Center for Environmental Leadership in Business
FY08 Successes and FY09 Goals
Conservation International
Annual Planning
May 5, 2008
CELB Mission and Division Goals
 Mission:
To engage the private sector worldwide as a positive force for
biodiversity conservation
 Division Goals:
Conservation Investments: $100M in corporate funding raised for
Future for Life Campaign (FY05-10)
Business Practices: Biodiversity policies and practices adopted by
leading companies in key industries -- agriculture, forestry,
fisheries, energy, mining, tourism, financial services (goal and
target to be updated with new CI strategic plan)
CELB Division Level Goals: Conservation Investments
$35
$31.1M
$30
$10.4M
$25
$20
Committed
Target
Received
$17M
$15
$9.1M
$20.7M
$10
$5
$0
FY07
FY08 (Target)
Corporate Campaign Contributions
* Revenue shown in millions
FY08 (Actual)
CELB Division Level Goals: Conservation Investments
$100M
$90M
$80M
$70M
$60M
$50M
$40M
$30M
$20M
$10M
FY05
FY06
Progress by Fiscal Year
* Revenue shown in millions
FY07
FY08
FY09
FY10
Business
Policies and
Practices
Regional
Conservation
Actions
Corporate
Conservation
Partnerships
Corporate
Marketing &
Communications
Ecosystem
Service
Investments
Assheton Carter
John Buchanan
Adam Schoenberg
Jason Anderson
Toby Janson-Smith
 Strategic advice to
companies linked to
major corporate
investments and
game-changing
actions supporting
CI priorities
 Regional capacity,
strategy, and threats
assessment
 Field applications of
tools
 Regional alliances
(e.g., MARTI, Brazil
agribusiness)
 Business Engagement
 Corporate
philanthropy for CI
conservation
programs
 Cause-related
marketing
 Special events
 Business &
 Marketing promotions
with corporate
partners
 Digital Strategies
 Corporate media
 Publications
 Conferences
Biodiversity Council
Learning Network
Technical Solutions
Bambi Semroc
Conservation tools innovation (e.g., IBAT, supply chain, offset standards, IBAP)
CELB Strategy
 Carbon offsets
marketing
 CCBA/VCS
 Industry engagement
on climate policy
 Conservation &
Community Carbon
Fund
FY08 Successes
 Starbucks and CI renew decade-long partnership
with five-year, $7.5M commitment to combat climate
change through forest conservation in coffee growing
landscapes, and to engage consumers and
employees in conservation actions
 Fiji Water commits to going beyond carbon neutral,
pledges $5 million for Sovi Basin conservation, and
plans $1.4M forest carbon investment
 Toyota and CI forge three-year, $3M partnership to
restore and protect ~2,500 ha in the Philippines’
Peñablanca Protected Landscape and Seascape
 CI launches Sustainable Biofuel Crops Initiative with
$1.1M grant from U.S. Department of Energy
FY08 Successes Cont.
 Monsanto ($6.5M) and Wal-Mart ($2.8M) commit to biodiversity
conservation investments in Brazil
 Marriott announces industry-leading environmental strategy, with
a carbon neutral goal backed by a $2M investment in Amazon
forest conservation, and a commitment to engage consumers
 Mesoamerican Reef Tourism Initiative: Agreement announced
by cruise industry leaders with action commitments for protection
of the Belize Barrier Reef, a World Heritage Site located in one of
the fastest growing Caribbean cruise destinations
 Wal-Mart and CI lead “Mine to Market” innovation project
creating global incentives for industry best practices in gold and
diamond mining, with the long-term objectives of promoting
conservation outcomes in key regions such as South Africa and
West Africa, and educating jewelry customers on the origins of
minerals and gemstones
FY08 Successes Cont.
 Forest conservation provisions included in the Voluntary
Carbon Standard – the definitive reference point for
verifying carbon offsets for the voluntary carbon market
($100M today and projected to rise to $1B by 2010)
 Bunge, CI and local partners in Brazil create BioCerrado
Alliance to recruit additional companies (e.g., Kraft,
DuPont) and increase the scale of business engagement
for conservation and sustainable agriculture in the Cerrado
hotspot, including ~250K ha of new protected private lands
 Business & Biodiversity Council grows to 22 companies,
with new members including Bank of America, Disney,
DuPont, General Growth, General Mills, Royal Caribbean,
Shell, United, and White Wave Foods
 Wrigley Company Foundation awards $2.5 million to CI for
promotion of a global conservation ethic
FY08 Successes Cont.
 Dr. Seuss Enterprises and CI launch The Lorax Project
to raise awareness of forest destruction and generate
funds for CI programs
 McDonald’s and CI partner on promotional campaign
around the DreamWorks release, Bee Movie, resulting in
widespread exposure for CI messages on pollinators and
plans with McDonald’s for greatly expanded collaboration
on conservation investments and consumer-facing
initiatives
 Updated Carbon Calculator launched as on-line tool for
individuals to measure their climate footprint and to
contribute to CI Conservation Carbon projects, and plans
underway with MSN, NAVTEQ, United Airlines, Royal
Caribbean and Fiji Water to feature the calculator on
corporate web sites
FY09 Plan
Outcome: Corporate Engagement in the Regions
CI knowledge and tools mobilized, strategies developed,
and capacity built to maximize corporate engagement
opportunities for mitigating industry threats and achieving
conservation outcomes in the regions
Corporate Engagement in the Regions: Outputs
 Business Engagement Learning Network implemented with point
people identified in all CI regions
 CI business engagement toolkit version 1.0 created, with content
based on CELB and regional program experiences to date with
corporate partners on fundraising, environmental best practices,
and supply chain guidelines
 Corporate engagement strategies developed and implemented in
CI regions—already underway in South America, Africa, China,
Indo-Pacific; need to agree on timing and sequencing with other
regions
 Methodology for private sector threats assessment developed
with Regional Divisions, CABS, and Conservation Strategies
 Corporate fundraising strategies developed and implemented,
including identification of major prospects, for CI regions
FY09 Plan
FY09 Plan
Outcome: Corporate Funding for Conservation
Through CELB strategy lines, $20M in corporate funding
secured in FY09 to hit 90% of Future for Life target with
one year left in campaign
Corporate Funding for Conservation: Outputs
To reach the $20M target:
 Environmental leadership strategies yield a total of at least $8M
in commitments to CI’s climate change business plan from
Disney, Royal Caribbean, Fiji Water, Marriott, and United
 At least $8M in pledges secured from 3M, Alcoa, ExxonMobil,
McDonald’s, United Technologies, FedEx, PepsiCo, AnheuserBusch, Google, and other leading companies for CI conservation
programs
 At least $3M raised from corporate partners engaged in projects
under the CELB Business Policies & Practices and Regional
Conservation Actions strategy lines (IBAT donors, Newmont, Rio
Tinto, Cargill, Bunge, Kimberly-Clark, Virgin Atlantic, International
Paper)
 At least $1M in direct unrestricted income raised from corporate
special event sponsorships and from cause-marketing
promotions
 Business & Biodiversity Council generates ~ $1M for CELB and
builds pipeline for larger corporate funding support for CI
 Two new industries (e.g., pharmaceuticals, aerospace) identified,
and engagement strategies created, for contributions to CI
FY09 Plan
FY09 Plan
Outcome: Ecosystem Service Investments
Markets developed for forest carbon and other ecosystem
services through assisting corporations with development
of robust climate strategies and offset portfolios, creating
vehicles for consumers to offset their carbon footprints, and
supporting development of market-oriented voluntary
carbon standards.
Ecosystem Service Investments: Outputs
 Conservation & Community Carbon Fund launched with 1-3 major financial
institutions (e.g., Carlyle Group, JP Morgan Chase, Goldman Sachs) to
facilitate investment in CI and CCB forest carbon projects through $25M
Project Development Facility and $250M Carbon Asset Fund
 Partnerships established with at least 3 corporations (toward multi-year target
of 10 in CI Climate Change business plan) committing to major forest carbon
investments (e.g. Disney, Carlyle Group, UAL, Royal Caribbean, Fiji Water)
 Revised version 2.0 of Climate, Community & Biodiversity standards released
 Updated Voluntary Carbon Standard released, including "avoided conversion
of non-forest land" provisions to ensure conservation of biologically rich
grasslands, wetlands and desert ecosystems
 High-volume transaction mechanism created resulting in millions of "carbon
neutral" credit card holders supporting CI forest carbon projects
FY09 Plan
FY09 Plan
Outcome: Industry Threats
Through leading companies’ use of CI strategy advice and
tools, global threats to biodiversity significantly abated and
converted to positive results for conservation
Industry Threats Outputs
 Integrated Biodiversity Assessment Tool (IBAT) unveiled at
World Conservation Congress, Oct. ’08, and used by
companies, governments and MDBs to identify and protect
KBAs
 At least 2 key corporations (e.g., Virgin, Shell) enlisted as
partners in the CI Sustainable Biofuel Crops Initiative,
matching the DOE funding
 Business & Biodiversity Offsets (BBOP) methodologies,
including valuation of ecosystem services, piloted in Ghana
and Madagascar
 Conservation supply chain innovations launched and
implemented with Starbucks (coffee sourcing and climate
solutions), Wal-Mart (mining and jewelry) and cruise
industry (best practices for shore excursion providers)
FY09 Plan
FY09 Plan
Outcome: Conservation Ethic and CI Branding
Through strategic joint marketing promotions, employee
engagement initiatives and on-line campaigns, CI corporate
partner communications channels help spark a
conservation ethic within society and generate increased
awareness for CI and our mission
Conservation Ethic and CI Branding Outputs
FY09 Plan

At least two major in-store and on-line campaigns launched with
McDonald’s, beginning with the Kung Fu Panda and Endangered
Species Happy Meal promotions focusing on the U.S. and
European markets, reaching more than 40 million consumers, and
linking to McDonald’s conservation investments in China, Sumatra,
Cambodia and the Congo

Co-branded promotion featured in thousands of Starbucks stores
worldwide to educate customers about sustainable coffee sourcing,
as well as about CI, forests and climate change

Conservation-themed lobby space created on board a Royal
Caribbean cruise ship informing hundreds of thousands of
passengers on CI’s mission and programs

Integrated marketing and communications campaigns developed
with Disney, Marriott, United and Fiji Water, building upon existing
collaborations with CELB on environmental leadership strategies

Web-based clearinghouse of environmental information for
consumers launched with selected global brands within the
Business & Biodiversity Council
Human Well-Being
Conservation Initiative
Conservation Impact
Human Well-Being Impact
CLIMATE CHANGE
CLIMATE CHANGE
CLIMATE CHANGE
 Conservation & Community Carbon Fund
 Corporate contributions enable
 Forest carbon and climate adaptation
 Corporate climate investments
 CCB and VCS Standards
____________________________________
development and implementation of forest
carbon and climate adaptation projects
 CCB and VCS standards maximize
biodiversity benefits of forest carbon
projects and build market confidence in
forest-based offsets
FRESHWATER
projects provide economic benefits for local
communities
 CCB and VCS standards assure
community benefits in forest carbon project
design for voluntary carbon market
____________________________________
____________________________________
 Corporate funding for watershed protection
projects (e.g., 3M & Alcoa renewals for
China watershed projects, PepsiCo, Carlyle
Group, strategy for engagement with
pharmaceutical industry)
FRESHWATER
FRESHWATER
 Payments for ecosystem services boost
 Corporate funding and environmental best
practices help achieve positive results for
freshwater species and watershed services
 Integration of information on freshwater
hotspots into industry best practices and
supply chain guidelines
local incomes
 Clean water reduces human health risks
and enhances quality of life
____________________________________
____________________________________
ECOSYSTEM SERVICES
____________________________________
ECOSYSTEM SERVICES
 Biodiversity offset initiatives result in
ECOSYSTEM SERVICES
 Business & Biodiversity Offset Program:
Valuation of ecosystem services in
biodiversity offset methodologies
verifiable net gains for conservation and
avoid harmful tradeoffs for ecosystem
services
 Legitimate biodiversity offset initiatives
enable local economic development while
assuring net benefits for biodiversity
Partnerships
Partners (current and likely)
Reason for Partnership
Support Needed
Key corporations and trade associations
(e.g., Alcoa, Bank of America, Bunge,
Carlyle Group, Cargill, Cruise Lines
Industry Association, Disney,
DreamWorks, ExxonMobil, Fiji Water,
Goldman Sachs, JP Morgan Chase,
Marriott, McDonald’s, Newmont Mining,
PepsiCo, Royal Caribbean, Starbucks,
Toyota, United Airlines, Wal-Mart)
Mobilizing private sector funding for CI
programs, and implementing industry
best practices contributing to
conservation outcomes
Additional senior-level capacity for
leadership of key corporate accounts
Partner NGOs at local, national, regional
and international levels (e.g., CARE,
WCS, TNC and other CCBA partners;
Birdlife, WCMC, IUCN, and other IBAT
partners; Rainforest Alliance, African
Wildlife Foundation, TransFair and other
NGOs involved in Starbucks C.A.F.E.
Practices)
Achieving efficiency, synergy, and scale
in delivery of conservation results, and
responding to corporate partner
expectations
Additional capacity for managing
relationships with NGO partners
Government agencies (e.g., DOE
biofuels grant, European bilaterals,
USAID – GDA alliances)
Securing financial support for private
sector engagement and policy actions
reinforcing environmental leadership in
business
Support from CCG Public Funding team
for identification of opportunities, plus
internal capacity for development,
administration, and reporting on
government grants
Multi-stakeholder alliances (e.g., CCBA,
IBAT, BBOP, Roundtable on Sustainable
Biofuels, Keystone Dialogue on
Sustainable Agriculture)
Increasing industry-wide scale of positive
impacts, building relationships with key
businesses, and leveraging corporate
contributions for CI programs
Capacity for participation in multistakeholder alliances critical to CI
objectives
Organizational Sustainability
 Divisional Role: CELB engages business in support of CI outcomes and plays a
pivotal role for the organization on financial sustainability and risk management
 FY09 Activities:
 Corporate account stewardship: CELB manages long-term, multi-faceted
relationships with corporate partners to maximize revenue and other benefits
for the institution
 CI branding and communications: CELB harnesses corporate support to
build CI’s brand, while managing risk by ensuring credible environmental
commitments from partner companies
 Regional conservation actions: CELB coordinates institution-wide efforts to
build capacity and maximize efficiency through a Business Engagement
Learning Network
FY09 Details
CELB Management Structure
Executive Committee for
CI Corporate Engagements
Advisory Board (consolidated
from original Executive
Board & Advisory Committee)
Management Team
Chaired by
Glenn Prickett
Governance Group
Strategy Team
Account Team
Chaired by
Justin Ward
Chaired by
VP, Conservation Investments
Role
Management Team
To determine long term direction of CELB. Manages high-level performance of strategies and accounts.
Approves hiring proposals and oversees CELB budget.
Strategy Team
To review strategy performance, build collaborative cross-strategy plans, and ensure proper staffing and
delivery on project commitments to corporate partners.
Account Team
To create, manage, and evaluate account strategies, review account performance, and build campaigns to
reach across multiple accounts.
Executive Committee for CI
Corporate Engagements
Reviews and approves major corporate negotiations and agreements involving large-scale opportunities
or risks for the institution. Members: Niels Crone, Claude Gascon, Laura Bowling, Jorgen Thomsen,
Glenn Prickett.
Advisory Board (consolidated
from original Executive Board &
Advisory Committee)
“Blue ribbon” group advising CELB on program direction. Members: Rob Walton (Chair), Frances Beinecke,
Tom Burke, Liz Cook, Mike Duke, James Griffiths, Bill Harrison, Stuart Hart, Amory Lovins, Mack McLarty,
Sue Mecklenburg, Jacob Scherr, Peter Seligmann
Organizational Chart:
CELB Division Management
Glenn Prickett
Senior Vice President and
Executive Director
Inmaculada Aldamiz
Executive Assistant
Justin Ward
Vacant
Edith Mahi
VP, Business Practices
VP, Conservation Investments
Lead, Ops + Finance
CELB: Corporate Engagement Strategies
Justin Ward
VP, Business Practices
Michael Totten
Chief Advisor, Climate & H20
John Buchanan
Senior Director,
Assheton Carter
Senior Director,
Business Policies & Practices
Regional Conservation Actions
Jason Anderson
Toby Janson-Smith
Director, Corporate
Marketing & Communications
Senior Director,
Ecosystem Service Investments
Bambi Semroc
Dir., Technical Solutions
Adam Schoenberg
Director, Corporate
Conservation Partnerships
Marielle Canter
Senior Manager
Seleni Matus
Director, MARTI
Katrin Olson
Manager (Media)
Sonal Pandya
Senior Manager
Elizabeth Baer
Manager
Mahlette Betre
Manager
Christine Dragisic
Manager
Jessica Wechter
Manager (Graphic Design)
Joanna Durbin
Director, CCBA
Vacant
Manager
(Starbucks supply chain)
Rebecca Rogers
Manager
Vacant
Manager (Editorial)
Brian Gurr
Manager
Vacant
Manager
Organizational Chart
Vacant
Manager, CCBA
Conrad Savy
Biodiversity Analyst (CABS)
Vacant
Manager
CELB: Corporate Account Stewardship
Vacant
VP, Conservation Investments
Adam Schoenberg
Vacant
Director, Corp. Conservation Partnerships
Senior Account Lead
Angie Prosek
Maggie McIntosh
Senior Manager
Manager
Melissa Thomas
Coordinator
Vacant
Manager
Organizational Chart
CELB: Operations and Finance
Edith Mahi
Lead, Operations & Finance
Vlasova Urrea
Coordinator
Lubianca Schumacher
Administrative Assistant
Laura Johnston
Administrative Assistant
Organizational Chart
Headcount
Regular
FY08
Boardapproved
budget
Positions
added in FY08
FY09
Requested
Fixed-Term
# FT positions
29
2
# PT positions
0
1
# FT positions
0
1
# PT positions
0
1
# FT positions
3
3
# PT positions
0
2
FY09 Budget Growth
Division Total
CELB
FY08 Budget
Proposed FY09
Budget
% Growth
$ 4,709,760
$ 5,065,076
8%
$ 2,069,167
$ 1,694,044
-18%
$ 2,053,643
$ 2,089,076
2%
 Executive
NA
$ 797,567
New Cost
Center
 Operations
$ 586,950
$ 484,389
-17%
Activity Area
 Business
Practices
 Conservation
Investments
FY09 Budget Detail by Expense Category
FY09 Proposed % of
Budget
Total
% Change
FY08 to
FY09
Expense Category
FY08 Budget
% of
Total
Salaries & Benefits
$ 3,022,201
64%
$ 3,691,121
73%
22%
Travel &
Conferences
$ 573,002
12%
$ 622,710
13%
16%
External Grants
$ 145,347
3%
$ 24,000
0%
-83%
Occupancy
$ 239,716
5%
$260,992
5%
9%
Other Direct Costs
$ 729,494
15%
$ 426,253
8%
-42%
Total
$ 4,709,760
100%
$ 5,065,076
100%
8%
IDC
$
424,152
$
479,846
13%
FY09 Budget Detail by Funding Source
Funding Source
FY08
Budget
% of
Total
FY09 Proposed
Budget
% of
Total
% Change
FY08 to
FY09
GBMF
$ 0
0%
$
0%
0%
Individual
$ 520,573
11%
$ 1,108,703
22%
113%
CEPF
$ 0
0%
$
0
0%
0%
Government
$ 177,323
4%
$
53,229
1%
-70%
Foundation
$ 1,668,523
35%
$
582,467
11%
-65%
Corporate
$ 1,107,979
24%
$ 1,510,669
30%
36%
Non Reporting
$
19%
$
913,486
18%
3%
Shortfall
$ 0
0%
$
896,522
18%
0%
Unrestricted
$ 325,500
7%
$
0
0%
-100%
Total
$ 4,709,760
100%
$ 5,065,076
IDC
$
882,862
424,152
$
0
479,846
100%
8%
13%
Funding Sources
US Government
1%
Shortfall
18%
Corporate
30%
Non Reporting
18%
Foundation
11%
FY09 Details
Individual
22%
FY09 Budget Shortfall
Activities
Climate Change
$
301,479
Business Practices
$
162,616
Communications
$
6,840
Subtotal
$
470,935
CI Programmatic Fundraising
$
298,820
Regional Conservation Action
$
126,767
Subtotal
$
425,587
Total Shortfall
$
896,522
FY09 Details
Key Strategic Issues
 Corporate Account Leadership: We need additional human and financial
resources to steward our major corporate accounts. This should include new
senior account leads in CELB and more effective collaboration across the
institution.
 Regional Capacity for Business Engagement: What is our most effective and
most fiscally responsible approach to building business engagement capacity in
the regions and maximizing the scale of conservation results?
 Focus and Goals for Business Practices: Looking ahead, how should CELB
frame our industry engagement goals, indicators and targets to reflect major
systemic threats (climate change, freshwater scarcity and degradation,
unsustainable agriculture, infrastructure development)?
FY09 Details