Nexus thinking: can it slow the Great Acceleration?
5 December 2014
November 2014 – In July 2014, the Nexus Network commissioned 13 think pieces with the remit of scoping and defining nexus approaches, and stimulating debate across the linked domains of food, energy, water and the environment. The Cambridge Institute for Sustainability Leadership’s Jake Reynolds and Gemma Cranston have co-written a think piece entitled ‘Nexus thinking: can it slow the Great Acceleration?’ that explores how business success and corporate decision-making could be shaped by nexus thinking.
Natural Capital Leaders Platform: Summary Report for Phase 1
23 October 2014
May 2011 – Early research on the debate in relation to views and action on natural capital among private sector organisations revealed the lack of a clear, statement of the business case for the more structured actions necessary to address the far reaching implications of the degradation of the natural capital.
Natural Capital Investment Report B: Evidence
23 October 2014
June 2011 – It is increasingly accepted that we need a significant change in the level of practical actions and policy that can deal with longterm risks to business, customers and wider society from the destruction of our natural resource base. This major new business-led programme brings together a cross-sectoral group of leading companies to explore how to bring about such positive changes.
Natural Capital Leaders Platform: Resilient Value Chains Case Studies Report
23 October 2014
June 2011 – B&Q’s journey to sustainably-sourced timber began as a ‘decoupling’ intervention, but developed into a number of ‘transition schemes’ across their timber supply chain and beyond using certification, roundtables and land use planning.
23 October 2014
June 2011 – It is increasingly accepted that significant changes are needed in the level of practical actions and policy that can deal with longterm risks to business, customers and wider society from the degradation of our natural resource base. This major new business-led programme brings together a cross-sectoral group of leading companies to explore how to bring about such significant changes.
Natural Capital Leaders Platform: Business Risks and Opportunities Report
23 October 2014
June 2011 – It is increasingly accepted that we need a step change in the level of practical actions and policy that can deal with long-term risks to business, customers and wider society from the destruction of the natural resource base. This major new business-led programme brings together a cross-sectoral group of leading companies to explore how to bring about these transformational changes.
Natural Capital Leaders Platform: Business Narratives Report
23 October 2014
June 2011 – During 2010, the Cambridge University Programme for Sustainability Leadership (CPSL) established a new process to help businesses engage more effectively with the unfolding challenges linked to the depletion of natural capital.
Sustainable Water Stewardship: Innovation through Collaboration
23 October 2014
April 2013 – Since its inception in 2010, the Sustainable Water Stewardship Collaboratory has been championing a fundamental shift in the way we manage water. Convened by the University of Cambridge Institute for Sustainability Leadership (CISL) and sponsored by Anglian Water, the programme has brought together forward-thinking organisations, government and communities to explore better ways of managing and valuing water for today and the future.
Natural Capital Leadership Compact
23 October 2014
March 2012 – We have come together as leaders of global companies to issue a collective call for action to properly value and maintain the Earth’s natural capital. We speak with a sense of urgency. In the two decades since the 1992 United Nations Conference on Environment and Development in Rio, the world has failed to respond to the challenge of sustainable development with adequate determination. Specifically we have not addressed risks posed by the loss of natural capital.
Natural Capital Business Case Study: The Kericho Tea Plantation
23 October 2014
June 2012 – Tea has been grown in the highly productive Kericho district of Kenya for many decades. For much of that time plantation managers were focused primarily on agronomic improvements and crop productivity. However, in the late 1990s increasingly unpredictable rainfall led to reduced resource security. Crop productivity fell and the hydroelectric power that ran the factory machinery became increasingly unreliable.
