Nature strategies as foundations for action BOX 6 To identify where their material impacts and dependencies are for nature, businesses can establish nature strategies, such as those outlined in the World Economic Forum’s insight report Nature Finance and Biodiversity Credits: A Private Sector Roadmap to Finance and Act on Nature. Tools like heatmaps can highlight those dependencies and impacts illustratively, better enabling businesses to decide which actions to prioritize, based on relevant action entrance points such as those in the System Map (Figure 3). Databases, including the Taskforce for Nature- related Financial Disclosures (TNFD) Tools Catalogue, can provide more resources for companies looking to assess the materiality of specific natural ecosystems such as mangroves, before taking further action. 2.2 Mapping the system ensures opportunities and trade-offs are identified from the start To use the System Map, corporations should take as fundamental an approach as possible when mapping their potential mangrove-positive actions, engaging with key players and considering potential impacts. An evaluative approach is suggested in Box 7 below.Corporations should connect with expert organizations such as the members of the Global Mangrove Alliance for capacity building and technical expertise. 1. Given your existing social, nature and/ or climate strategies, which societal, environmental and economic values do you seek to achieve through your action? 2. Where are your operations located within the System Map? Which areas can you directly and indirectly influence? a. Leveraging your firm’s nature strategy, where are your operations impacting or dependent on mangroves? b. What are the opportunities to support mangroves and communities within existing operations? Can your business models be integrated with mangroves? 3. What actions can you take and/or are uniquely placed to support mangrove-positive agendas? Are there stakeholders unique to each action? a. What are the risks and value creation opportunities for each identified action? b. Are there identified bottlenecks to mangrove restoration and conservation in the system context that you can support (e.g. scarcity of market access players, technological support)?c. How can you use existing skills and assets to move relevant business models forward? d. What are the relevant upstream influence opportunities that can catalyse necessary downstream action? e. What are the mangrove-positive opportunities outside your value chains that could help you reach your strategic objectives? 4. Which of the Four Avenues for action – Sustainability credit buying, Supply chain offtaking, Project development and Ancillary engagement – is most suitable for your business capabilities, values and strengths? a. Which external initiatives or projects can you connect with for the opportunity to take that action now? 5. How do your internal policies enable or inhibit your desired actions? 6. Which stakeholders can you engage or partner with to fill any gaps or constraints for you to take those actions successfully and prudently?Evaluative approach to mapping corporate mangrove-positive actions BOX 7 Investing in Mangroves: The Corporate Playbook 19

Investing in Mangroves 2025