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❑ Session B1 – 10:00-11:00 – led by CDC Biodiversité – Lessons learnt from the first corporate measurements; Chaired by Rose Choukroun, CDC Biodiversité.

• Aligning Biodiversity Measures for Business – continuing the collaboration 2021-2024 – Sharon Brooks, Deputy Head of Business and Biodiversity Programme, UNEP-WCMC

• First full “end to end” biodiversity footprint assessment ever conducted – Xavier Houot, Senior VP- Chief Environment Officer, Schneider Electric &

Patricia Zhang, Research officer, CDC Biodiversité

• Informing the group’s biodiversity strategy and targets with biodiversity footprinting – Thomas Andro, Head of Solvay Way, Solvay

• Approaches to understanding biodiversity risk for companies – Edward Pollard, Technical Director, The Biodiversity Consultancy

• Q&A

❑ Session B2 – 11:00-12:00 – led by The Biodiversity Consultancy – Biodiversity

measurement for business: emerging approaches and processes; Chaired by Helen Temple (The Biodiversity Consultancy).

PAGE 3

Agenda

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ALIGNING BIODIVERSITY

MEASURES FOR BUSINESS

A collaboration led by UNEP-WCMC

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Aligning Biodiversity Measures for Business

Aim

• Form a common view among key stakeholders on corporate

biodiversity:

• measurement

• monitoring and,

• Disclosure

• Integrate credible corporate measurement into external

reporting and global biodiversity

Image from Workshop 2 held in Rio, Brazil (October 2019)

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Partners involved:

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The Aligning Biodiversity Measures for Business collaboration

Workshop 1 held in Brussels, March 2019 with the EU B@B Platform

• Convened 50 measurement experts and company representatives

• Established four working groups on key biodiversity measurement topics:

1. Business applications & targets 2. Boundary & baselines

3. Data sets & metrics 4. Disclosure

• Initial research to identify regulatory & policy trends on biodiversity disclosure to increase uptake of corporate measurement disclosure Workshop 2 held in Rio, Brazil in October 2019

(9)

• Discussion Paper on identifying common ground between corporate biodiversity measurement approaches.

• Discussion Paper on corporate biodiversity measurement approaches within the current and future global policy context.

• Report in collaboration with the EU Business @ Biodiversity platform assessing biodiversity

measurement approaches for businesses and financial institutions, and summarising

outcomes of discussions on common ground.

Key outputs in 2019

Image from Workshop 2 held in Rio, Brazil (October 2019)

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• Information generated through the collaboration has been integrated into:

• the Biodiversity Guidance to accompany the Natural Capital Protocol

• This will soon also include a Navigation Tool to guide users through a biodiversity- inclusive natural capital assessment (online tool to be launched Q1 2021), including

which measurement approaches can be used for your particular objective.

Continuing work under the

collaboration in 2020

(11)

Launch of review paper in December 2020

• http://wcmc.io/aligning_measures_corporate_reporting_disclosure_

Dec2020

Reviews the drivers and current practice around business measurement, reporting and disclosure, and the role of

these approaches in future business disclosure for informing global policy targets

• Provides recommendations for government policy makers to create a step change in business action to

measure impacts and dependencies and performance:

1. Build business awareness of the value of

biodiversity and how to measure impacts and dependencies

2. Ensure a business-relevant post-2020 global biodiversity framework

3. Require mandatory corporate biodiversity performance disclosure

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COMPANY SURVEY

Closing 10 December 2020

MULTI-STAKEHOLDER WORKSHOP 15 December, 15.30 – 17.00 CET

Measuring the impact of agriculture on biodiversity - why and how do

• The TRADE Hub and the EU Business@Biodiversity Platform collaboration focused on biodiversity measurement within agricultural supply chains

• Beginning with a corporate needs assessment to understand the current use and understanding of available biodiversity measurement approaches and future needs

Continuing work under

the collaboration in 2020

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ALIGN Project (2021 – 2024)

Aid the European Commission’s efforts to support businesses’ by developing standardised natural capital accounting practices and biodiversity modules:

1. Dedicated natural capital management accounting platform for facilitating best practice exchange;

2. Business-driven discussion and alignment for measuring biodiversity impacts and dependencies by the private sector

3. Defining needs and opportunities relating to education, training, and research for mainstreaming natural capital management accounting.

(14)

Facebook:

Twitter:

Linkedin:

@unepwcmc

@unepwcmc UNEP-WCMC unep-wcmc.org

Julie.Dimitrijevic@unep-wcmc.org

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First full “end to end” biodiversity footprint

assessment ever conducted

Biodiversity measurement for

business & finance –An update on recent developments and lessons learnt

Patricia Zhang, Research Officer

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�� % = � � � � � � �

� � � � � � � �

The unit of the GBS :

�� . � ² = �� % × �

The Mean Species Abundance (MSA) metric

describes biotic integrity, ranges from 0 to 100%

and can be integrated spatially

1 MSA.km² loss is equivalent to the destruction of 1 km² of pristine natural areas

(17)

Key features: GBS accounts separately permanent and additionnal impacts

Static impacts

➢Biodiversity state

Dynamic impact

=

Dynamic impacts

➢Biodiversity changes

-

(18)

The Global Biodiversity Score tool uses a

stepwise approach to make use of the best data available at each step

(19)

Key features: GBS uses scopes framework to account for impacts along the value chain

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❑ CDC Biodiversité (2020). Measuring the contributions of business and finance towards the post-2020 global biodiversity framework.

Download.

❑ Schneider Electric (2020). Assessing Biodiversity footprint, the

opportunity to accelerate Corporate Biodiversity strategy. Schneider Electric performs first ever end-to-end biodiversity footprint

assessment with the Global Biodiversity Score (GBS), a tool developed by CDC Biodiversité. Download.

Additional resources

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Time for Nature! Bringing Biodiversity central stage

How Global Biodiversity Score helps

Xavier Houot–Senior Vice President –Chief Environment Officer December 8^th, 2020

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€27 .2 billion

2019 revenues

41%

of revenues in new economies

5%

Key figures for 2019

North America

29%

Western Europe

26%

Asia Pacific

29%

Rest of World

16%

Two Businesses:

A well-balanced global presence

2019 Revenues breakdown

of revenues devoted to R&D

Our purpose is to empower all to make the most of our collective energy and resources, bridging progress and sustainability for all.

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Page 3 Confidential Property of Schneider Electric |

A vast array of technologies for buildings, homes, industry, data centers, infrastructure. How does it link with Biodiversity ?

Energy Performance Contracting

Power Monitoring System

Variable Speed Drives

Transformers UPS Single Phase

Circuit breakers

Digital load management system

UPS 3 Phase Smart UPS MV Switchgear Circuit breaker

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Schneider Electric environmental strategy: a three-pronged journey

Climate and Resource well embedded in our Corporate Strategy, it is now “Time for Nature “

(25)

Our obsession : collaboratively deliver a “One-planet” prosperity path

For SCHNEIDER ELECTRIC

For our CUSTOMERS

For the WORLD’s ECONOMY

(26)

Nature is deteriorating

Biodiversity planetary boundaries, Living planet index: all index show a severe degradation of biodiversity (its abundance, its diversity, number of species)

(27)

End to end biodiversity footprint assessment

-

return of experience

(28)

Most data required by GBS readily available from CO

₂

efforts

Lot of synergies with current reporting, however with strong differences in terms of data availability

Extra Financial Reporting

CO2 footprint Specific to GBS

Procurement (spent -€)

Tons of orematerial Energy

Medium high complexity

Medium complexity

Tons of raw material Medium high

complexity

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-200 -150 -100 -50 0 50 100 150 200 250 300

End to end Schneider Electric’s biodiversity footprint

0 1 2 3 4 5

Scope 1 (99% from GHG emissions)

Scope 2 (95% GHG emissions)

Use phase of products

Benefits through saved CO2 emissions

0 10 20 30 40 50

Impacts of GHG emissions

Wood (cardboards, pallets) Land use of metal mining Other

Operations

Supply chain Customers

Results are expressed in terrestrial dynamic MSA.km² Climate change

Land use

On cradle to gate impacts:

• CO₂emissions represents 70% of Schneider’s pressure on biodiversity

• Land use, about30% -mainly due to land occupation of our supply chain (notably metals mining and timber harvesting)

(30)

Levers of action

to reduce our impact on biodiversity

(31)

Schneider’s climate strategy already has a significant impact on our biodiversity impacts, notably:

• engage our top 1000 suppliers in halving their emission

• Increase the purchase of green materials to 50%

Climate change Land use & others

GHG emissions are Schneider’s first pressure on biodiversity

2/3 of our impacts on biodiversity are caused by GHG emissions, mostly due to our value chain (95%) and our operations (5%).

Our climate strategy is already significant in reducing impacts on biodiversity

Cradle to gate terrestrial dynamic pressures on biodiversity SE operations

Fleet and logistics

Purchases (75% of GHG emissions, cradle to gate)

(32)

Land use is the second most significant pressure, and can be addressed

(together with climate)

in the supply chain

Biodiversity is a ‘local matter’, but a lot can be done increasing traceability in the supply chain

1/3 of impacts are caused by land use and other pressures, mainly in the supply chain (for instance, due to the extraction of virgin material needed for purchase of pallets and metals).

Focus on raw materials:

• Secondary materials sourcing (acceleration expected with “green material” strategy by 2025)

• Traceability (the highest complexity to address, as there are very low data available in the supply chain)

(33)

100% of our sites with a biodiversity roadmap by 2025

A collection of best practices of biodiversity activities to support the site in defining their biodiversity local action

Extract of list of all proposed actions:

• On site canteen

• Organic waste

• Biodiversity in urban areas

• Tree planting

• Shelter wildlife

• Best gardening practices

• Plastic clean up

• Partner with local NGOs with aim of protection of natural area / endemic species

• …

(34)

Schneider’s publications

(35)

Schneider Electric committed to step-up, leveraging best practices sharing, and promoting footprint assessment

Assessing Biodiversity footprint, the opportunity to accelerate Corporate Biodiversity strategy

Schneider Electric performs first ever end-to-end biodiversity footprint assessment with the Global Biodiversity Score (GBS), a tool developed by CDC Biodiversité

Raise corporate biodiversity ambition & aim at no net loss

It is “Time for businesses”to quantify biodiversity

footprints and set ambitious targets to reverse nature loss

(36)

MERCI !

(37)

(38)

Embedding

Biodiversity into

business decisions

(39)

Agenda

CLIMATE

RESOURCES

BETTER LIFE

1. Who we are - Solvay -

2. How biodiversity measurement informed our Sustainability ambition

3. Biodiversityembedded into business decision : the example of innovation

(40)

Solvay Today

We are a science companywhose technologies bring benefits to many aspects of daily life.

Ourinnovative solutionscontribute to safer, cleaner, and more sustainable products found in homes, food and consumer goods, planes, cars, batteries, smart devices, health care applications, water and air purification systems.

Our Group seeks to create sustainable shared value for all, notably through its Solvay One Planet plan crafted around three pillars: protecting the climate, preserving resources and fostering better life.

€ . € .

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Biodiversity assessment & Business Decisions - December 2020

Solvay One Planet is part of our Strategy

page 4

HOW WHAT

Our Purpose

We bond people, ideas and elements to reinvent progress

Our Vision

Sustainable shared value

for all

Our Strategy

Solvay One Planet

Sustainability goals

Our Solutions

We align our technologies to customer and societal needs on markets where we are uniquely positioned

to make a difference and a profit at the same time

Automotive & Aerospace Mineral resources & Environment

Healthcare & Consumer Goods Agro, Feed & Food

Electronics Building Industrial applications

Our Organization

and Culture

Our new common operating model helps us work more

efficiently and effectively together

Changing our behaviors to be more ustomer-

o sessed

WHY

G R O W

Growth

Resilience Optimization

Win

(42)

2030 Solvay One Planet goals

Fight against climate crisis

CLIMATE

Embed

circular business

RESOURCES

Align greenhouse gas emissions with Paris Agreement Reduce by 26% (-2%/y)

Phase out coal

Achieve 100%

Reduce

negative pressure on biodiversity 30% reduction

Increase Sustainable Solutions revenues

Achieve 65% vs 50%

Increase circularity

Achieve 15% vs 7%

Reduce

non-recoverable industrial waste 30% reduction

Safety Accelerate Extend maternity

Reduce intake of freshwater

25%

reduction

Biodiversity is part our top 10 commitments for sustainable shared value

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Key for the functioning of ecosystems and so the basis of Humankind existence

BIODIVERSITY CRISIS

1 Million of species (out of 8) at extinction risk*

Customers(rising expectations - see on the left)

Governments (Intense agenda, see below)

Communities (local stakeholders protection))

Employees (walk the talk - purpose)

Investors(new investment criteria to come)

Corporate Initiatives(CDC Biodiversity, WBCD,...)

A HOT RISING TOPIC

OUR TARGET

OUR ECOSYSTEM

A HIGH POLITICAL AGENDA

OUR PRESSURES

BIOLOGICAL DIVERSITY ALLOWS

*IPBES

Natural regulation (Oceans acidification, Amazon

rainforest, carbon cycle...) Natural risks reduction

CLIMATE RESOURCES BETTER LIFE

Freshwater Food Raw Materials

Pollinisation

Clean Air Better Health Sustainable Living

condition

40%

of the global economy is based on the ecosystem

service*

*United Nations

2019

1/4

of CO2 emissions is absorb by oceans*

*GIEC

50%

of our prescription medicines come from

plant extract / biodiversity*

* World Bank

BIODIVERSITY - DIVERSITY OF LIFE

As example:

*IPBES

(44)

To better know local stakes

We performed a risk analysis for all Solvay locations worldwide

Crunching the numbers to ramp up biodiversity protection

To gain expertise

We joined international cross-sectorial, action-oriented business coalitions on biodiversity

To assess our pressures

We provided a reliable status of Solvay’s pressures on biodiversity in the value chain

Joining global initiatives

CDC Biodiversité CSR Europe

Assessing pressures through the value chain Identifying risks at local level,

on site

For all products

Based on Life cycle analysis For all sites

Based on protected areas

Assessing footprint across the value chain

(45)

The pressure model on biodiversity

• Based on Life Cycle Assessment and Eco Profiles of our products

portfolio

• Providing a reliable status of Solvay’s pressures on biodiversity

PRINCIPLES

(46)

We identified 4 main pressures

• The 4 main pressures represent 90%+

• Breakdown provided by Business

• Then, ability to define and deploy action plan

RESULTS

Internal Assessment based on LCAs of all our Products Portfolio

(47)

ESG Webinar 2020

Our new

commitment for

Biodiversity

page 10

Reduce

negative pressure on biodiversity

-30 %

BY 2030

Recognized as smart approach

ACHIEVE

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Biodiversity embedded into business

decisions: example of innovation

(49)

Challenges

Sustainability concern, mitigation plan to be considered

Solutions

Better sustainability contribution to our customers combined with favorable balance between value and environmental impact

(Neutral)

Operationsvulnerability

Very High Risk High Risk Medium

Risk Low Risk Very Low

Risk

Market Alignment

Challenge Exposed Neutral Aligned Star

Their environmental manufacturing footprint and correlated risks and opportunities

Quantitative assessmentby 19 impact indicators

How in their applications they bring benefits or faces challenges from a market perspective

Qualitative assessment by authoritative questions on social and environmental topics

Sustainable Portfolio Management

How does it work?

page 12

(50)

IDEAS

Solvay Innovation Process

SPM in the phase gate project management

OPPORTUNITIES PROJECTS

Develop Ideas to Proof

Concept From Proof of Concept to

Value for Solvay

Screening Incubation

SPM Full

Opportunity Bank Process

MARKET DRIVEN

Prepare Kickoff Project Kickoff

(51)

solvay.com

Thank you.

Follow us on

(52)

Use of metrics when understanding corporate biodiversity

risk and opportunity

(53)

Monday, 07 December 2020 2

New data, metrics and tools are available

Global Biodiversity Score

QH PDF PBF BII BFFI…

2

1

1) Goslinget al 2020 https://doi.org/10.34892/4Q5V-GF37 2) Hansen et al 2020 https://doi.org/10.1038/s41597-019-0214-3

(54)

What is a metric?

Frameworks Tools Metrics

Data

A mathematical representation of reality

Measured or modelled information

Packages of data and one or more metrics e.g. MSA – PDF

e.g. GLOBIO – ESA land-cover maps

e.g. GBS – LC-Impact

(55)

Key questions for choosing a metric

How does it represent biodiversity and impacts on it?

Will the information feasibly be sufficiently granular and precise for my objectives, given

available input data?

(56)

How to choose a biodiversity metric – key trade-offs

When choosing a biodiversity metric, there is a trade-off between

• Validity –accurate measures of the right things?

• Feasibility –cost and time?

• Completeness– essential aspects covered?

Validity

e.g.

Academic approaches e.g.

covering one aspect only

(57)

A framework for understanding biodiversity metrics

Coverage Spatial

resolution Precision

Distinctiveness Landscape context

Stakeholder concerns Biodiversity

elements Pressures Granularity

Consideration of biodiversity extent, condition and significance is well established

(58)

Case study: consumer goods company

• Seeking to develop biodiversity targets in alignment with global goals

• Existing carbon targets and detailed metrics / control measures for some impacts (e.g., ecotoxicity)

• >1000 ingredients

• Bulk of impacts from c.20 plant-based sources

• Variable but generally good data on source location and production practices

 A land occupancy approach based on a BIM framework¹ was identified as most appropriate

 Captured largest source of impacts

 Provided information that was clearly additional to existing data

(59)

Example outputs:

Weighting for significance helps to understand and prioritise

Unweighted land occupancy impact (MSA.ha)

Weighted land occupancy (RR-weighted MSA.ha)

Sunflower oil

(60)

Qualitative approach to supply chain risks

(61)

Key points

• Feasible to assess biodiversity impacts and opportunities at scale and at a resolution sufficient to inform operational decision-making

• All biodiversity metrics are a simplification of reality

• Even imperfect metrics can drive change – if used with appropriate care

• Important to understand the assumptions a metric is making to be able to interpret the results and identify appropriate actions

• Key questions when choosing a metric are:

• how is biodiversity represented?

• will results be sufficiently granular for the intended use?

• Always need to contextualise results to understand implications

(62)

Thank you for joining us!

The Biodiversity Consultancy Ltd

3E King’s Parade, Cambridge, CB2 1SJ, UK

For further information sign up to our mailing list or look out for TBC’s upcoming report on “Approaches and metrics for understanding biodiversity risk in supply chains”

+44 (0) 1223 366238

enquiries@thebiodiversityconsultancy.com

Edward Pollard

Technical Director, The Biodiversity Consultancy

Edward.pollard@thebiodiversityconsultancy.com