Upscaling Corporate Solutions for Biodiversity – February 2021


Publication available

84 pages – French version here

Strong societal expectations about nature conservation, international events for raising awareness among leaders in 2020-2021, animal-based epidemics linked to growing human pressure on natural ecosystems, and indisputable scientific findings on the collapse of biodiversity have led businesses over the last few years to include nature more decisively in their corporate social responsibility (CSR) strategies. Corporates have also become aware of the consequences and risks to them of potentially serious or systemic biodiversity erosion.

This report seeks to describe the actual levers and modes of action that are successfully being used by business, and also to identify the conditions for their scale-up: the point is how to take or pursue actions of a similar nature at different plants and sites, or in other sectors and businesses, without switching pressure from one environment or issue to another? This original publication, rich in examples, responds to it through 60 sharing of best practices.
See companies members:

This publication is divided into three chapters:

  • Chapter 1 describes the mechanisms to avoid or reduce the pressures on biodiversity exerted by business, as listed in the IPBES summary report. These pressures are well known and measurable, even though their impacts vary depending on the sensitivity of the environments in which they occur. Stopping biodiversity erosion starts with reducing all such pressures. This is the first step of effective corporate action.
  • Chapter 2 presents solutions for recreating biodiversity-friendly spaces and conditions. This involves safeguarding areas where nature can spontaneously thrive, and from time to time stimulating or stepping up such action. The solutions are profoundly different according to the environments in which they are implemented. IUCN recommendations list three area categories for action: wilderness areas to be protected, productive areas to be exploited in a more biodiversity-friendly manner, and built-up areas where nature is to be reintroduced.
  • The third and last chapter deals with management methods and tools to promote the factoring of nature into economic decision-making. It draws in particular on the biodiversity management analysis performed by businesses supporting the act4nature cross-cutting commitments and Business for Nature.

act4nature – Companies’ commitments – july 2018

Page de couverture brochure EN

Act4nature is an initiative launched by EPE (Entreprises pour l’Environnement) and a number of partners with the aim of mobilising companies to protect, promote and restore biodiversity.

Scientists, economists and public authorities agree that there is urgent need to act by leveraging the resources commanded by key players to deliver concrete solutions now and in the medium and longer terms.

This initiative aims to develop international collective momentum, driven by committed CEOs in all industries, followed by their colleagues and the public at large.

In joining act4nature, businesses undertake to include biodiversity in their global development strategies so as to help achieve the biodiversity targets set by the international community.

The first commitments were published on July, 10th 2018 during act4nature launch event. First report in 2020!

To read the companies’ individual commitments and download the booklet, visit the website

Companies and Biodiversity : managing impacts on the value chain – March 2017


Companies and Biodiversity – Managing impacts on the value chain,
a guide for companies to manage their indirect impacts on biodiversity

Figures about the loss of biodiversity are alarming, the turn-around has not happened yet. Human activities are the main cause of the erosion, making it urgent to act at large scale to reduce anthropic impacts. Beyond impacts of a production site, all impacts along the value chain of any company must be considered, from the sourcing of raw materials to end-of-life of the products including transport and use of goods and services.

“This calls for a change in attitude towards biodiversity that EpE members, major corporations in very diverse sectors, have already initiated: the aim is to be vigilant and reduce these indirect impacts, which are massive because of our size, even if they are remote and diffuse. Our experiences, recorded in this brochure, show that the gradual destruction of the living world’s balances is not inevitable, even if the huge shift demanded requires significant resources. Reacting also means providing our employees, partners, suppliers and without any doubt our customers with a motivating and even fulfilling pathway.” Jean-Dominique Senard, Chairman of EpE, President of the Michelin group

This publication is the result of three years of discussion between EpE members, scientific experts and representatives of environmental organizations. It gives an overview of the operational steps towards sustainability and the management of companies’ indirect impacts on biodiversity through the value chain. The brochure draws on some 30 concrete examples to demonstrate the benefits of this broader approach.

Measuring and managing biodiversity – October 2014

Measuring and managing biodiversity - page de couverture

This brochure is the fruit of the work of the Biodiversity Commission between 2010 and 2013. It gathers together the experience and best practices of EpE members in relation to biodiversity indicators. Here is a summary of the 4 parts of this publication.

Basic concepts and tools
Companies with a direct impact on biodiversity such as quarries, oil and gas operators and linear infrastructures etc have become used to integrating the issue of biodiversity into their everyday management processes. Other businesses with a more indirect impact are at a different stage in terms of awareness and experience. It is not unusual for businesses with an indirect impact to deal with biodiversity through sponsorship or forming partnerships with environmental associations in the first instance. Today, however, companies want to include biodiversity in their strategic objectives and are therefore exploring how best to approach the link between their business and biodiversity. “Measuring and managing biodiversity” has been published by the biodiversity commission and contains examples of members’ practices.

What are indicators used for?
Business ethics, management of the business, communication, risk prevention… there are a number of reasons that prompt companies to measure their impacts and dependencies on biodiversity and how effective their actions are. Defining and implementing biodiversity indicators makes biodiversity relevant to strategic business goals, thereby attracting the attention of high-level directors. In addition, a voluntary commitment to positive biodiversity actions and transparent sharing of the biodiversity indicators helps create a dialogue with the different stakeholders – both internal and external.

Developing and selecting indicators for the business project.
A business is part of an ecosystem (environment, partners and stakeholders) and studying this ecosystem and the issues and challenges surrounding it makes it possible to define the indicators. As there are a number of goals and spatial and temporal scales, companies must find a middle ground between what they ought to do and what is realistically possible, based on the information and resources available. In order to create an approach that is both understood and accepted, the process of selecting and developing the indicators should be accompanied by a dialogue with stakeholders.

What makes a good biodiversity indicator?
There are no standards for biodiversity indicators, but a look at the practices of EpE members allowed us to identify some general trends. Whether we’re talking about impact measurement, stock status or to give an overall view, companies often work in close collaboration with researchers to create a scientific basis for their biodiversity indicators with experts. The indicators, which must be verifiable, traceable and reproducible, in both time and space, are often monitored by scientists or associations over a long period of time. In addition, businesses generally seek fairly similar indicators to allow comparisons at group level. This doesn’t prevent local indicators from being used, however.

About forty concretes examples show key steps in developing and selecting indicators for the business project:

  • BASF
    BASF Agro, BiodiversID, a double network of farms for monitoring indicators
    The Concept of a Positive EconomyTM
    Biodiversity Management System (SMBio)
    The ESR tool for identifying the impact and dependencies of group activities in relation to biodiversity
    Monitoring and assessment indicators for compensatory measures
    External communication and level of company engagement
  • EDF
    Measuring the ecological value of land to enable sustainable management of natural spaces
    Hydroecological monitoring around nuclear power stations: reporting on the long-term evolution of aquatic ecosystems
    FRB/CESAB Partnership LOLA-BMS Butterflies, a model group for managing biodiversity
  • ERM
    Mapping biodiversity risks at a portfolio of sites
    A commitment with the SNB stamp of approval
    Indicators for tracking the company’s commitment to biodiversity
    The contribution of easement strips to ecological continuity
    A number of tools and methods for assessing, measuring and managing biodiversity
    A dedicated indicator to assess the biodiversity of quarries
    Dragonfly zone: An area for biological freedom and combating emerging pollutants
    Including Biodiversity in environmental risk insurance
    Which Assessment methods and indicators for industrial sites?
  • RTE
    Partnerships with organisations that manage natural areas
    Indicators for monitoring the impact of activities on ordinary biodiversity
    Partnerships with scientists to monitor biodiversity
    Testing a mapping method for use around the world
    A tool for measuring landscape integration
    Trees and plants bear the brunt of climate change
    An operational approach for preserving biodiversity
  • SNCF
    Indicators for managing biodiversity across the organisation
    An indicator for the tonnage of renewable raw materials
    Actively driving the number of action plans on its sites
    Mapping biodiversity risks at a portfolio of sites
    Group-level consolidated indicators for monitoring and reporting on the biodiversity policy
    Systematic research partnership with stakeholders