Building the case for a biodiversity strategy aligned with the Global Biodiversity Framework (GBF) for a real-estate investor and asset manager.
Role
Course project Cambridge Institute for Sustainability Leadership (CISL)
July 2024 - Oct 2024
Scope
Review biodiversity frameworks and best practices, translate them for real estate, outline a project plan and stakeholder engagement approach
Context
Climate change and biodiversity loss are deeply interconnected, and real estate both contributes to and depends on them. Early biodiversity action can support decarbonisation, improve resilience, and create competitive advantage under the Kunming‑Montreal Global Biodiversity Framework and the EU policy and reporting landscape.
Building the case
Assessments:
potential value uplifts from improved aesthetics, well-being, and asset quality in selected markets;
benefits from climate-risk mitigation and adaptation, including reduced flooding risk, lower cooling loads, and lower energy use;
reputational gains from an early, credible commitment to biodiversity strategy.
Opportunities investigated for capital flow and funding:
pilot projects leveraging nature-based solutions (NBS);
restoration projects supported through blended finance or partner funding where there is a clear ecological and business case;
collaborations to pilot ecosystem-service valuation and identify design or materials innovations relevant to the portfolio.
Other opportunities:
Industry partnerships to improve biodiversity measurement, strengthen design principles, and test local pilot projects with authorities and NGOs.
Implementation – workstreams
Internal engagement: A high-level review of TNFD recommendations was conducted, highlighting that a significant share of biodiversity impact sits upstream in the value chain, particularly through material sourcing and procurement. Initial design principles to support the emerging strategy were defined.
External partnerships: The case identified likely partner types for a science-based biodiversity framework and explored how the approach could be extended across developments and value-chain priorities.
Communication and stakeholder engagement: A preliminary plan was developed covering partners and suppliers, global knowledge-sharing organisations, and potential local pilot projects with authorities and NGOs.