Natural Infrastructure for Business

Training Course

Participant HandbookTraining session, [date to be inserted]

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ContentsAbout the WBCSD and UNEP.......................................................................................................................3

About this NI4Biz training session...............................................................................................................4

List of participants and facilitators..............................................................................................................5

Training Session - Agenda............................................................................................................................6

Pre-Read......................................................................................................................................................7

Module 1: Objectives...................................................................................................................................7

Module 2 Objectives....................................................................................................................................7

Module 1 - What are the pros and cons of natural vs gray infrastructures.................................................9

Module 1 – Session 5 Practical exercise: identifying drivers, typology of solutions, benefits & co-benefits..................................................................................................................................................................10

Module 2: How can I get started?.............................................................................................................12

Module 2: Embedding NI in my company..................................................................................................12

Module 2: Decision tree............................................................................................................................13

Module 2: Checklist...................................................................................................................................15

Module 2 – Exercise: Assessing scenarios.................................................................................................17

Module 2 – Session 3: Role Play................................................................................................................21

Module 2 – Session 4: Developing an action plan.....................................................................................24

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About the WBCSD and UNEP

The World Business Council for Sustainable Development (WBCSD), a CEO-led organization of some 200 forward-thinking global companies, is committed to galvanizing the global business community to create a sustainable future for business, society and the environment.

The WBCSD provides a forum for its member companies—who represent all business sectors, all continents and a combined revenue of more than $8.5 trillion and 19 million employees—to share best practices on sustainable development issues and to develop innovative tools that change the status quo. The Council also benefits from a network of 70 national and regional business councils and partner organizations, the majority of which are based in developing countries.

For more information visit: www.wbcsd.org.

www.wbcsd.org

UNEP’s Post-conflict and Disaster Management Branch seeks to minimize the environmental threats to human well-being from the environmental causes and consequences of disasters and conflicts. Since the start of the new millennium, natural hazards and major conflicts have directly affected some two billion people. Not only do these tragic events destroy lives and infrastructure, they also fundamentally undermine human security and tear apart the fabric of sustainable development. By addressing environmental degradation and resource management, UNEP is working to build more resilient and peaceful societies.

Healthy ecosystems are the frontline of defense against a changing climate. The services they provide not only protect lives from natural hazards, they also support livelihoods and other crucial aspects of human well-being. UNEP works to prevent and reduce the impacts of disasters on vulnerable communities and countries through improved ecosystems management. With its solid technical expertise and direct field experience, UNEP integrates an ecosystem-based disaster risk reduction (Eco-DRR) approach into development and climate change adaptation strategies.

www.unep.org/disastersandconflicts

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About this NI4Biz training sessionAbout NI4BizThe Training Course is part of the World Business Council for Sustainable Development (WBCSD) work program on scaling up investments in natural infrastructure (NI).

In December 2015, the WBCSD launched the NI4Biz platform, an online platform which contains a variety of resources that strengthen the business case for natural infrastructure, including business case studies, freely available decision-making tools, fact sheets, and others.

About this NI4Biz training courseBuilding on the NI4Biz platform, the WBCSD, together with UNEP, and in collaboration with ARCADIS and Shell, have developed a 1-day training course on Natural Infrastructure for Business. The training course is targeted to a business audience, and aims to raise business awareness, understanding and action on natural infrastructure. It is designed as an interactive workshop, and includes group exercises and facilitated discussion.

Training course objectives Raise awareness about natural infrastructure & demonstrate opportunities for business

Gain in-depth knowledge on how to invest in NI and understand how to apply learnings to own company

Develop an action plan for implementing NI in own company

What it is and what it is not Introduction to NI concept, its benefits and co-benefits for business

Illustration of benefits, challenges and trade-offs with business case studies

Critical thinking about project development, implementation and embedding within company culture through practical exercises

It is NOT an in-depth technical engineering training for the design of NI solutions

It is NOT an exhaustive overview of NI applications by industry sector or specific geographical, governance and other contexts

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List of participants and facilitators

Name Function & Email Organization

Training facilitators: Name, title, organization name Name, title, organization name

Presenters: Name, title, organization name Name, title, organization name

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Training Session - AgendaModule 1 – Making the case

Timing Session Objective

Module 2 – Implementation and action planningTiming Session Objective

Pre-ReadWe encourage you to read the below case study, which will be used in Module 2 to introduce ProjectSelect Tool:Evaluating the Role of Coastal Habitats and Sea-Level Rise in Hurricane Risk Mitigation: An Ecological Economic Assessment Method and Application to a Business Decision

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Module 1: ObjectivesWhere does this module sit within the NI4Biz training course?

At the end of the Module you will … Demonstrate an understanding of the key terms and concepts around natural infrastructure.

Be able to understand the broad business case for natural infrastructure.

Have gained knowledge about NI that will help you add value to your organization.

Module 2 ObjectivesWhere does this module sit within the NI4Biz training course?

At the end of the Module you will … Have reviewed the different steps you need to go through to initiate a natural infrastructure project,

including tools that can be used to support decision-making

Have started considering how these solutions could benefit to your own company

Have experienced challenges you may face when advocating for natural infrastructure or hybrid solutions within your company

Have further reflected on how to best prepare yourself to strengthen the internal business case for NI

Have explored possible next steps to embed NI solutions within your company

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Module 1 - What are the pros and cons of natural vs gray infrastructuresTable for note taking

Technical criteria

Evaluation criteria Natural or hybrid Gray

Financial criteria

Evaluation criteria Natural or hybrid Gray

Environmental & social criteria

Evaluation criteria Natural or hybrid Gray

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Module 1 – Session 5 Practical exercise: identifying drivers, typology of solutions, benefits & co-benefitsTHE CASE STUDY THE COMPANY

- FairShirt is a multinational company from the apparel sector with its HQ in South Africa- It owns and operates a manufacturing plant in Vietnam in a densely populated area (350,000

inhabitants) in the suburbs of Da Nang (Central Vietnam, by the sea)- The plant is 20 ha wide, surrounded by 100 ha of land owned by the company, 500 meters away

from the sea. The coastline belongs to the nearby municipality. THE ISSUE

- Over the years, mangroves have gradually been removed from the coast, increasing coastal erosion and exposure of the company and nearby municipality to storm surges.

- Local activities include aquaculture and agriculture (rice)- In 2015, a tropical storm caused major floods in the region. Sea water entered the facility,

causing interruption of production activities for one week (US$500 k worth of production lost) and damaging machinery (US$ 1 million of damages).

- Climate change is likely to expand the storm surge inundation areas due to a combination of three effects: 1) sea level rise, 2) heightened surges from more powerful storms, and 3) loss of protection from mangroves (wave attenuation)

- It is projected that the sea level in Viet Nam’s coastal regions will rise between 65 to 100 centimetres by 2100.

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Illustration adapted from: UNEP and SPREP (2013)

THE SOLUTION- Now it’s your turn to think about possible solutions that FairShirt could implement to address

future storms and flood risks.

INSTRUCTIONS Break into groups Read the description of the company’s activities and challenges it is facing Think about the different solutions that FairShirt could implement, filling the template we will

distribute. In particular, for each possible solution, identify the related drivers, typology of solutions, business

benefits and co-benefits.

TEMPLATE

Typology of Solution(e.g. wetland, oyster reef, green roof)

Business Drivers(e.g. resource limitation, regulatory requirements, changing climate)

Business Purpose(e.g. treat industrial wastewater, reduce climate-related risk)

Direct business benefits(e.g. capital cost savings, RoI)

Co-benefits (environmental & social)(e.g. mitigating air/water emissions, social license to operate)

GREY

HYBR

IDN

ATU

RAL

Module 2: How can I get started?11

Module 2: Embedding NI in my company1. Create mission and vision statements

Based on external drivers and incentives and internal business case

2. Create a natural infrastructure catalogue Create awareness by showing multiple categories of relevant NI real life examples (proof points for end customers)

3. Engage with the internal business and project teamsEvaluate what NI typology and approaches resonate most with your “end customers”

4. Choose specific NI themes Create focus necessary for embedding NI in existing frameworks

5. Create an internal network of NI champions Involve departments that relate to the NI themes (e.g. water, civil engineering, operations). Set-up monthly NI champion coordination meetings, to discuss means to stimulate deployment of NI/hybrid solutions

6. Integrate the NI approach into decision making frameworksCreate triggers early on in the process (e.g. use the decision tree, check list, etc, customizing them to your needs)

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7. Create the necessary technical documentationTo allow the project teams to consider NI/hybrid solutions next to grey infrastructure solutions

8. Pro-actively identify and assess pilot opportunities - create a pilot programConvince project teams to consider NI/hybrid solutions, using tools such as the decision tree, check list and ProjectSelectTMTool. Provide seed funding for internal piloting

Module 2: Decision tree

Is my pilot project suitable for considering NI options?

❶ Could there be an NI alternative for the infrastructure project I’m considering?

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NI can replace gray (conventional) infrastructure for projects with goals including:

- Treating industrial process water and wastewater treatment

- Rehabilitating degraded land

- Remediating contaminated or polluted areas

- Reducing risk, and building more resilient infrastructure

- Managing stormwater

- Securing access to water in quantity and quality

❷ Is there sufficient physical space to allow for consideration of NI?

Some NI solutions have greater land requirements than gray infrastructure. If insufficient land is available, there may be options to partner with neighboring land owners in support of shared NI goals. However, there are also examples of NI that have very small land requirements, such as a green roof or a bioswale in a former drainage ditch in an industrial and office park or between a sidewalk and road in a city. Consider working with a technical expert to understand if you have sufficient land requirements.

❸ Can my infrastructure project include one or several NI components (hybrid solutions)?

NI can also be used to enhance gray (conventional) infrastructure projects, including:

- Building construction (e.g., roadside trees, permeable pavement, green roofs, green walls, planter boxes, rain barrels, rooftop gardens, as well as for heat island and local climate regulation and habitat)

- Road and bridge construction (e.g., landscape preservation and restoration)

- Wastewater or stormwater polishing treatment, when a gray solution is not sufficient (e.g., natural treatment systems, constructed wetlands, and phytoremediation)

- Flood hazard mitigation (e.g., habitats, such as oyster beds, coral reefs, salt marshes, or mangroves could enhance the performance of levees)

- Watershed protection and restoration to enhance the performance of a water treatment facility (this could include riparian habitat, wetlands, and soil and landscape restoration)

- Air quality improvement (such as afforestation and reforestation)

❹ Can my project help address stakeholder goals or concerns? NI solutions can effectively address stakeholder goals, such as local communities’ concerns about scarcity of natural resources and regulators’ expectations regarding compliance. They can also provide engagement opportunities for education, volunteerism, and recreational activities.

❺ Is my project in a location where NI is encouraged or rewarded by regulatory initiatives or specific sector standards?

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Many countries and municipalities have regulatory guidelines in place for use of NI solutions, or promote their use through various initiatives and best practice guidance documents. Research government websites for local standards and guidance documents similar to these:

- European Commission Green Infrastructure Strategy .

- The U.S. Environmental Protection Agency (USEPA) Strategic Agenda to Protect Waters through Green Infrastructure seeks to expand the use of NI.

- The U.S. Army Corp of Engineers’ North Atlantic Coast Comprehensive Study Report recommends the use of natural and nature-based solutions as part of an integrated set of solutions for coastal resilience.

Singapore’s Inter-Ministerial Committee on Sustainable Development Public Utilities Board (PUB) has published guidelines that include green infrastructure design considerations (PUB, 2014).

❻ Can I assemble a cross-functional team with relevant NI experience and expertise?

Implementation of NI solutions requires a cross-functional team of subject matter experts that can include expertise in biology and ecology, landscape architecture, civil and water resource engineering, and stakeholder engagement expertise. If you do not have this expertise within your organization, consider partnering with universities, non-profit organizations, and engineering firms with this expertise.

Module 2: ChecklistCHECKLIST – How do I appropriately evaluate infrastructure investment alternatives?

Purpose: The purpose of the checklist is to identify the important criteria or metrics that should be considered when comparing natural versus gray infrastructure options.

Typically, an infrastructure alternatives evaluation only considers capital cost, and does not encompass the total return-on-investment value. Additionally, the evaluation may not adequately account for the co-benefits of a natural infrastructure (NI) alternative. The following criteria are recommended to be included in your alternatives evaluation.

FINANCIAL CRITERIA

Capital Cost. This is the initial cost of construction and other initial costs, such as design and permitting. In some cases, NI solutions require a smaller initial investment because less human-built equipment is required.

Operations and Maintenance Costs. O&M costs are the annual expenses required to operate and maintain the infrastructure. NI solutions may have lower long-term O&M costs because they are somewhat self-maintaining.

Innovation and Revenue Potential. This is an estimate of revenue potential or cost savings for the project, such as wetland credits, lower stormwater management fees, lower insurance premiums, or other economic value that the project may provide. It may occur as a one-time payment or annual payments over time (e.g., higher rents received on commercial office space due to improved aesthetics).

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Return on Investment. This is a calculated number based on cost of money, time horizon, capital, and O&M.

ENVIRONMENTAL CRITERIA

Natural Resources Use. This criterion accounts for use in energy, water, and other natural resource and can be associated with both construction and O&M.

Water, Soil, and Air Quality. This criterion accounts for the mitigation of emissions to water and soil (e.g. reduced emissions in the case of engineered wetlands or improved field margins), as well as impacts on air quality, and can be associated with construction, as well as O&M.

Habitat Creation, Restoration, and Connectivity. This criterion accounts for protection, creation, or restoration of habitat, and in some cases, the ability to facilitate wildlife movement and connect wildlife populations.

SOCIAL CRITERIA

Public Health, Communities, and Livability. This criterion accounts for opportunities for outdoor physical activity or access to recreational amenities. It may also include increased employee satisfaction (e.g. based on working in a green office environment, in the case of a NI).

Operational Safety. This criterion accounts for the relative workforce safety. Often, safety issues with NI options are minimized due to reduced labor hours required to support and maintain the infrastructure system.

Job Creation and Skill Development. This criterion accounts for the increased training and career opportunities that may result from the infrastructure option, such as skill development in tree planting or landscaping in the case of a NI. It can also include improvements to existing jobs, such as improved access to water for irrigation for farmers.

Social License to Operate. This criterion accounts for the potential improvement in the ability to engage positively with stakeholders (e.g., increased willingness of authorities to grant a permit to construct or operate).

TECHNICAL CRITERIA

Engineering approach. This criterion refers to the possibility to standardize and replicate the approach, so as to reduce future project costs and delivery time. Typically, NI tends to require a custom-made, location-specific design, while traditional engineering solutions enable standardization and replication, which can significantly reduce project costs and delivery times.

Development timeline. This criterion accounts for the project timeline until the infrastructure delivers the intended service at its full capacity. NI may take time (years) to grow to provide a certain service and capacity while traditional engineering solutions provide a certain service and capacity from day 1 of operation.

Operational risks and opportunities. This criterion accounts for the risks that may impact the infrastructure as well as related opportunities. For example:

NI may be impacted by seasonal changes in temperature, disease or rainfall, while grey infrastructure is susceptible to power loss, mechanical failure or price volatility.

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NI will regenerate naturally after a disaster and don’t require 24/7 operational supervision, while grey infrastructure may require complex control and safeguarding systems and 24/7 operational supervision.

Available land/land tenure. This criterion accounts for the area of land required for the natural infrastructure to be fully deployed, as well as consideration related to land tenure and rights to use and control land.

Module 2 – Exercise: Assessing scenariosTHE CASE STUDY

FairShirt decided to assess 3 different scenarios – see below description and illustrations.

Scenarios considered by the companyScenario 1: Creation of a 1 km dyke

Illustration adapted from: UNEP and SPREP (2013)

Costs of infrastructure: US$ 2 million per km of dyke line. These costs cover both the concretization and the raising of a 2-meter-high dyke.

Maintenance costs: US$ 100,000 per km per year

Scenario 2: Mangrove restoration

Illustration adapted from: UNEP and SPREP (2013)

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Costs of infrastructure: Restoring a mangrove forest of 100 ha (or 1 km2) in size is estimated to cost US$ 85,000/year and can take about 3 years.

Maintenance costs (including monitoring): US$ 1000/ha/year

Scenario 3: Combination of a smaller dyke with mangrove restoration

Illustration adapted from: UNEP and SPREP (2013)

Solution: Restore 100 ha of mangrove forest and establish a 1 km long dyke of 1 m height behind mangrove green belt along front of the factory.

Mangroves planted in front of a dyke or embankment can provide additional protection, and reduce necessary height of the embankment as well as its maintenance costs.

Costs of infrastructure: to be calculated from the costs above (note: the dyke is lower, hence lower costs)

Maintenance costs: to be calculated from the costs above (note: less maintenance costs required for the dyke thanks to mangrove protection)

Some elements on benefits from mangroves: 1 ha of mangrove can sequester 1,818 tonnes of CO2 by 2025 ($20 per ton of CO2) Tri et al. (1996) quantified the economic benefits of mangrove rehabilitation in Vietnam (taking the

costs of rehabilitation into account), and found that reforestation of 9,000 ha of mangroves demonstrated cost-benefit ratios ranging from 3:1 in some communities to as high as 28:1 in others.

Mangroves restoration could be 2 to 6 times less expensive than the commonly used alternative, submerged breakwaters, for relatively low waves (Narayan et al, 2016 and World Bank 2016).

Global Estimates: In areas where mangroves are extensive and close to human populations they are worth an

estimated US$2000 - US$9000 /ha /yr (Wells et al., 2006) Mangrove ecosystem services are worth an estimated US$33-57 thousand /ha/yr to the national

economies of some developing countries with mangroves (Vo et al., 2012) Mangroves play an Important role in increasing fisheries and aquaculture productivity (e.g. mangrove

restoration projects in Vietnam saw a 209-789 % increase in per hectare yield of aqua culture products such as shells and oyster)

Additional benefit can include potential revenue from tourism

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INSTRUCTIONS Break into 4 groups, to work on a financial, environmental, social and technology criteria for each of

the 3 scenarios (one group to work on financial criteria, one group on environmental, one group on social and one group on technological criteria)

Use the checklist template for the assessment You have 30 minutes. Debrief in plenary (15 min).

TEMPLATESFINANCIAL IMPACT ASSESSMENT

NATURAL INFRASTRUCTURE HYBRID INFRASTRUCTURE GREY INFRASTRUCTURE

Project considered:--------------------------------------

Project considered:--------------------------------------

Project considered:--------------------------------------

Capital Cost

Operations & Maintenance

Innovation & Revenue Potential

Return on Investment

ENVIRONMENTAL IMPACT ASSESSMENT

NATURAL INFRASTRUCTURE HYBRID INFRASTRUCTURE GREY INFRASTRUCTURE

Project considered:-----------------------------------

Project considered:--------------------------------------

Project considered:--------------------------------------

Evaluation + - + - + -

Use of Natural Resources

Water, Soil, and Air Quality

Habitat Creation, Restoration, and Connectivity

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SOCIAL IMPACT ASSESSMENT

NATURAL INFRASTRUCTURE HYBRID INFRASTRUCTURE GREYINFRASTRUCTURE

Project considered:-------------------------------------

Project considered:--------------------------------------

Project considered:--------------------------------------

Evaluation + - + - + -

Public Health, Communities and Livability

Operational Safety

Job Creation and Skill Development

Social License to Operate

TECHNICAL FEASIBILITY ASSESSMENT

NATURAL INFRASTRUCTURE

HYBRID INFRASTRUCTURE GREY INFRASTRUCTURE

Project considered:-------------------------------------

Project considered:--------------------------------------

Project considered:--------------------------------------

Evaluation + - + - + -

Engineering Approach (e.g. replicability)

Development Timeline

Operational Risks and Opportunities

Available Land/Land Tenure

Module 2 – Session 3: Role Play THE CASE STUDY

THE SITUATION

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- The dyke proposal is extremely controversial and opposed to by the local community which is afraid that it will cause beach erosion, threaten tourism and damage the fish spawning grounds.

- A few progressive FairShirt engineers have proposed to design an alternative hybrid infrastructure (HI) to restore mangroves and develop a hybrid flood protection barrier.

- The Director General of the manufacturing plant has called a company meeting with key company employees to discuss the project and seek alternatives.

- The Director General is in favor of the hybrid infrastructure scenario as it will gain her positive local attention and may attract higher quality employees. At the same time, because last quarter numbers are down, she needs to impress the regional company office.

- However, the Headquarter is concerned that the cost will be too high compared to the benefits for the company and strongly opposes the project.

COMPANY ACTORSThe company internal meeting should be interesting as participants are divided among proponents of the HI project, those who are less convinced and others who are clearly opposed to the project:

Chief Operating Officer has made the trip to Vietnam from the South Africa HQ and is strongly opposed to HI project as she really does not believe that any vegetation can actually protect the company or the community from any natural hazards. She had never seen a mangrove before and has no idea why people are so adamant about protecting them. She believes the safest scenario for the company is the 2-meter-high dyke (strongly opposed to HI project).

Director General of the manufacturing plant is Vietnamese and grew up in a fishing community on the coast not far from the FairShirt plant. Therefore, she has seen the changes that have taken place along the coast including erosion and receding beaches. She survived several large and small storm events during her lifetime and knows that the mangroves offer many benefits for the fishermen and have been protecting her farm from erosion and many of the storms for generations (HI proponent).

Health Safety & Environment Manager also grew up in the neighbourhood and although his parents are shrimp farmers, he knows how much the community values the coastal mangrove vegetation. He also studied ecological engineering and understands the need for a solid protection barrier, which may need to include a hybrid solution (HI proponent).

Chief Sustainability Officer of the company headquarters comes from South Africa, where she used to be youth green party leader. So although she had never seen a mangrove, she is convinced that the NI solution is the best (NI proponent).

Site Engineer 1 is however quite opposed to the NI and HI ideas, having been to a reputable engineering school and knowing that you need to have good guidelines and standards for designing a protection wall in order to protect a major factory. He really does not see how

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mangroves and a smaller dyke could protect them from any hazard event (strongly opposed to HI project).

Site Engineer 2 shares the enthusiasm of the Director General and Chief Sustainability Officer. Being Dutch, she knows that it is possible to combine natural and gray infrastructure to reduce flooding in the Netherlands, so why would it not be possible for storm protection in Vietnam (HI proponent).

Site Engineer 3 is really concerned about protecting his land which is situated just behind the mangrove stand and his wife really does not want a wall as she would be miserable if she cannot see the ocean from their terrace. He also is up for a promotion and wants to impress and please his boss (the DG), so he has made quite elaborate designs for a hybrid solution (HI proponent).

HQ Financial Manager is also from South Africa and is clearly opposed to this nonsense project as it will surely cost too much to implement and there are no guarantees that any of the infrastructure scenarios will work. She really does not understand why mangroves are so interesting nor why should the company invest in a dyke as this could be the municipality’s responsibility (strongly opposed to HI project).

Head of Internal and External Communications is also from Vietnam and knows she will have a major PR issue if the company decides for the dyke and not the NI, or at least hybrid solution as they will have to deal with a very politically charged issue (HI proponent).

Other participants are company stakeholders, to participate in the Stakeholder meeting: Head of NGO for the Conservation of Nature (NI proponent). Rationale:

— She is aware of the multiple co-benefits mangrove can provide.— However, she is against adding a smaller dyke as she is convinced the mangroves alone

will protect the villagers. Head of Fisherman Association (HI proponent). Rationale:

— He is aware that mangroves are crucial nurseries for many fishery species— As fisherman he knows how important frequent access to the ocean is (which is reduced

with a dyke).— Fishing boats can use mangroves as shelter during typhoons.

Head of Woman Empowerment Association (HI proponent). Rationale:— She is aware of the multiple co-benefits mangrove can provide.— She however thinks that the NI scenario alone can’t protect houses form future storm

surges and recognizes the need to invest in a small dyke, in addition to restoring mangroves.

Chief of Urban Planning of Da Nang Region (strongly opposed to HI project). Rationale:

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— Being an engineer, she thinks the only viable option for the municipality is the dyke. — She wants to convince FairShirt to invest in a dyke, as there is no municipal budget for

such an infrastructure.

INSTRUCTIONS Part 1 – INTERNAL MEETING (20 min)

Objective: decide on the best solution for FairShirt to cope with future risks, whether they are financial, environmental or social.

- Meeting to be facilitated by the Chief Operating Officer (COO)- After 15 minutes of deliberation, the COO is to take a decision on the dyke or the NI project- During the discussions, refer to the notes you have taken during the previous exercise

Part 2 – STAKEHOLDER MEETING (20 min)Objective: present FairShirt’s plans to the company stakeholders, to get their buy-in and ensure success of the project

- The COO will present the project to a group of stakeholders. (S)he will be supported by the Sustainability Director and Communications Director.

DEBRIEF What was difficult about this role play? What could you have done differently? What will you apply when you will have to make the case in your company?

Module 2 – Session 4: Developing an action plan INSTRUCTIONS

Work individually

Refer to the table below, which is a proposal of step-by-step approach.

Review the different steps and think about how to implement them in your company:

• What will be the first steps you will implement?

• Who will you need to meet?

• What would be the timeline?

• What information would you need to collect/develop?

Capture your findings in the table template, using some of the guiding questions included in the table

Timing: you have 20 min

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# Step Comments

Create mission and vision statementsBased on external drivers and incentives and internal business case

- Mission (2 lines)

- Vision (2 lines)

Create a natural infrastructure catalogue Create awareness by showing multiple categories of relevant NI real life examples (proof points for end customers)

- Which department(s) could be in charge of this?

- How would you go about creating this catalogue?

Engage with the internal business and project teamsEvaluate what NI typology and approaches resonate most with your “end customers”

- With which internal department and/or protect teams would you engage?

Choose specific NI themes Create focus necessary for embedding NI in existing frameworks

Which typology of NI solutions have the most potential to be implemented in your company?

- NI typology (1):

- NI typology (2):

- NI typology (3):

- NI typology (4):

Create an internal network of NI champions and establish monthly meetingsInvolve departments that relate to the NI themes (e.g. water, civil

- With which internal department(s) would you engage?

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Reorder the sequence of the steps: which step would come first in your company?

engineering, operations). Set-up monthly NI champion coordination meetings, to discuss means to stimulate deployment of NI/hybrid solutions

- Which department should be leading the process?

Integrate the NI approach into decision making frameworksCreate triggers early on in the process (e.g. use the decision tree, check list, etc, customizing them to your needs)

- What are the internal processes that could be targeted?

- What are the existing tools that could be leveraged?

- Would you need to develop additional tools?

Create the necessary technical documentationTo allow the project teams to consider NI/hybrid solutions next to grey infrastructure solutions

- Which department would be leading on the development of the technical documentation?

- If there is no internal expertise, would you consider partnering with external organizations?

Pro-actively identify and assess pilot opportunities - create a pilot programConvince project teams to consider NI/hybrid solutions, using tools such as the decision tree, check list and

ProjectSelectTM Tool. Provide seed funding for internal piloting

- How would you go about this?

- Which department would you contact?

- Which tools would you use?

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