Transcript Report to Oceania Regional Council

Update on work of
IUCN Council
Private Sector Task
Force
Diana Shand
Regional Councillor and Chair of
Private Sector Task Force
The International Union for Conservation of Nature
Role of IUCN Council Private
Sector Task Force
Task Force set up February 2009
“to learn from and continue to improve on IUCN’s
engagement with the private sector, and to propose
revisions to the Guidelines as appropriate”
• Confirmed Terms of Reference
• Workplan
• Council meetings
Terms of Reference Private
Sector Task Force
• 1. Work with relevant components of the Union to learn from
and improve on how IUCN engages with the private sector and
propose revisions to the Guidelines.
• 2. Participate in the review of different private sector
engagements and how they have contributed to the
implementation of Congress resolutions and Council decisions
concerning the private sector
• 3. Provide advice and assistance [to Council]…
• 4. Assist and provide input to the IUCN secretariat…
• 5. Advise the BBP…in dev of performance assessment methods
• 6. Serve as link with interested Members and Member groups
and Commissions in order to reflect their interests regarding the
IUCN private sector engagement policy and agreements.
• 7. Develop a work plan…to address specific issues…
IUCN Council Private Sector
Task Force
• Global issue of how an NGO engages with the
private sector - and why
• WCC resolved to engage over many years
• Vison: A sustainable global economy in which
businesses are committed and effective partners
in achieving a just world that values and
conserves nature.
• Council policy in form of PS Engagement Strategy
1999 & 2004) and Principles of Engagement
• Task force to advise on revising PS Strategy and
Operating Guidelines (2009)
Principles of engagement
1. Relevant to the IUCN vision and Mission.
2. Consistent with the general policies of IUCN.
3. Responsive to the aspirations of the membership.
4. Empower IUCN to implement its Programme and
IUCN members to conserve nature.
5. Effective and results-based with concrete outcomes
that can be measured.
6. Efficient in the use of IUCN resources as compared
to alternative actions.
7. Transparent in the sense of ensuring public access to
information, while respecting individual privacy and
institutional confidentiality, as appropriate.
Principles contd
8. Participatory in the sense of creating opportunities
for involvement by affected stakeholders, especially
vulnerable groups, while respecting legitimate
decision-making mechanisms.
9. Enhancing the credibility and autonomy of IUCN.
10. Promoting further development and inclusion of the
principle of Free Prior and Informed Consent.
11. Building on commitment at the highest level within
the company – including to sustainable development
and social and environmental best practice.
12. Ensuring independence of IUCN from the company /
industry group
Private Sector Engagement
Issues
• Is IUCN PS Engagement producing satisfactory
changes and ultimately - outcomes worthy of IUCN’s
reputation?
• How is success to be defined, monitored and
measured?
• Where and how can we use IUCN’s unique position?
• Are Members requirements of transparency,
engagement, concrete results etc. being met?
• Engagement with ICMM, Shell, Holcim, Rio Tinto etc.
v engagements with MNC v sectors v leveraging orgs
• Link to Global Programme
PSTF work
• PSTF has enabled particular PS focus from Council
• Policy e.g.Principles of Engagement considerations
• Addressing Membership issues - grievance
procedure, resolutions, contentious engagements,
consultation (ICMM, WGEIB)
• Shell reviews, Shell executive meeting, contract
considerations
• Review of PS Strategy
• Policies for commercial use of IUCN data
• Consultation issues
Priorities set by current PS
Engagement Strategy
Sectors where change most important and urgent
due to scale of their negative impacts on
environment and vulnerable people.
• Biodiversity-dependent industries (hunting,fishing,
farming, forestry)
• Large adverse-impacts industries (mining, oil, gas)
• Industries with significant indirect impacts
(transport, road construction, automotive, energy
supply)
• Financial services industry (banking and
insurance)
• Green entreprise (assist in the development of)
What is IUCN leveraging
potential?
Actions through IUCN strategic and membership
pressures for standards, legislative change,
government action, partnerships pressure.
NGOs/communities working together on private sector
issues with collaborations, co-operations, networking
on: engagement directions, common base standards,
knowledge, monitoring, actions.
Partnerships with international global and regional
institutions, business, other NGOs.
Position, global reach, convening power, reputation
Towards a new PS Strategy thoughts
Transforming business practice at the
landscape level to generate benefits for
biodiversity with businesses adopting an ecosystem
based approach in order to achieve no net loss or,
preferably, a net positive impact on biodiversity
Establishing supply chains based on sustainable
use of natural resources with businesses integrating
sustainable standards and safeguards on how biodiversity is
used in their value chains
Other elements considered
• the selection of business partners, the role of the BBP,
Coordination within the Secretariat, and future revision of
the Private Sector Guidelines as well as a Strategy for
sponsorships and licensing
Linking with Membership and
Commissions
Responsibility to “link with interested Members and Member
groups and Commissions in order to reflect their interests
regarding the IUCN private sector engagement policy and
agreements”
How can we do this better?
•
Information supply - website, newsletters
•
Issues and Grievance mechanisms
•
Consultations
•
Congress - forums
•
Workshops, business week,
•
Processes in One Programme development, council, in commissions
etc.