- Title Pages
- List of contributors
- Chapter 1 Uncomfortable questions and inconvenient data in conservation science
- Chapter 2 The thin ice of simplicity in environmental and conservation assessments
- Chapter 3 The value of ecosystem services
- Chapter 4 Are local losses of biodiversity causing degraded ecosystem function?
- Chapter 5 Forty years of bias in habitat fragmentation research
- Chapter 6 Introduced species are not always the enemy of conservation
- Chapter 7 Novel ecosystems
- Chapter 8 What is the evidence for planetary tipping points?
- Chapter 9 Adaptability
- Chapter 10 Food webs with humans: In name only?
- Chapter 11 Global agricultural expansion
- Chapter 12 A good story
- Chapter 13 From <i>Silent Spring</i> to <i>The Frog of War</i>
- Chapter 14 How a mistaken ecological narrative could be undermining orangutan conservation
- Chapter 15 Fealty to symbolism is no way to save salmon
- Chapter 16 Genetically modified crops
- Chapter 17 When “sustainable” fishing isn’t
- Chapter 18 Science communication is receiving a lot of attention, but there’s room to improve
- Chapter 19 Overfishing
- Chapter 20 Rehabilitating sea otters
- Chapter 21 Planning for climate change without climate projections?
- Chapter 22 Is “no net loss of biodiversity” a good idea?
- Chapter 23 Replacing underperforming nature reserves
- Chapter 24 Conservation in the real world
- Chapter 25 Are payments for ecosystem services benefiting ecosystems and people?
- Chapter 26 Corporations valuing nature
- Chapter 27 Business as usual leads to underperformance in coastal restoration
- Chapter 28 Conservation bias: What have we learned?
Corporations valuing nature
Corporations valuing nature
It’s not all about the win-wins
- (p.167) Chapter 26 Corporations valuing nature
- Effective Conservation Science
Jennifer L. Molnar
- Oxford University Press
This chapter highlights the importance of not just focusing on win-wins for nature and business, but also where nature doesn’t provide economic benefits, in order to build a stronger case for companies to invest in conservation. Using the collaboration between The Nature Conservancy (TNC) and the Dow Chemical Company as a case study, it describes how a “negative” result in one pilot—where coastal habitats did not provide sufficient storm risk reduction benefits for a Dow site in Texas—helped raise the credibility of naturebased solutions. For engineers and planners to consider using nature-based strategies, they need evidence on where and how they are effective and where they are not. By not overselling nature, TNC gained trust from Dow. It was both the economical solutions found in other pilots and confidence in the objectivity of the analyses that helped make a case for Dow’s corporate-wide commitment to valuing nature.
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