DOCSLIB.ORG

Making Sustainable Supply Chains a Reality

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Making Sustainable Supply Chains a Reality MAKING SUSTAINABLE SUPPLY CHAINS A REALITY Trade for Sustainable Development Street address: ITC 54-56, rue de Montbrillant 1202 Geneva, Switzerland Postal address: ITC Palais des Nations 1211 Geneva 10, Switzerland Telephone: +41-22 730 0111 Fax: +41-22 733 4439 E-mail: [email protected] Internet: http://www.intracen.org The International Trade Centre (ITC) is the joint agency of the World Trade Organization and the United Nations. © International Trade Centre 2015 Foreword from ITC Executive Director “Our sustainability standards programme provides all who are part of interna- tional supply chains with a way to navigate the constantly moving standards landscape, at a time when supply chains are increasingly complex.” Sustainable development matters to everyone. It is at the National and international governments are moving ahead Harmonization is the third principle. We all need to build core of International Trade Centre’s mission. That is why six with sustainable public procurement commitments as are on existing resources and methodologies in a collaborative years ago we began the Trade for Sustainable Development many multinational corporations. These commitments, way to avoid re-inventing the wheel, duplicating audits or Programme (T4SD), to promote sustainable supply chains however, could entail the risk of being lost in the web of creating overlapping codes, definitions, and initiatives that as a means to help small and medium enterprises (SMEs) overlapping sustainability standards, codes, and sourcing serve the same purpose. in developing countries add value to their products and policies. services. The final principle is about aligning work and activities to Certification costs are increasing and there is a danger that the United Nations Post-2015 Development Agenda – the Since then, the sustainability “landscape” has become a market inefficiencies could occur. On the other hand, the “Sustainable Development Goals”. more challenging one. There is a proliferation of standards, private or voluntary nature of these initiatives can also be codes of conduct and other sustainability initiatives which a strength, fostering innovation and a more agile response ITC’s programme contributes to making sure these may create additional challenges, and sometimes burdens to sustainability imperatives such as climate change and conditions are in place through increased transparency, on consumers, multinationals, NGOs, governments, and workers’ rights. institutional capacity building for compliance and ultimately particularly SMEs in the developing world. by fostering convergence. The “Trade for Sustainable Development Principles” To be sure, these sustainability initiatives can provide new are a set of core values that are intended to support Our expectation is that our partners will support these trade opportunities, improve product quality, mitigate more equitable and impactful trade. The principles were T4SD principles and conduct their activities in line with environmental degradation, improve compliance with launched at the first ITC Trade for Sustainable Development them. I hope you will find the following information useful social and labour standards, and boost the overall Forum in October 2014. in understanding the full breadth of the T4SD programme competitiveness of SME exporters. But these benefits will and how these principles can be an integral part of the only be fully realized if there is investment of financial and The first principle isSustainability . We expect organizations sustainable development discourse. technical resources to identify, understand and meet these to support and promote sustainable trade practices with standards. This is often more difficult for small producers in regards to social, environmental, economic, management, We look forward to working with you. the developing world. quality and ethics issues. These are all components of the production, processing and trading of goods and services. This investment is not just an option; it is a major component of business. To meet the growing demand for The second principle is Transparency. Organizations shall goods and services that are framed by these sustainability also contribute to clarity through demonstrating openness Arancha González parameters, there is a need to take action to ensure they to sharing good practices, trust and inclusiveness at all are a critical part of the business plan of any SME. levels. Executive Director, International Trade Centre THE ITC TRADE FOR SUSTAINABLE DEVELOPMENT PROGRAMME IS CENTRED AROUND A SET OF FOUR CORE PRINCIPLES SUSTAINABLE SUSTAINABILITY TRANSPARENCY HARMONIZATION DEVELOPMENT GOALS Support and promote Contribute to efficiency in Build on existing resources Act in alignment to the United sustainable trade practices, global supply chains by clear and methodologies with a Nations Post-2015 Development with regards to social, demonstration of openness collaborative approach avoiding Agenda, which builds upon the environmental, economic and to sharing good practices, to duplication that may provoke Millennium Development Goals, management, quality and foster transparency, trust and proliferation of standards, with a view to developing a set of ethics issues at stake in the inclusiveness at all levels of multiplication of audits or global sustainable development production, processing and global supply chains. assessment methodologies. goals. trading of goods and services. The Trade for Sustainable Development Principles ensure full alignment with the United Nations Post-2015 Development Agenda. By adhering to the Principles, companies and institutions working with our pro- gramme are expected to embrace and enact a set of core values to support sustainable trade. We invite you to become a signatory today by completing the Letter of Endorsement of the T4SD Principles (http://ow.ly/IAB2O). 1 PROGRAMME COMPONENTS Et, iliquaecea sit dolectes aut illenisquam re, voluptatus eum quatem apereheniet, omnihil isquae volo con pliatem. Tius, qui berum qui corehendi qui aborporem recepedit fugia sandis a ne doluptiam apic torerisIhic torioreicab ilit, vel molorae ne nis et, accaborum elitas ex et alicide bistione conem experna tiore. G L T4SD GLOBAL DATABASE PAGE 05-06 O B A L STANDARDS MAP PAGE 07-08 P U B PAGE 09-10 L SUSTAINABILITY MARKETPLACE I C G SUSTAINABILITYXCHANGE PAGE 11-12 O O D CAPACITY BUILDING & RESEARCH PAGE 13-14 SPECIAL PROJECTS PAGE 15-18 MAKING SUSTAINABLE SUPPLY CHAINS A REALITY 2 OVERVIEW The Trade for Sustainable Development programme is a globally recognized, credible and trusted initiative which serves as the central repository and dissemination platform on sustainability standards T4SD GLOBAL DATABASE STANDARDS MAP SUSTAINABILITY MARKETPLACE Establishing a common language to reference Shedding light on standards initiatives through Connecting actors along sustainable supply standard initiatives transparency chains Voluntary standards, codes of conduct, sustainability Information collected, reviewed and quality controlled Standards Map enables farmers, producers and initiatives and best practices addressing issues related to on standards initiatives is freely accessible in an online, manufacturers to self-assess themselves against the environmental protection, work and labour rights, quality interactive and user-friendly platform called Standards requirements set by standards applicable to their context. and food safety, or ethics have grown exponentially over Map. Standards Map is part of ITC’s suite of Market the past decade. Analysis Tools which counts over 450’000 registered users. The assessment takes the form of an online questionnaire. At the end of the assessment, a diagnostic report provides Actors along international supply chains – consumers, Practitioners from public and private institutions, small and a detailed analysis of areas needing improvement. producers, buyers and policy makers – face challenges medium-sized enterprises (SMEs) and multinationals can understanding and keeping track with standards and use the Standards Map to identify, review and compare This report can be shared directly online with partners, sustainability requirements. information on over 170 standards initiatives, applicable to certification bodies or other interested parties. over 80 sectors and 180 countries. The core component of the T4SD programme is a credible, A new module, the Sustainability Marketplace, will be central, and neutral repository for standards information Standards Map enables the review of standard initiatives’ added to Standards Map during the third quarter of 2015. which provides transparency and enables comparability process and sustainability requirements in tables, charts between standards initiatives’ processes and and graphical format. The Sustainability Marketplace will enable farmers, requirements. All information is updated and reviewed processors and manufacturers to share their diagnostic yearly by each respective standard-setting organization, The analysis can be made across 1000 criteria which reports with buyers looking to source sustainable or by individual experts who have been designated by the are broken up in two main categories, processes and products and services. A component of the Sustainability organization to fulfill the role of data reviewer. requirements. The “Standard Processes” cover information Marketplace will also be made accessible to standard pertaining to standards audits, claims and labelling, organizations, enabling them to analyse and generate
Load more

Recommended publications
  • Triple Bottom Line Operating Unit SUSTAINABILITY HIGHLIGHTS FY2019 the Triple Bottom Line Operating Unit MISSION and VISION for the FUTURE
    Triple Bottom Line Operating Unit SUSTAINABILITY HIGHLIGHTS FY2019 The Triple Bottom Line Operating Unit MISSION AND VISION FOR THE FUTURE We believe that food choices matter. Our mission is to care for the planet and its people through the food we make and the land we impact. Our vision is for General Mills to become the company most trusted to care for the planet and its people. Contents Becoming the Triple Bottom Line Operating Unit 1 Part one of this report summarizes our operating unit’s sustainability strategy and our recent process of developing key performance indicators to measure the social and environmental impacts of our business decisions. Introduction …………………………….........…..1 Our Sustainability Strategy………………..…. 3 Supply Chain……………………….……6 External Engagement………….…… 18 Internal Engagement…………...…..23 Updates from Our Brands 2 Part two describes key projects each of our brands has pursued in the past fiscal year. Annie’s………………………………………………..25 Cascadian Farm…………………….………….…33 EPIC Provisions..…………………………….…...39 Muir Glen………………………….…..…………...46 Notes General Mills’ fiscal year runs from the beginning of June to the end of May. This report covers June 2018 to May 2019. To learn more about all of General Mills’ sustainability initiatives, see the 2019 Global Responsibility Report at www.generalmills.com/en/Responsibility/Overview. Introducing the Triple Bottom Line Operating Unit In 2018, Annie’s, Cascadian Farm, EPIC Provisions, and Muir Glen joined together as a new Operating Unit within General Mills. We proudly named our group of brands after our fierce collective commitment to mission: The Triple Bottom Line Operating Unit is committed to driving positive outcomes for the planet, people, and profit.
    [Show full text]
  • Sustainable and Ethical Cotton Sourcing How to Get It Right, and Make It Pay for Your Business 16-17 March 2015 | London, UK
    Sustainable and ethical cotton sourcing How to get it right, and make it pay for your business 16-17 March 2015 | London, UK www.innovation-forum.co.uk/cotton Hear from these leading experts: Understand political risk, resilience and hedging strategies for sustainable cotton. Alison Ward CEO Learn from leadership companies who have paved the way on CottonConnect more sustainable cotton sourcing. Find out how far down the supply chain leading companies can Marcus Bergman – and do – go. And the business impacts. Head of Sustainability Gina Tricot Hear from 12 major brands how they made the business case for serious cotton action on sustainability – and how they measure Stephen Cawley Head of Sustainability and report progress. John Lewis Discover how effective partnerships work, and the nuts and bolts of better sourcing success. Anna Karin Dahlberg Production Support Manager Meet leading experts in the field who have spent decades working Lindex on sustainable cotton – and learn from their experiences. Pramod Singh Engage key stakeholders. Learn about the farmer, ginner and Project Manager India, Better Cotton Project trader perspective on sustainable cotton. IKEA Cotton sustainability: what does it all mean anyhow? Outside Libby Annat organic and fair trade, what do we mean by sustainable or Controller of Ethical Trade & Sustainability ethical cotton? Primark Rachel Singh LEAD SPONSORS: Shell Foundation Business Manager Shell Henrik Lindholm CSR Manager Nudie Jeans HOSTED BY: Phil Townsend Sustainable Raw Materials Specialist Marks and Spencer Eileen Mockus MEDIA CEO PARTNERS: Coyuchi Sustainable and ethical cotton sourcing How to get it right, and make it pay for your business otton has been associated with human development for land area and taking up 70% of freshwater resources, clearly Ccenturies – perhaps for as much as 7,000 years.
    [Show full text]
  • Clarifying the Meaning of Sustainable Business
    OAEXXX10.1177/1086026615575176Organization & EnvironmentDyllick and Muff 575176research-article2015 Article Organization & Environment 1 –19 Clarifying the Meaning of © 2015 SAGE Publications Reprints and permissions: Sustainable Business: Introducing a sagepub.com/journalsPermissions.nav DOI: 10.1177/1086026615575176 Typology From Business-as-Usual oae.sagepub.com to True Business Sustainability Thomas Dyllick1 and Katrin Muff2 Abstract While sustainability management is becoming more widespread among major companies, the impact of their activities does not reflect in studies monitoring the state of the planet. What results from this is a “big disconnect.” With this article, we address two main questions: “How can business make an effective contribution to addressing the sustainability challenges we are facing?” and “When is business truly sustainable?” In a time when more and more corporations claim to manage sustainably, we need to distinguish between those companies that contribute effectively to sustainability and those that do not. We provide an answer by clarifying the meaning of business sustainability. We review established approaches and develop a typology of business sustainability with a focus on effective contributions for sustainable development. This typology ranges from Business Sustainability 1.0 (Refined Shareholder Value Management) to Business Sustainability 2.0 (Managing for the Triple Bottom Line) and to Business Sustainability 3.0 (True Sustainability). Keywords business sustainability, corporate sustainability, triple bottom line, planetary challenges, corporate social responsibility, responsible leadership, purpose of the firm, sustainable development, sustainable business Introduction While sustainability management is becoming more widespread among major companies, the impact of their activities is not reflected in studies that monitor the state of the planet. The con- sequence is a “big disconnect” between micro-level progress and macro-level deterioration.
    [Show full text]
  • 2025 Sustainable Cotton Challenge Second Annual Report 2020
    Produced by: 2025 Sustainable Cotton Challenge Second Annual Report 2020 CONTENTS © 2020 Textile Exchange Page 1 Foreword from La Rhea Pepper Time for action Toward a more sustainable future We’ve proven a pathway to scale better cotton, now adopted by many of the world’s largest brands. We enthusiastically encourage others to As we release this report, we are in the midst of What is next? A greater focus on continuous join the journey. discovering what the impact of the Coronavirus will improvement and positive impacts. be on our communities. The entire supply network is Set a target being impacted – including farmers who continue to Next year's report will showcase how these initiatives Commit to transitioning your cotton usage to sustainable sources plant and harvest with the changing of the seasons. are delivering on impacts. Be sure to check out such as organic, BCI, Fairtrade and others featured in this report. Set This is an excellent opportunity to pull in sustainable the status of The Delta Project on page 11. It's an quantitative, time-bound targets to help track progress. and preferred fibers as we reset and restart the textile inspiring undertaking that will allow us to adopt these core key performance indicators as ways to measure industries' powerful engine. Secure your supply the progress we are making, while we encourage Now is the time to make the paradigm shift from a each other along this journey. Start by mapping your suppliers, using chain of custody to make a Price to Value-driven business model, and to convey content claim, and going beyond certification to ensure impact.
    [Show full text]
  • Sustainability Performance Report 2019 H&M Group Sustainability Performance Report 2019
    Sustainability Performance Report 2019 H&M Group Sustainability Performance Report 2019 Contents About this report Leading the Change Fair & Equal About this report 3 Our 2019 highlights 16 Our 2019 highlights 57 Letter from our CEO 4 Our approach to Leading the Change 17 Our approach to being Fair & Equal 59 Innovation 18 Human rights 61 Transparency 20 Our approach to fair jobs for all 63 About H&M Group Rewarding sustainable actions 23 Fair jobs in our own operations 64 H&M Group in 2019 5 Fair jobs in our production supply chain 66 Our value chain impacts 7 Inclusion & diversity 72 External recognition 8 Circular & Climate Positive Key Fair & Equal data 75 Our 2019 highlights 25 Becoming fully Circular & Climate Positive 27 Vision & strategy Our approach to climate and water 29 Supply chain management Vision & strategy 10 Climate positive 30 Supply chain management 77 Stakeholder engagement 13 Water 35 Sustainability governance 14 Our approach to circularity 37 Design 38 How we report Materials 39 Scope 81 Microfibres 44 UN Sustainable Development Goals 82 Chemicals 45 Auditor’s report 83 Packaging 46 Circular built environment 48 Maximising product life 49 Minimising waste 51 Key Circular & Climate Positive data 52 Page 2 H&M Group Sustainability Performance Report 2019 About H&M Group Vision & strategy Leading the Change Circular & Climate Positive Fair & Equal Supply chain management How we report About this report How to use our 2019 sustainability At H&M Group, we are working to ensure a the fashion industry. And we believe that by taking a sustainable fashion industry for all.
    [Show full text]
  • H&M Group Sustainability Performance Report 2020
    Sustainability Performance Report 2020 H&M GROUP — SUSTAINABILITY PERFORMANCE REPORT 2020 — Contents About this report Leading the Change Fair & Equal About this report . 3 2020 highlights . 19 2020 highlights . .56 Letter from our CEO . 4 Our approach to Leading the Change . .20 Our approach to being Fair & Equal . .58 Response to the COVID-19 pandemic . 6 Innovation . 21 Human rights . .59 Transparency . .23 Our approach to fair jobs for all . .60 Fair jobs in our own operations . 61 Fair jobs in our production supply chain . .63 About H&M Group Inclusion & diversity . .68 Circular & Climate Positive Key Fair & Equal data . 71 H&M Group in 2020 . 8 Our value chain impacts . 10 2020 highlights . 27 External recognition . .11 Becoming Circular & Climate Positive . .29 Climate Positive . 31 Supply chain management Biodiversity . .35 Design . .36 Supply chain management . 77 Vision & strategy Material choice . 37 Microfibres . .42 Our sustainability journey . 12 Water . .43 Our vision . 13 Chemicals . .45 How we report Engaging with stakeholders . 15 Packaging . .46 Sustainability governance . 16 Buildings . 47 Scope . .80 Standards & policies . 17 Minimising waste . .48 UN Sustainable Development Goals . 81 Maximising product life . .49 Auditor’s report . .82 Key Circular & Climate Positive data . 51 TRANSPARENT REPORTING SINCE 2002 2 H&M GROUP — SUSTAINABILITY PERFORMANCE REPORT 2020 — About this report Our vision has always been to democratise fashion . Today, that means making sustainable fashion available to all . This won’t happen overnight, but one way we can speed up the process is by openly and transparently reporting on our progress and challenges, and encouraging others to do the same .
    [Show full text]
  • Sustainable Sourcing in Sport Sustainability Essentials
    SUSTAINABILITY ESSENTIALS A SERIES OF PRACTICAL GUIDES FOR THE OLYMPIC MOVEMENT SUSTAINABLE SOURCING IN SPORT SUSTAINABILITY ESSENTIALS SUSTAINABILITY ESSENTIALS Sustainability is one of the most pressing sustainability across the IOC’s three spheres challenges of our time across a wide of responsibility: spectrum of social, environmental and economic matters. Major issues such as • The IOC as an organisation: To embrace climate change, economic inequality and sustainability principles and to include social injustice are affecting people sustainability in its day-to-day operations. throughout the world. These are also pressing concerns for the sports community, • The IOC as owner of the Olympic both for managing its day-to-day affairs and Games: To take a proactive and leadership for its responsibilities towards young people role on sustainability and ensure that it is and future generations. We also recognise included in all aspects of the planning and that sport has an unrivalled capacity to staging of the Olympic Games. motivate and inspire large numbers of people. This is why we believe that the • The IOC as leader of the Olympic Olympic Movement has both a duty and an Movement: To engage and assist Olympic opportunity to contribute actively to global Movement stakeholders in integrating sustainability in line with our vision: “Building sustainability within their own organisations a better world through sport”. and operations. It is therefore logical that sustainability forms Following on from Olympic Agenda 2020, one of the key elements of Olympic Agenda we issued the IOC Sustainability Strategy in 2020, the Olympic Movement’s strategic January 2017. The Strategy is based on our roadmap adopted in December 2014.
    [Show full text]
  • BIODIVERSITY Position Statement
    BIODIVERSITY Toyota Motor North America Position Statement Released April 2018 Updated December 2019 Toyota Motor North America BIODIVERSITY Position Statement “BIODIVERSITY” is one of Toyota’s four environmental focus areas in North America. We are protecting vulnerable species, preserving and restoring habitat, and sharing our know-how near and far. We are committed to operating in harmony with nature and building healthy ecosystems so that future generations may continue to enjoy the natural wonders of our world. Contents TMNA’S BIODIVERSITY POSITION ................................................................ 3 GLOBAL SOCIETAL CONTEXT ...................................................................... 6 TOYOTA’S GLOBAL POSITION ..................................................................... 8 TMNA CONTEXT ........................................................................................... 9 pg. 2 Released April 2018; Updated December 2019 Toyota Motor North America BIODIVERSITY Position Statement TMNA’S BIODIVERSITY POSITION Protecting life on land is a shared challenge that requires a shared response. By protecting and restoring terrestrial ecosystems, and halting and reversing land degradation and biodiversity loss, we are helping to build a healthier future for society, business and the planet. TMNA Environmental Sustainability’s BIODIVERSITY focus area relates to Challenge 6 of Toyota’s Environmental Challenge 2050, which directs us to establish a future society in harmony with nature. In support of Challenge 6, TMNA will reduce environmental impacts, help protect the natural world and share its know-how with others, to help create net positive value for the benefit of our company and society. Toyota aims to create net positive value for BIODIVERSITY by engaging in and supporting efforts that conserve greater than 100 percent of the land we occupy across our North American operations. We will focus on our region as well as work with partners on a global scale.
    [Show full text]
  • Sustainable Sourcing Guide for Palm Oil Users a Practical Handbook for US Consumer Goods and Retail Companies
    Sustainable Sourcing Guide for Palm Oil Users A practical handbook for US consumer goods and retail companies May 2015 Sustainable Sourcing Guide for Palm Oil Users May 2015 CREDITS Conservation International ACKNOWLEDGMENTS: www.conservation.org The project partners would like to acknowledge the generous Building upon a strong foundation of science, partnership, and support to the David & Lucile Packard Foundation. field demonstration, CI’s mission is to empower societies to responsibly and sustainably care for nature, our global biodiversity, for the well-being of humanity. PHOTO CREDITS: WWF US © Benjamin Drummond www.worldwildlife.org © Conrad Savy © Vaara WWF’s mission is to conserve nature and reduce the most © Conservation International / photo by Tory Read pressing threats to the diversity of life on Earth. © Will Turner © Benjamin Drummond © Photo by Tim Cronin / CIFOR AUTHORS: © Benjamin Drummond Melissa Thomas (Conservation International) © Conservation International / photo by Tory Read John Buchanan (Conservation International) © Conservation International / photo by Tory Read David McLaughlin (WWF US) © Photo by Craig Morey Don Grubba (Sustainable Development Initiatives) PUBLICATION DATE: May 2015, Revised 2019 Sustainable Sourcing Guide for Palm Oil Users May 2015 TABLE OF CONTENTS 01. About Palm Oil 5 + Palm oil and the palm oil supply chain 6 + The risks of unsustainable palm oil production 9 + Given the risks, why not boycott palm oil altogether? 10 + Why business must act now 15 02. About Sustainable Palm Oil 16 + The importance of 100% industry conversion 17 + The Roundtable on Sustainable Palm Oil (RSPO) 18 + Sustainable palm oil initiatives 22 + Smallholders in the palm oil supply chain 27 03. Palm Oil in the US Market 31 + The US palm oil market in context 32 + How CSPO uptake can influence sustainable production at origin 33 + Key barriers to uptake in the US 34 04.
    [Show full text]
  • 2019 Sustainability Report from Annie's
    Introduction……………………………………………………….... 1 In 2018, Annie’s joined together with Cascadian Farm, EPIC Provisions, and Muir Glen to form a new Operating Unit Our Sustainability Strategy………….. …………………….... 3 within General Mills called the Triple Bottom Line Operating Supply Chain………………………………..…………………….... 6 Unit. This report covers the sustainability strategy of the Triple Bottom Line Operating Unit and key projects that Agriculture……………………………………………….... 7 Annie’s has contributed to in fiscal year 2019 (June 2018 - Manufacturing & Packaging …………………….... 20 May 2019). External Engagement…………………..…………………….... 23 Annie’s has published a sustainability report each year since Communications.…….….…….…………………….... 23 2011, aligned with the Sustainable Food Trade Association metrics. To see our past sustainability reports, visit Partnerships & Policy….……..…………………….... 24 www.annies.com/our-mission. Internal Engagement………………………………………….... 29 To learn more about all of General Mills’ sustainability Employee Engagement…………………………….... 29 initiatives, see the 2019 Global Responsibility Report at www.generalmills.com/en/Responsibility/Overview. Workplaces...........................…………………….... 30 Annie Withey believed it was possible to build a socially conscious and successful business. This was her mission in 1989, when she wrote her name, address, and phone number on the very first boxes of Annie’s Mac and Cheese. Her legacy lives on as Annie’s strives to change the future for our kids, starting with food. Our mission is to cultivate a healthier, happier world by spreading goodness through nourishing foods, honest words and conduct that is considerate and forever kind to the planet. 1 | Annie’s Sustainability Highlights FY2019 In 2018, Annie’s, Cascadian Farm, EPIC Provisions, and Muir Glen joined together as a new Operating Unit within General Mills. We proudly named our group of brands after our fierce collective commitment to mission: The Triple Bottom Line Operating Unit is committed to driving positive outcomes for the planet, people, and profit.
    [Show full text]
  • Food Supply Sector and Biodiversity Conservation Best Practice Benchmarking
    Food Supply Sector and Biodiversity Conservation Best Practice Benchmarking Outcome of a workshop by the European Union Business and Biodiversity Platform September 2010 Table of Contents 1. Introduction ..............................................................................................................................3 1.1. Background to the document – why a guidance document?............................................3 1.2. Purpose, scope and target of the document ....................................................................3 1.3. Nature and structure of the document ..............................................................................4 2. Food supply sector and biodiversity ........................................................................................4 2.1. Definition of the scope and interdependencies with other sectors ...................................4 2.2. Food supply links to biodiversity .......................................................................................4 2.2.1. Impacts and dependency ..........................................................................................4 2.2.2. Benefits .....................................................................................................................5 2.3. Policy and legislative context relevant to the food supply sector and biodiversity and standards ......................................................................................................................................6 2.3.1. Global context regarding
    [Show full text]
  • The Critical Role of Policies for Deforestation and Conversion-Free
    THE CRITICAL ROLE OF POLICIES FOR DEFORESTATION- AND CONVERSION-FREE SUPPLY CHAINS Background and discussion paper © Cesar David Martinez / WWF-US THE WAY WE FEED, FUEL AND FINANCE OUR SOCIETIES AND ECONOMIES IS PUSHING NATURE AND THE SERVICES IT PROVIDES TO THE BRINK. WE NEED TO STOP CLIMATE BREAKDOWN, SAFEGUARD OUR PLANET’S REMAINING NATURAL SPACES, AND MAKE OUR CONSUMPTION AND PRODUCTION MODELS MORE SUSTAINABLE. PROTECTING AND RESTORING FORESTS AND NATURAL ECOSYSTEMS MUST BE AT THE HEART OF A NEW DEAL FOR NATURE AND PEOPLE. Palm oil plantations alongside native forest on the Ariari River, outside Chiribiquete National park, Colombia. INTRODUCTION Since the New York Declaration on Forests (NYDF) was adopted in 2014, progress on ending deforestation and restoring forest lands has not lived up to the level of ambition enshrined in its ten goals.1 Meanwhile, we continue to lose forests, savannahs, grasslands and the wildlife that depend on them at a rapid rate. Forest-dwelling wildlife populations have shrunk on average by more than half since 1970, and habitat loss and degradation, caused primarily by human activity, is responsible for 60 per cent of all threats to forests and forest species. Unsustainable agricultural expansion is one of the primary factors behind deforestation, ecosystem conversion and the degradation of some of the world’s most valuable forests, grasslands and savannahhs, including the lands of Indigenous Peoples and Local Communities. With the right interventions, especially policy and private sector action, it is possible to reverse the tide of deforestation, ecosystem conversion and degradation. But global and urgent action is required.
    [Show full text]