This article first appeared in Forum, The Edge Malaysia Weekly on April 28, 2025 - May 4, 2025
In April 2016, as part of a nature conservation organisation, I found myself in a small canoe travelling upriver on the Caura, a tributary of the mighty Orinoco. This biodiversity-rich Venezuelan watershed borders the Amazon basin and is home to several indigenous tribes and local communities who roam the jungles in search of non-timber forest products (NTFPs). At that time of year, many local families enter the immense and remote forests of the Caura to harvest seeds from the towering Tonka tree (Dipteryx odorata, also known as Sarrapia or Cumarú) — a tropical species that can grow over 40m tall and live for more than 200 years. The income from this harvest represents a significant portion of their annual earnings.
Joining me on this adventure were a non-governmental organisation colleague, several representatives of a local Venezuelan NGO, a crew of French cinematographers, a world-renowned perfumer, a sourcing director and a sustainability manager — all from one of the largest aroma and flavour companies in the world. Most importantly, we were accompanied by men, women and children from local indigenous communities. You might wonder: why was such a diverse group gathered in the heart of the neotropical rainforest?
Although all humans depend on biodiversity and the countless services nature provides — such as water purification, pollination, flood mitigation and clean air — some businesses are more directly linked to these resources. Companies that use natural inputs like NTFPs in their supply chains are uniquely positioned to positively influence biodiversity conservation and support the people and economies that depend on nature-based value chains.
Tonka beans are a key ingredient in many of the fine perfumes this company produces for top global luxury brands. The presence of its staff on the expedition wasn’t just about documenting the source of a prized natural ingredient; it was also about witnessing how the company’s investments in a community-based conservation project were regenerating ecosystems, supporting livelihoods and transforming the way they source ingredients.
Historically, our development mindset has followed what the Dasgupta Review on the economics of biodiversity and others call a degenerative model — one driven by short-term, self-interested economic goals that often deplete natural resources and degrade ecosystems. As awareness of these consequences grew, a sustainability paradigm emerged, emphasising collaboration and aiming to shift impacts from negative to neutral — “net zero” — while introducing concepts like recycling and circular economies. This shift gave rise to corporate social responsibility and environmental, social and governance principles, which began reshaping business practices.
However, given that we have already crossed critical environmental thresholds, a regenerative approach is now essential. We must go beyond sustainability and the Sustainable Development Goals agenda to adopt models that create net positive impacts — socially, economically and environmentally. Not because it’s simply the right thing to do, but because it is a smart, future-proof business strategy — and necessary for the survival of future generations.
As we endured the long canoe ride and marvelled at the rainforest’s grandeur, we reflected on what defines a sustainable — or rather, a regenerative — ingredient. What role must each stakeholder play in its procurement? We explored criteria from industry frameworks: renewability, biodegradability, carbon footprint, toxicity, water usage, fair trade, equitable benefit sharing, positive impacts on farmer livelihoods, and preservation of soil, fauna and flora. Transport methods and green chemistry also entered the discussion.
We agreed that government support is crucial. Well-designed policies and legislation can incentivise businesses to shift towards regenerative models. However, governments need not foot the bill; rather, they must create an enabling environment for private sector investment. International cooperation also plays a key role. Countless proven solutions developed by NGOs are available for corporations to adopt, but information silos often prevent these players from connecting.
The power of regeneration was clear during our visit to the Caura. We observed how local monitoring teams tracked biodiversity, contributing vital knowledge about ecosystem health, and collected seeds to germinate and plant more Tonka trees in their land. Indigenous knowledge informed sustainable harvesting practices — not just for Tonka beans, but also for other valuable products like Copaiba balsam. Fair compensation improved lives and strengthened community stewardship over their forests.
Perhaps most impressively, this project flourished despite Venezuela’s current challenges — demonstrating that the right incentives, strong partnerships, and the commitment of diverse stakeholders, can create a triple win: for people, planet and profit.
Still, barriers remain. Tools like Nature-Based Solutions (NBS) are underfunded and underutilised. Current global finance flows to NBS stand at US$200 billion (RM875 billion) annually — less than a third of what is needed to meet climate, biodiversity and land degradation targets by 2030.
And yet, success stories abound. From Mongolia to Argentina, India to Mexico, Colombia to Malaysia, communities are partnering with companies, governments and civil society to redefine our relationship with nature — and with each other. But adoption remains slow. To scale these efforts, we need bold leadership, decisive action, and a willingness to take risks. Most importantly, we need the will to transform — for our collective future.
Alejandro Rosselli Londoño is the Ambassador of Colombia to Malaysia. This column is part of a series coordinated by Climate Governance Malaysia, the national chapter of the World Economic Forum’s Climate Governance Initiative.
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