Nature Positive Role of the Ports Sector

Appendix Impacts and dependencies analysis The sector-average assessment of the top drivers of nature loss shown in Table 2 is mostly based on ENCORE,113 and follows a four-step process. First, the relevant sub-industries were identified at an ISIC class level114 for each stage of the value chain. After initially shortlisting the ISIC classes for the midstream section of the value chain (construction and operation), the ENCORE upstream and downstream “links” were used to map each midstream ISIC class to relevant upstream and downstream ones. A manual review was also conducted to identify any other relevant categories. Second, the ENCORE “pressures” were mapped to the five IPBES drivers of biodiversity and ecosystem change.115 Third, for each stage of the value chain and IPBES driver, an average of the ENCORE “pressure materiality rating” was computed across all the ISIC Classes where a materiality value was assigned (i.e. not N/A or ND). This was summarized in Table 2 for those with medium, high or very high materiality. Finally, this output was tested with business, civil society and academic industry experts via interviews and consultation workshops, and the final ratings were adapted based on feedback provided. The impact and dependency descriptions in Chapter 2 also leverage the ENCORE “pressure materiality ratings”, “pressure links”, “dependency materiality ratings” and “dependency links” datasets, alongside several other sources. These include CDP Water Watch, WWF Water and Biodiversity Risk Filters, academic papers, civil society reviews, company- specific insights and assessments, analysis by the World Economic Forum and industry expert interviews and consultation workshops. The results of this analysis were then leveraged to inform the development of the priority actions. Opportunity sizing The Forum’s Future of Nature and Business report,116 published in 2020, identifies about 60 major business opportunities in the nature-positive economy and estimates their respective market sizes (defined as concentrated shifts in profit pools that generate specific opportunities for business). The sizing reflects the annual additional opportunity in 2030 based on estimated savings (e.g. value of land saved through restoration) or revenue upside (e.g. new market potential for new products). For each opportunity, the incremental size of the opportunity in a nature-positive versus a business- as-usual scenario is measured. The opportunities selected are based on existing, commercialized technologies. A detailed overview of this sizing can be found in the methodology note for the Future of Nature and Business report.117 Identifying the business opportunity potential of the priority actions for the port sector followed a two-step approach. First, relevant opportunities were selected from the Future of Nature and Business report and mapped to the priority actions identified in this report (see Table 3). Second, the market potential for the port sector was estimated across each selected opportunity, using relevant adjustment factors such as the sector’s share of global GDP for sector-agnostic opportunities or the total excluding the port sector’s share of global GDP for circularity-related opportunities. This sizing approach may not cover the entire set of business opportunities for the sector. For example, the market potential of new technologies under development was not considered in the original 2020 report and is, therefore, not covered in this report. Similarly, the 2020 report did not aspire to exhaustively cover all present opportunities. Nature Positive: Role of the Port Sector 45