Reducing Risk: Landscape Approaches to Sustainable Sourcing - at the IFC, June 10, 2013
•Download as PPTX, PDF•
1 like•894 views
Co-presenters: Lee Gross, EcoAgriculture Partners Mike Godfrey, Rainforest Alliance Bambi Semroc, Conservation International Discussing the risk mitigation advantages of a multi-stakeholder, landscape-scale approach to agribusiness development, especially where businesses face climate change, water security, or community risks.
Recommended
Recommended
More Related Content
What's hot
What's hot (19)
Similar to Reducing Risk: Landscape Approaches to Sustainable Sourcing - at the IFC, June 10, 2013
Similar to Reducing Risk: Landscape Approaches to Sustainable Sourcing - at the IFC, June 10, 2013 (20)
More from EcoAgriculture Partners
More from EcoAgriculture Partners (20)
Reducing Risk: Landscape Approaches to Sustainable Sourcing - at the IFC, June 10, 2013
- 1. Reducing Risk: Landscape Approaches to Sustainable Sourcing Lee Gross -- EcoAgriculture Partners Mike Godfrey -- Rainforest Alliance Bambi Semroc -- Conservation International A presentation to the International Finance Corporation June 10, 2013
- 2. www.ecoagriculture.org or www.landscapes.ecoagriculture.org + Collaborators: Int’l Advisory Committee, 22 landscape networks & initiatives
- 3. Strategic Advisory Committee: World Business Council for Sustainable Development, IFC, Rio Tinto, Unilever, Nestlé and Mars Inc. Working Group: Conservation International, Rainforest Alliance, Solidaridad, African Wildlife Foundation, World Resources Institute, Fauna and Flora International, Root Capital, University of Greenwich, and EcoAgriculture Partners. Business Working Group
- 4. TheTerminology and Practice of Ecoagriculture
- 5. "The landscape approach has been championed by organizations active in the development and conservation sectors for many years, though the concept has been slow to migrate into mainstream corporate thinking. Now this report from the Landscape for People, Food and Nature Initiative, sets out a case for companies to think about their business in landscape terms." - José Lopez, Executive Vice President, Operations, Nestlé S.A.
- 6. Why do businesses pursue a landscape approach? Drivers: Is it as a consequence or identified as a goal at the outset? Rationale: Why is the business motivated to pursue this? Modes:What methods or tools do businesses apply to put these rationales into practice?
- 7. Businesses are increasingly at risk of “sustainability megaforces” KPMG, 2012. Expect the Unexpected: Building business value in a changing world. Climate Change Poverty and Food Security Competition for resources Increasing demand
- 8. Scoping Analysis: Modes and Rationales 100+ initiatives reviewed 27selected by criteria 3 in-depth case studies
- 9. Address risks at scales
- 10. Requires more than “sum of the parts” thinking
- 11. Reducing risk through landscape approaches Source: Kissinger, G., A. Brasser, and L. Gross, 2013. Reducing Risk: Landscape Approaches to Sustainable Sourcing. Washington, DC. EcoAgriculture Partners, on behalf of the Landscapes for People, Food and Nature Initiative.
- 12. Case studies ● SABMiller: reducing water risks in Bogotá,Colombia and George, South Africa with WWF and GIZ ● Olam: cocoa and forest initiative inWestern Ghana with Rainforest Alliance ● Starbucks: coffee in Mexico, Indonesia and Brazil with Conservation International
- 13. Photo 2 5.51” x 10.31” Position x: 8.53”, y: .18” Photo 1 4.2” x 10.31” Position x: 4.36”, y: .18” Landscapes for People Food and Nature Initiative – The Starbucks Case Study Bambi Semroc
- 14. Photo 1 4.2” x 10.31” Position x: 8.74”, y: .18” 1. The Landscape Approach within the Starbucks context 2. Rationale for Engaging at Landscape Level 3. Modes of Engagement - Supply Chain Interventions - Regional Producer Support - Payments for Ecosystem Services 4. Value of Landscape Approach 5. Challenges of Landscape Approach Outline
- 15. Photo 1 4.2” x 10.31” Position x: 8.74”, y: .18” Landscapes within the Starbucks and CI contexts Starbucks Language • Coffee communities • Coffee supply chains Conservation International Language • Coffee landscapes • Coffee communities • Conservation corridors
- 16. Photo 1 4.2” x 10.31” Position x: 8.74”, y: .18” Rationale Operational Risks • Price volatility due to market dynamics. • Declining production and yields due to climate change and aging farmer demographic Reputational Risks • Environmental risks related to deforestation, greenhouse gas emissions, water use and quality • Community risks associated with farmer income and livelihoods, including food security
- 17. Photo 1 4.2” x 10.31” Position x: 8.74”, y: .18” Supply Chain Interventions Regional Producer Support Interventions Payments for Ecosystem Services Modes
- 18. Modes Supply Chain Interventions C.A.F.E. Practices • Promote and verify adoption of best practices within the supply chain. • Provide assurance to Starbucks on social and environmental performance of its supply chain.
- 20. Suitability Analysis of Coffee Production Regional Producer Support Climate and Coffee in Chiapas
- 21. Regional Producer Support Farmer Loans in Chiapas • Verde Ventures has lent USD 1.5M to 6 Small and Medium- Sized Enterprises in Chiapas El Triunfo Volcan Tacana
- 22. Payments for Ecosystem Services Climate and Coffee in Chiapas Carbon Markets and Policy Engagement
- 23. Regional Producer Support Climate and Coffee in Northern SumatraMap 1 – Northern Sumatra Aceh Tengah District Dairi District Bener Meriah District North Sumatra Province Aceh Province
- 24. Payments for Ecosystem Services Climate and Coffee in Northern Sumatra
- 25. Photo 1 4.2” x 10.31” Position x: 8.74”, y: .18” • Increased understanding of critical issues facing coffee supply currently and in the future. • Fewer surprises to undermine investments in supply chain development and regional producer support. • Ability to achieve and report on results at a concentrated scale. Value of the Landscape Approach
- 26. Photo 1 4.2” x 10.31” Position x: 8.74”, y: .18” • Different language than that used by companies. • Lengthy and non-integrated commodity supply chains do not lend themselves to landscape thinking. • Requires looking at multiple commodities to maximize resiliency of the landscape and communities. • Difficulty calculating a direct ROI to the company on the investment due to external factors. • Requires long-term commitment to sourcing area to justify investment. Challenges of the Landscape Approach
- 27. Photo 1 4.2” x 10.31” Position x: 8.74”, y: .18” Acknowledgements LPFN Initiative - Lee Gross, Gabrielle Kissinger, André Brasser CI Mexico - Monica Morales, David Olvera CI Indonesia - Terry Hills, Fazrin Rahmadani CI-CELB - Joanne Sonenshine, John Buchanan CI-Verde Ventures – Neel Inamdar, Lorena Bustos, Ana Lopez Götz Schroth Starbucks Coffee Company – Kelly Goodejohn CIAT CATIE Ambio Ecosur University of North Sumatra Thank you
- 28. Hypothesis: that the resilience of the cocoa production systems increases with increasing forest cover of the surrounding lands and within the cocoa farms themselves Description: Olam, in partnership with Rainforest Alliance, is piloting a landscape approach to mitigate business risk in their cocoa value chain through a novel program in Ghana emphasizing cocoa agro- forestry production systems, certification and REDD+ Climate Cocoa Partnership for REDD+ Preparation Timeline: 2011-2013 Partners: Olam International Ltd., Rainforest Alliance, Ghana Forestry Commission, Goal: to ensure that the climate-friendly farm level practices are escalated and replicated to a landscape and forest management level
- 29. Juabeso-Bia Landscape Southwest Ghana (24,000 Ha.)
- 32. • Reputation: opportunity to be a first-mover company to bring climate friendly cocoa to the market; • Community concerns: income opportunities from carbon markets for farmers by increasing carbon stocks; • Value chain efficiencies: 1. option to build resilient supply chains when farmer communities sensitized and starting to understand the concept of managing a landscape as opposed to managing farms in a sustainable way. 2. opportunity to break the link between cocoa production and deforestation ; • Reduce operational risks due to climate concerns and resource security; • A learning exercise to change and improve corporate programs; Corporate Rationale
- 33. • GAP training based on SAN Standards • Forest and Landscape Governance • REDD+ activities • Sustainable Forest Management including Agroforestry Systems • Small and Medium Scale Forest Enterprise Development Project Components
- 34. • On farm production partly depends on off-farm management; cocoa production area is a mosaic of cocoa farms and forest lands presenting a real opportunity for landscape management • Carbon financing can be the mechanism to increase the resilience by increased carbon stock through increasing shade, enhancing soil management and introducing better agricultural practices. Preliminary Findings (1):
- 35. Preliminary Findings (2): • Carbon financing requires collaborating with governments to induce better legislation, to comply with global standards and to secure basic quality of the wider cocoa production landscape. • Corporate policies can drive change and success – the project builds on Olam’s existing sustainability strategy and Livelihood Charter • Landscape approach can mitigate multiple risks: climate change, reputational, operational, co mmunity concerns and value chain efficiencies.
- 36. 1. Increased monitoring and evaluation to test the hypothesis against achievements and results of the pilot; 2. Complete the Program Design Document (PDD) for the forestry REDD+ methodology and validate as an acceptable approach; 3. Complete the farmer training and subsequent certification steps as indicated by both the interest and outcomes such that farmers are remunerated for the improved management systems; 4. Communicate more broadly the landscape model that integrates climate-forestry/agro-forestry and certification into a complete package of tools and interventions; 5. Secure second phase funding for to meet the initial business, social and environmental targets set. Next Steps:
- 37. Lessons Learned Rationale ● Landscape and community health are at the core of business success ● Valuing the risk/cost ratio ● Investing in better decisions Investment ● Partners with shared interest ● Need for collective action in the sourcing area and sector ● Develop management solutions across the landscape ● A package of solutions provides greater impact than ‘one-off’s’ Value proposition ● Avoided costs—basis of the business case ● Solid risk assessment ● Added value accruing to all partners ● Position the business for long-term
- 38. Recommendations based on our review Assess and manage risks and opportunities at scale Mitigate landscape risks in partnership Integrate landscape risks and the investments required to mitigate them into business plans at all levels Evaluate landscape approaches as an opportunity to increase both the efficiency and effectiveness of sustainable sourcing.
Editor's Notes
- Businesses are increasingly at risk of “sustainability megaforces” – interconnected risks that will have unprecedented effects on business performance and profitability in the futureThese mega-forces include: climate change; competition for energy, land, water and material resources; population growth and migration; poverty and food insecurity; and ecosystem degradation. Food and beverage businesses will be directly and indirectly affected by a range of global trajectoriesKPMG, 2012. Expect the Unexpected: Building business value in a changing world.-------------------Based on our research findings, agribusinesses find water, climate, and community risks to be urgent, and best suited to piloting landscape approaches. Agribusinesses and food sector brand manufacturers are increasingly aware of sustainability risks. The interconnectedness of the water-food-energy-climate nexus is increasingly being recognized by business as requiring integrated solutions. In some cases, stability in key sourcing and operational regions may be at stake. World Economic Forum, 2011. Water Security: The Water-Food-Energy-Climate Nexus. Island Press.---------------
- Out of the >100 cases surveyed, 27 were selected based on meeting the criteria identified above. From these 27 examples, we identify 9 general rationales for business engagement and 6 modes or tools to put these rationales into practice (see figure 1). Though our data gathering faced some limitations,6 as mentioned above, some general trends could be identified. As data table 1 (see appendix) shows, most cases have more than one rationale for business engagement. The most common identified rationales are: local community and operational risks, value chain efficiency and voluntary standards compliance. The first two refer to business concerns about supplies and sourcing areas. The latter two are generally more focused on supply chain and demand-side or market preference concerns. Businesses view these rationales as risks, and find ways to mitigate those risks through landscape approaches. These risk mitiga- tion activities (modes) tend to follow a pattern, based on the entry point for engagement, the risks and available options to mitigate those. In section III. we explore in greater detail the entry points for businesses to engage a landscape approach. Though we characterize ‘partnerships, multi-stakeholder dialogue, planning and management’ as a mode, it can also be considered as an enabling condition to a landscape approach, as it occurs to varying degrees in all modes we reviewed.
- Landscape approaches are different from scaling up the efforts of individual interventions. Addressing the challenges of climate adaptation, water stewardship and building community relations all require “more than the sum of the parts” thinking. Requires more than “sum of the parts” thinking
- What do we mean by a landscape approach? Multi-stakeholder cross-sector planning and actionThe landscape approach has been championed by organisations active in the development and conservation sectors for many years, though the concept has been slow to migrate into mainstream corporate thinking. Now this report from the “Landscape for People, Food and Nature Initiative”, sets out a case for companies to think about their business in landscape terms.When sourcing area quality and sustainability is a priority, focus beyond the level of individual production units is required. For instance, watershed health, biodiversity conservation and habitat connectivity, land and resource tenure, and many other factors can strongly influence social, economic, and environmental sustainability. When productivity is threatened by a multitude of risks that cannot be mitigated on-farm or via supply chain programmes, investments in long-term solutions via landscape approaches to mitigate risks to the business may be necessary.We propose the following business-oriented definition of a landscape approach: Identifying risks to the business beyond the farm- or facility-scale, and recognizing that long-term business success is tied to healthy communities and ecosystems. Thus, a landscape approach refers to activities in a specific geography that: seek to improve food production, ecosystem services, and rural livelihoods;includes policy, planning, management or support activities at the landscape scale; involves inter-sectoral and/or multi-stakeholder coordination; and is highly participatory and supports adaptive collaborative management.Landscape approaches hold potential to mitigate constellations of risks in addition to ongoing risk mitigation interventions at the farm level and through supply chain approaches. Thus, landscape approaches provide a framework to deliberately work in an integrated manner beyond the farm-scale to support food production, ecosystem conservation, and rural livelihoods across entire landscapes. “I cannot say landscape level approach is now integral to our approach. I do believe that we will gradually move away from assessing and improving sustainability at individual farm level to landscape level.”-Anonymous In both these examples, it is about reaching beyond one commodity or resource user, there are social and ecological dimensions, partnerships are critical, and scale is reached.This report demonstrates that when profitability is threatened by a constellation of risks that cannot be mitigated solely on-farm or via supply chain programmes, landscape approaches offer solutions. Landscape approaches provide a framework to deliberately work in an integrated manner beyond the farm-scale to support food production, ecosystem conservation, and rural livelihoods across entire landscapes.
- Replication in 3 additional geographiesConservation Coffee in priority landscapes for conservation in Peru, Colombia, Costa Rica & Panama
- C.A.F.E. Practices- Includes practices on deforestation for expansion of agriculture since March 2004; Assessment of large farms for areas of high conservation value- Ensure 100% of coffee is ethically sourced by 2015; at 93% in 2012
- Conservation Coffee (1998-2006)El Triunfo Biosphere Reserve, ChiapasTransboundary La Amistad reserve in Panama and Costa RicaValle de Cauca Reserve in ColombiaBahuaja-Sonene National Park in Peru
- Examined shifting suitability for coffee in region in face of climate changeSuitability analysis stats: the land most suitable for Arabica production is expected to decline from current level of 265,400 hectares to 60,500 by 2050, a decrease of nearly 75% and areas at 600 meters in altitude will most likely shift out of coffee production. Facts on Coffee & Mexico:In terms of the value of perennial agriculture production (tree crops + pasture), coffee represents 21% of the value of production for state of Chiapas. The Sierra Madre of Chiapas is responsible for 20% of the coffee in Chiapas and is one of Mexico's most important coffee producing regions. Chiapas coffee production represents 36.8% of national coffee production Coffee represents up to 98% of the land cover at mid-elevation levels in the Sierra Madre. Represents an estimated 183,000 producers (a little less than 10% of the economically active population)
- Farmer Loans- $20M by 2015 in loans; at $15.9M in 2012
- Engaged 23 communities, representing 236 farmers in coffee and carbon projectConserved 307.5 hectares and planted 210,258 treesProvided average of $100 / year in supplemental income to farmers via carbon market (average of nearly 27% of a participating farmer’s income)Developed Coffee and Climate Strategy for the Sierra Madre of Chiapas
- Northern Sumatra Conservation CorridorSpans Aceh and North Sumatra ProvincesEncompasses 3 globally important sites for conservation (2 terrestrial, 1 freshwater)Holds the 2nd largest lake in the world (Lake Toba)Home to several globally threatened species - Thomas leaf monkey and 3 civet species. Suitability Analysisthe potential for pests to enter new regions due to shifting rainfall patterns and higher temperatures may reduce coffee production in N. Sumatra and Aceh.
- Conservation agreements with 23 coffee communitiesEngaged more than 640 farmers in 23 communities through conservation agreements Established 5 farmer field schools to train farmers on best practices Built 2 nurseries (4 more by June) to plant 300,000 treesHelped delineate forest boundaries for communitiesAssisted communities in gaining more secure land tenure for areas under coffee cultivation
- ROI factors include – farmer behavior
- On farm production partly depends on off-farm management; cocoa production area is a mosaic of cocoa farms and forest lands presenting a real opportunity for landscape managementCarbon financing can be the mechanism to increase the resilience by increased carbon stock through increasing shade, enhancing soil management and introducing better agricultural practices.
- Increased monitoring and evaluation to test the hypothesis against achievements and results of the pilot;Complete the Program Design Document (PDD) for the forestry REDD+ methodology and validate as an acceptable approach;Complete the farmer training and subsequent certification steps as indicated by both the interest and outcomes such that farmers are remunerated for the improved management systems;Communicate more broadly the landscape model that integrates climate-forestry/agro-forestry and certification into a complete package of tools and interventions;Secure second phase funding for to meet the initial business, social and environmental targets set.