How ecosystem platforms like Innovate 4 Nature are connecting innovators, investors, and businesses to transform value chains
At the 30th Conference of the Parties (COP30) in Belém (November 2025), governments failed to reach an agreement on a binding roadmap to curb deforestation. However, a significant development emerged to advance the global nature action agenda: the private sector chose to move forward independently.
The gap between political ambitions and business realities offers opportunities for those willing to act now. Value chains do not operate on diplomatic timelines; instead, they depend on functioning natural ecosystems today, which underpin $58 trillion in global GDP, representing over half of the world’s economy. When soil degrades, water becomes scarce, or pollinators disappear, supply chains are immediately disrupted.
COP30 showcased how the private sector’s momentum to advance the global nature action agenda is outpacing political consensus. For example, Capital for Climate mobilised $10.4 billion for nature-based solutions, while the Brazil Restoration & Bioeconomy Finance Coalition raised $5.37 billion in just one year. And, over 730 organisations are now committed to nature-related disclosure through the Task Force on Nature-related Financial Disclosures (TNFD).
Within this movement, ecosystem platforms like Innovate 4 Nature (I4N) play a catalytic role. Its 2024 call for applications attracted over 400 nature-positive solutions. The momentum continues to build with its 2025 award cycle receiving another 400+ applications, demonstrating sustained global demand for ecosystem platforms and supporting what COP30 revealed: business-led innovation is outpacing political timelines.
Businesses Can’t Afford To Wait
COP30 was labelled the “Implementation COP,” yet the pathways for implementation remain contested. More than 90 countries supported proposals for a binding deforestation roadmap, which ultimately failed to gain consensus. (1) Although commitments to triple adaptation finance by 2035 were adopted, the language was weakened to merely “calling on efforts to,” rather than binding parties to specific actions. Plus, key decisions on Article 6 carbon markets have been postponed until 2026. (2)
Meanwhile, businesses face immediate material risks. PwC research indicates that 55% of global GDP (approximately $58 trillion) is moderately or highly dependent on nature. (3) All 163 economic sectors analysed have operations or supply chains that rely on functioning ecosystems. Companies that fail to address these nature dependencies could face potential losses of up to 26.8% under scenarios of unchecked ecological decline.
At the same time, a regulatory wave is building. Just before COP30, the International Sustainability Standards Board (ISSB) announced its plan to develop disclosure requirements for nature-related risks and opportunities, with an exposure draft expected at the UN Biodiversity COP17 in October 2026. The ISSB will draw insights from the TNFD, which has seen a 46% surge in adoption over the last year, now representing 733 organisations with over $9.4 trillion in market capitalisation and $22.4 trillion in assets under management.
In Europe, the Corporate Sustainability Reporting Directive mandates Environmental, Social, and Governance (ESG) disclosures, including E4 Biodiversity and Ecosystems under the European Sustainability Reporting Standards (ESRS). Companies within the scope must disclose specific policies, targets, action plans, and resources related to biodiversity and ecosystems across their value chains whenever these issues are deemed material from either a financial or impact perspective.
Target 15 of the Global Biodiversity Framework requires governments to mandate corporate disclosure of nature-related risks, dependencies, and impacts by no later than 2030. Countries such as Brazil, Nigeria, and China are already preparing national requirements.
As regulations related to nature intensify, companies should start preparing now to understand their specific nature risks across the value chain and determine how they will monitor nature’s impacts and dependencies.
Bridging The Finance Gap
The traditional finance gap for nature is well-documented. While innovative solutions exist, they often struggle to access capital at scale. Corporate sustainability teams may lack the capacity to evaluate hundreds of potential partners, and investors require validated opportunities with proven business models, assessed for both impact and viability. Current financing falls dramatically short; it is estimated that $3 trillion annually is needed to halt the decline of ecosystems, yet voluntary markets have only delivered a fraction of that amount.
Ecosystem platforms are designed to address this problem through systematic vetting processes. For example, I4N’s 2024 initiative shows how this works in practice. Over 400 applications from 81 countries were submitted in the first round. Through a nature impact assessment focused on ecological benefits and environmental outcomes, 150 solutions advanced to a second round that evaluated business viability and governance structures. Ultimately, 20 finalists presented their solutions to a jury of experts from business, academia, government, finance, and NGOs, and four winners were selected based on their impact potential, scalability, and community engagement.
This rigorous process creates value for all participants. For solution providers, it offers validation that can unlock additional capital and partnerships. For investors, it reduces due diligence costs and risks. For businesses aiming to transform their value chains, it minimises the risks associated with innovation. The evidence of return on investment is compelling. An analysis by the World Resources Institute (WRI) of 320 adaptation investments across 12 countries found that for every $1 invested in adaptation, over $10.50 in benefits can be realised over 10 years, with average returns ranging from 20% to 27%. (4)
According to a report by the Environmental Defense Fund (EDF), the insurance sector has begun to recognise the protective value of nature. A pilot programme in California priced insurance based on forestry practices, resulting in nearly a 40% reduction in premiums due to lower wildfire risk. (5) In Mexico, coral reefs are protected by parametric insurance policies that provide payouts after hurricanes to fund emergency repairs. These examples illustrate that nature-based risk reduction delivers measurable environmental and financial returns.
COP30 confirmed a strong appetite for nature finance. Capital for Climate’s Brazil Nature-based Solutions (NbS) Capital Mobilisation initiative exceeded its $5 billion goal, securing $10.4 billion in intended capital allocation for nature-based solutions through 2027. Additionally, the Brazil Restoration & Bioeconomy Finance Coalition announced it has mobilised $5.37 billion, reaching the halfway point of its $10 billion goal for 2030 in just one year.
The acceleration effect is measurable. Winners of I4N’s 2024 award report that they received:
Beyond the individual winners, the platform’s 150 vetted solutions represent deployable innovations ready for partnership now. For investors, this means pre-validated deal flow. For businesses, it provides solutions that have already overcome technical, financial, and governance hurdles.
Nature-Positive Solutions Across The Value Chain
Value chains are complex systems that encompass sourcing, production, and distribution. The dependencies on nature differ at each stage. For example, a food manufacturer relies on pollination and soil health for raw materials, water availability for processing, and climate stability for distribution networks.
No single solution can effectively address this complexity, which is why businesses need access to a diverse portfolio of curated solutions. The four I4N 2024 award winners demonstrate how various nature-positive solutions tackle different stages of the value chain.
Sourcing: Turning Environmental Liabilities into Assets
Chemolex converts invasive water hyacinth, a plant that clogs waterways and disrupts ecosystems across Africa and Asia, into a bioplastic packaging material. This innovation creates both environmental and economic benefits by removing a harmful species while producing sustainable packaging. The business case is compelling: Chemolex’s bioplastic film reduces packaging costs by 25% and boosts product sales by up to 70% through brand differentiation.
For value chains that rely on water resources or seek sustainable packaging alternatives, Chemolex demonstrates how environmental challenges can become competitive advantages.
Production: Regenerative Agriculture
Guaro Farms enhances both supply security and ecosystem health by producing essential oils on farms in Ethiopia. By collaborating with local farmers to cultivate essential oils from spices while preserving agricultural traditions, Guaro Farms increases farmers’ incomes and improves soil health. This approach exemplifies nature-positive sourcing, where procurement decisions actively contribute to the restoration of ecosystems rather than merely minimising harm.
For businesses in the food and beverage, cosmetics, or any sector reliant on agricultural inputs, Guaro Farms shows that sourcing can be regenerative.
Infrastructure Protection: Nature as Risk Mitigation
rrreefs rebuilds degraded coral reefs using structures that attract coral larvae, resulting in measurable impacts within months. Over time, these installations evolve into resilient reef ecosystems. The benefits extend beyond biodiversity; coral reefs also provide coastal protection, support fisheries, and safeguard infrastructure from storms.
For businesses with coastal operations or ocean-dependent supply chains, rrreefs demonstrates how nature-based infrastructure can help mitigate climate risk. This aligns with the momentum from COP30, where coral reef insurance models, such as Mexico’s parametric coverage, are expanding. (6)
Supply Chain Innovation: Aligning Economic Incentives
Savimbo was established by Indigenous Peoples and local communities in tropical forests to compensate them for preserving ecosystems. The organisation certifies carbon credits, sells them internationally, and shares the gross revenue with forest guardians. This model provides an effective approach to climate action while addressing issues of environmental justice.
For companies sourcing materials from biodiverse regions, Savimbo offers an alternative to extraction-based models. This approach aligns directly with the significant governance breakthrough announced at COP30, the Tropical Forest Forever Facility’s commitment to directing at least 20% of its funds to Indigenous Peoples. (7)
The conclusion is clear: transforming value chains requires a portfolio approach. Businesses need innovations in materials (Chemolex), regenerative sourcing (Guaro Farms), infrastructure resilience (rrreefs), and community partnership models (Savimbo) to work together effectively.
Building Scalable Relationships
Although innovative solutions and capital are available, adoption often happens slowly. Businesses struggle to identify which innovations best align with their specific value chain needs, while solution providers may have difficulty reaching corporate decision-makers. Ecosystem platforms can help accelerate adoption by fostering effective engagement.
I4N connects its portfolio of 150 vetted solutions with corporations, foundations, investors, and family offices through dedicated platforms, private networking, and events like the I4N Day, which attracted over 120 participants in 2024. This strategic matchmaking provides solution providers with direct access to potential partners while helping businesses discover innovations that align with their transformation goals. Additionally, I4N connects solution providers to decision-makers at major industry events, including Building Bridges and sustainability forums.
“I am grateful for the platforms Innovate 4 Nature invited me to. They allowed me to discuss our company and highlight key milestones. Through these platforms, we gained remarkable exposure and positive publicity, which led to five collaboration requests and numerous fundraising opportunities—essential for achieving our growth plans.”
Clifford Okoth, Director and Team Leader, Chemolex
“Winning the I4N Award and being part of a diverse portfolio of nature-positive solutions has opened a whole new ecosystem for us. I4N stands out by bridging the gap between innovation, sustainable development, and finance.”
Josephine Graf, Co-founder & Co-CEO, rrreefs
The cross-industry learning effect is powerful; solutions tested in one sector can be adapted for use in others. With 733 TNFD adopters spanning 64 of the 77 Sustainability Accounting Standards Board (SASB) sectors, the diversity within nature-positive ecosystems enables rapid knowledge transfer. (8) Peer-to-peer exchanges between implementers reveal valuable lessons learned, successful models, and common challenges.
Results demonstrate the effectiveness of this acceleration. Award winners consistently report that ecosystem platforms generate opportunities that would have taken years to develop organically. Each successful partnership sets precedents, generates data for impact measurement, and builds stakeholder confidence, creating compounding benefits for the entire portfolio. The key distinction is that ecosystem platforms do not merely fund solutions or offer advice; they actively build the relational infrastructure that transforms individual innovations into system-level change.
Scaling 100+ Nature-Positive Solutions
I4N aims to accelerate the development of over 100 nature-positive solutions in collaboration with strategic partners to transition to a regenerative economy by 2030. This is not just an aspiration; it represents a defined pathway built on proven progress. The transition is already underway and is gaining momentum globally.
During the 2024 and 2025 award cycles, I4N evaluated hundreds of applications from over 80 countries, including both developed and emerging markets, ensuring innovation reaches areas where transformation is most needed.
To enhance regional impact, I4N launched its partnership with FUNDES in October 2025, to establish the first Regional I4N Hub in Latin America. Based in Costa Rica, this hub strengthens local ecosystems by connecting innovators with investors, corporations, and community stakeholders across the region. This represents a crucial milestone in I4N’s strategy to develop a global network of regional hubs that identify, support, and scale nature-positive startups while ensuring strong local representation.
The diversity of sectors involved is equally important. The solutions being developed focus on sustainable ecosystem management, utilising nature as infrastructure, creating planet-compatible cities, promoting productive and regenerative agriculture, and implementing circular, nature-positive approaches.
COP30 emphasised that the systems enabling this vision are becoming clearer. The $10.4 billion mobilised for nature-based solutions demonstrates genuine investor interest. The launch of the Tropical Forest Forever Facility, with over $6.5 billion committed, has established a deployment infrastructure that shifts the economics away from deforestation. Additionally, multilateral development banks have introduced Common Principles for Nature Finance Tracking and a Common Nature Finance Taxonomy, enabling standardised investment evaluation across institutions for the first time.
Moreover, the 733 organisations now committed to TNFD-aligned disclosure signify a transformation in demand. These companies and financial institutions are actively seeking to integrate nature into their strategies and operations, driving demand for solutions curated by ecosystem platforms like I4N.
When individual innovations connect through platforms, their impact multiplies. For instance, one successful reef restoration project can serve as a model for coastal communities around the world. A single regenerative agriculture partnership can demonstrate returns that shift entire procurement strategies. One material innovation can illustrate the viability of a circular economy, attracting investment to similar initiatives. This is how movements are built, not through top-down mandates, but through grassroots action by dedicated individuals. As Margaret Mead said, “Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.”
I4N’s vision for 100+ solutions embodies this principle. Achieving this vision by 2030 is possible, but it requires the supportive systems that ecosystem platforms provide. Without systematic vetting, strategic matchmaking, capacity building, and thought leadership, promising innovations may remain isolated pilots. With these catalytic mechanisms, they can transform into the fundamental building blocks of a nature-positive economy.
Join the Movement To Shape Nature-Positive Value Chains
The 733 TNFD adopters are not waiting for perfect standards; they are building them through implementation. The 800+ innovators who applied to I4N’s 2024 and 2025 award cycles are not waiting for government direction; they’re creating deployable solutions now. The nature-positive movement is happening.
I4N’s expanding network creates pathways for innovators, investors, and businesses to engage. The infrastructure is operational. The solutions are vetted. The global network is expanding.
How will your organisation join?
→ BUSINESSES Pilot solutions and capture first-mover advantages. Reach out to us and book a value chain assessment.
→ FOUNDERS Join our portfolio. Pre-register for the 2026 award cycle.
→ PARTNERS Get involved in a regional hub or other initiatives, and position your market as a leader. Reach out.
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