1、2020 REPORT Stephanie Mansourian and Daniel Vallauri TREE PLANTING BY BUSINESSES in France, Switzerland and the UK A study to inspire corporate commitments Adobe Stock / lovelyday12 Acknowledgements: We would like to thank all interviewees for this study: Marine dAllanc, Benjamin de Poncheville and

2、James Rawles from WWF France, Claude Fromageot (Groupe Rocher), Jonathan Guyot (all4trees), Valentin Hervouet and Thierry Rabenandro (Plante Urgence), Jan Heusser (Coop), Owen Keogh (Sainsburys), Sarah Megahed (Livelihoods Carbon Funds) and Naomi Rosenthal (South Pole). We would also like to thank t

3、he following WWF staff: Rina Andrianarivony (WWF Madagascar), Anna Kitulagoda (WWF-UK), Stuart Dainton (WWF-UK stories about trees and stories of communities who take care of them. We are calling on corporations to now consider first to reduce their pressure on exist- ing forests but also to expand

4、and improve their engagement to restore the ones already degraded. Isabelle Autissier WWF-France President PREFACE WWF-France 6 Executive Summary EXECUTIVE SUMMARY When Nobel Peace Prize laureate, Professor Wangari Maathai, launched her Green Belt Movement in the 1970s in Kenya she could not have im

5、agined that initiatives such as hers to plant trees on a large scale would become so prevalent in the 21st century. Today, governments and companies alike are pledging to plant millions, billions and even a trillion trees. Trees and forests serve many purposes and in an increasingly polluted and fra

6、gile world, there is much appeal in the positive act of planting a tree. Aim of the study In seeking to understand the corporate dimension of tree planting, we carried out research among the Global Fortune 500 companies with headquarters in France, Switzerland and the UK. We also carried out researc

7、h in Madagascar, to understand companies involvement in tree planting from a recipient countrys perspective. The aim of this study was to understand, characterise and quantify, where possible, the tree planting of large companies from the three countries. Our intention by selecting Global Fortune 50

8、0 companies was to reduce bias towards any particular sector or company, but rather focus on large economic actors. The period covered was: 2000-2018. For case studies we interviewed two companies (Coop and Sainsburys), two funding instruments (Yves Rocher Foundation and Livelihoods Carbon Funds), o

9、ne project developer (South Pole), one convenor (enabler) (all4trees) and one implementer (Plante Urgence). These are actors engaged in the tree planting process that operate between the company funding and the actual tree planting on the ground. These case studies are presented in the report and it

10、s annexes. The primary audience for this report is environmental organisations working with cor- porations on tree planting, reforestation and forest restoration more widely who wish to better understand how large corporations in France, Switzerland and the UK view and engage in tree planting. WWF /

11、 Simon Rawles 7 Executive Summary Main findings Our findings show that 100% of the 28 French companies, 93% of the 14 Swiss companies and 85% of the 20 British companies in the Global Fortune 500 list plant trees (overall a total of 58 out of 62 companies). A total of at least 190 million trees were

12、 reported to have been planted between 2000 and 2018 by the 58 companies analysed. There are several other actors along the tree planting chain including brokers that act as intermediar- ies between the companies and those carrying out tree planting, financial mechanisms, verifiers and certifiers in

13、 the case of certified schemes, and implementing NGOs or com- munities on the ground. We found that it was difficult to obtain clear and comprehen- sive information from companies about their tree planting activities. In most cases, the only available information was on the number of trees and the c

14、ountry where those trees were planted. It was rarely possible to obtain information on for example, how much money was spent, which species were used, how many trees had survived or any long term impacts. Quantitative data FranceSwitzerlandUKOverall Number of companies28142062 Percent of companies i

15、nvolved in tree planting 100%98%83%94% Number of trees planted (at least)153,625,86820,231,33117,248,000190,000,000 Percent of planting located outside of head office country 54%100%53%- Number of economic sectors represented by the companies 158919 Qualitative results g Data availability on the tre

16、e planting of businesses is minimal and generally difficult to obtain. g For the projects abroad, sites are selected based on ecological hotspots or communications opportunities (e.g. Amazonia, Australia), priority markets for companies brands (location of existing or new customer base), countries w

17、here carbon credits are eligible (mainly tropical countries), and sourcing countries. g Companies plant trees for essentially eight reasons: remediation, offsetting, communications, marketing, engagement, green reporting through ecosystem services or sustainable development goals (SDGs) and sustaina

18、ble sourcing/ insetting. g There are up to six links between companies and field implementers, including the intermediary levels of funding mechanisms, developers, enablers and verifiers. g Although there are clear standards for legal offsetting of companies impacts, and for some voluntary offsets l

19、inked to markets, most voluntary plantation projects discussed here are currently carried out without any standards. Key Findings for French, Swiss and British Global Fortune 500 companies (2000-2018). 8 Executive Summary A tentative framework A typology is proposed based on the findings from this r

20、esearch. It outlines eight rea- sons for which companies may plant trees: 1. remediation - to reduce or reverse damage inflicted on the environment; 2. offsetting - to reduce their footprint (carbon or biodi- versity) or compensate for greenhouse gas emissions or biodiversity loss; 3. communica- tio

21、ns to promote an attractive public image and manage public relations; 4. marketing to encourage sales; 5. engagement to engage employees or customers in team-build- ing exercises; 6. ecosystem services to secure and retain ecosystem services; 7. sustain- able development goals (SDGs) - to contribute

22、 to the SDGs; and 8. sustainable sourcing / insetting to plant trees within their own supply chains and improve their social and ecological impacts. In many cases, more than one reason may apply. A model is proposed that identifies the various actors in the chain between companies and implementers o

23、n the ground. It distinguishes between companies motivations: from legal requirements leading to regulated tree planting schemes (e.g. for carbon offsets), to voluntary tree planting schemes. Prescribers, experts and verifiers intervene when tree planting is for legal compliance. Funding mechanisms

24、such as corporate foundations and dedicated funds act as intermediaries. Project developers also play an intermediary role. These may be brokers that connect projects and donors, or they may be organisations, Company Legal compliance RemediationCarbon market (Credits) Core business Production Sourci

25、ng Insetting Support activities Corporate engagement Green reporting (SDG, PES) MarketingCommunication Implementer InstitutionLocal NGOCommunityPrivate entity Funding Mechanism Developer LawsEnabler Administration Broker Corporate foundation Forest expert NGO Institution Dedicated Funds Consulting C

26、ustomersShareholders Prescriber Expertise (Consulting) Certifier Verifier Quality management Verifier Funding link Technical or institutional linkFunding link Technical or institutional link A tentative model of tree planting by businesses 9 Executive Summary firms or consultancies that actively dev

27、elop and design tree planting projects. Projects may be co-designed with the companies, or they may be developed and then sold to the companies. Enablers focus on quality management and include certifiers and verifiers. At the field level, implementers range from international NGOs, to local NGOs an

28、d associa- tions, private entities, or communities. The way forward Our research highlights that, for a majority of companies, there is little or no evidence that they pay enough attention to the ultimate purpose of tree planting, to the landscape within which these efforts take place, or to the rol

29、e of trees in a wider perspective: the emphasis is clearly on the number of trees planted. In publicly available documentation, tree planting is by far the most commonly used term, reforestation is occasionally used, whereas terms such as restoration or regeneration are practically non-existent in c

30、or- porate documentation. Given the continued loss in global forest quality and quantity, our recommendations below are aimed at channelling available funding, infrastructure, goodwill and energy towards tree planting that contributes to the long-term restoration of our planets for- ested landscapes

31、 for the benefit of humankind. Based on the findings from this research, four main recommendations emerge: 1. Improve data and transparency - There is a need for more refined, more compre- hensive and more transparent information about activities and impacts related to planting trees by the corporat

32、e sector. This information should be included in CSR reports, and companies should hold their implementing partners accountable for details of their tree planting investments. 2. Prefer multipurpose forest restoration rather than just tree planting - Restoring a forest is a complex, multi-layer, mul

33、ti-objective, multi-year and multi-actor task. There is a role for the corporate sector to contribute to this and their current tree planting efforts could be channelled towards more comprehensive and environmen- tally beneficial initiatives such as forest landscape restoration for example. 3. Requi

34、re high quality projects from intermediaries - Different factors have an influence on the long-term quality and positive impact of tree planting, among which are: 1) the need to embed tree planting in a long-term strategy, by implementers, intermediaries but also by funding companies, when possible;

35、 2) Governance of the project : who has access to which information? Who is involved in decision-making? Which environmental and social safeguarding mechanisms are in place? 4. Manage expectations to better tell smart stories - There is a need to better man- age expectations at many levels: by compa

36、nies, but also by their clients, the media and local communities where tree planting occurs. Tree planting can achieve many things, but also has its limitations and these need to be acknowledged. Transparency is essential. 10 Rsum excutif RSUM EXCUTIF Lorsque la laurate du prix Nobel de la paix, la

37、professeure Wangari Maathai, a lanc son Mouvement de ceinture verte dans les annes 1970 au Kenya, elle ne pouvait pas imaginer que des initiatives telles que la sienne pour plan- ter des arbres grande chelle deviendraient si rpandues au 21me sicle. Aujourdhui, les gouvernements et les entreprises se

38、ngagent planter des millions, des milliards et mme un trillion darbres. Les arbres et les forts servent de nombreuses fins et dans un monde de plus en plus pollu et fragile, il y a beaucoup dattrait dans lacte positif de planter un arbre. Le but de ltude En cherchant comprendre limportance pour lent

39、reprise de la plantation darbres, nous avons men des recherches auprs des entreprises listes dans le Global Fortune 500 dont le sige est en France, en Suisse et au Royaume-Uni. Nous avons galement effec- tu des recherches Madagascar pour comprendre limplication des entreprises dans la plantation dar

40、bres du point de vue dun pays bnficiaire. Lobjectif de cette tude tait de comprendre, caractriser et quantifier, autant que possible, la plantation darbres des grandes entreprises des trois pays. Notre intention en slectionnant les entreprises lis- tes dans le Global Fortune 500 tait de rduire les b

41、iais en faveur dun secteur ou dune entreprise en particulier, mais plutt de nous concentrer sur les grands acteurs cono- miques. La priode couverte tait 2000-2018. Comme tude de cas, nous avons gale- ment interview deux entreprises (Coop et Sainsburys), deux instruments de finance- ment (Fondation Y

42、ves Rocher et Livelihoods Carbon Funds), un dveloppeur de projets (South Pole), un animateur (facilitateur) (all4trees) et un excutant (Plante Urgence). Ce sont des acteurs engags dans le processus de plantation darbres, qui oprent entre lentreprise finanant et la plantation darbres proprement dite

43、sur le terrain. Les entre- tiens ont t rdigs sous forme dtudes de cas prsentes dans le rapport et ses annexes. Le principal public vis par ce rapport comprend les organisations environnementales qui travaillent avec des entreprises sur la plantation darbres, le reboisement et la restau- ration des f

44、orts plus largement, qui souhaitent mieux comprendre comment les grandes entreprises en France, en Suisse et au Royaume-Uni voient et sengagent dans la planta- tion darbres. Principales constatations Nos rsultats montrent que 100 % des 28 entreprises franaises, 93 % des 14 entre- prises suisses et 8

45、5 % des 20 entreprises britanniques du classement Global Fortune 500 plantent des arbres (au total 58 entreprises sur 62 au total). Au total, 190 millions darbres au moins auraient t plants entre 2000 et 2018 par les 58 entreprises ana- lyses. Il existe plusieurs autres acteurs le long de la chane d

46、e plantation darbres , notamment des dveloppeurs qui agissent comme intermdiaires entre les entreprises et ceux qui effectuent la plantation darbres, des mcanismes financiers, des vrifica- teurs et des certificateurs dans le cas de programmes certifis, et bien sr la mise en place sur le terrain par

47、des ONG ou communauts sur le terrain. Nous avons constat quil tait difficile dobtenir des entreprises des informations claires et compltes sur leurs activits de plantation darbres. Dans la plupart des cas, les seules informations disponibles taient sur le nombre darbres et le pays o ces arbres ont t

48、 plants. Il tait rarement possible dobtenir des informations sur, par exemple, combien dargent a t dpens, quelles espces ont t utilises, combien darbres ont survcu ou sur limpact long terme de ces reboisements. 11 Rsum excutif Un cadre provisoire Une typologie a t dveloppe sur la base des rsultats d

49、e cette recherche. Elle dcrit huit raisons pour lesquelles les entreprises peuvent planter des arbres: 1. remdiation - pour rduire ou inverser les dommages directs quelles causent lenvironnement ; 2. compensation - pour rduire leur empreinte (carbone ou biodiversit) ou compenser les missions ou la perte de biodiversit ; 3. communication - pour promouvoir une image publique attrayante et grer les relations publiques ; 4. mercatique - pour encourager les ventes ; 5. engagement des employs ou des clients dans des opration de consolidation dquipe ;