global community climate change,biodiversity loss and extreme poverty are deeply interconnected and intensifying.The need for urgent action has never been greater,yet the complexity of these crises often makes solutions seem elusive.However

331、,a powerful,nature-based answer has been hiding in plain sight:mangrove conservation and restoration.These ecosystems are unparalleled in their ability to sequester carbon,protect vulnerable coastal communities,support biodiversity and sustain livelihoods.For corporations seeking to align with globa

332、l sustainability goals while ensuring long-term economic resilience,investing in mangrove conservation presents a unique opportunity.Mangroves offer a myriad of benefits protecting coastal infrastructure and communities from extreme weather,enhancing fisheries,generating carbon credits,boosting biod

333、iversity and strengthening local economies,to name a few.By integrating mangrove-positive strategies into their operations,businesses can drive tangible impact across climate,nature and society while generating economic gains within their own value chains.The path forward for corporations on mangrove-positive action is well-defined.Global principles and standards,such as the High-Quality Blue Carb