Aligning investments with Sustainable Development Goals (SDGs) has been a longstanding ambition for many private investors. The assessment of corporate impact on the SDGs is not a trivial task, and most present-day attempts often overlook SDG interactions, and lack scientific anchoring and transparency. We present an evidence-based review approach for investors to assess sector-level impacts on individual SDGs, and score these using a traffic-light system. Our initial review documents impacts of 81 economic sectors on SDGs 1-16. Results show that environmental SDGs are impacted negatively by most economic sectors, and that primary sector activities negatively impact the highest number of SDGs. Using the agricultural sector as a case, we draw on Causal Loop methodology to illustrate spillovers resulting from SDG interactions. Our findings point to three key considerations of relevance for sustainable investment strategies; the necessity to capture ‘impact shadows’, spillovers across SDGs, and the hierarchical nature of the SDGs.

Despite numerous pledges to the contrary, corporate activities are inflicting environmental harm and are pushing the Earth system toward and beyond planetary boundaries. Several sustainability accounting frameworks exist, designed to track corporate environmental impacts through corporate reporting, and there is currently a push toward standardization of these. However, most sustainability accounting frameworks still fail to fully capture the connections between corporate activities and impacts, as they depart from what is important for the companies (materiality assessments) and often rely on relative metrics. Here, we propose 15 essential environmental impact variables (EEIVs), applicable to all sectors, based on absolute metrics and what is essential for staying within the planetary boundaries. We argue that standardization must rather depart from these underlying premises. By designing EEIVs for seven primary industries with large environmental footprints and demonstrating the operationality via the aquaculture sector, we show how EEIVs efficiently identify the most important corporate impact information while increasing transparency between companies and stakeholders, thus enabling external assessment of corporate sustainability.

Operating within safe and just Earth system boundaries requires mobilizing key actors across scale to set targets and take actions accordingly. Robust, transparent and fair cross-scale translation methods are essential to help navigate through the multiple steps of scientific and normative judgements in translation, with clear awareness of associated assumptions, bias and uncertainties. Here, through literature review and expert elicitation, we identify commonly used sharing approaches, illustrate ten principles of translation and present a protocol involving key building blocks and control steps in translation. We pay particular attention to businesses and cities, two understudied but critical actors to bring on board.

Diverse and inclusive marine research is paramount to addressing ocean sustainability challenges in the 21st century, as envisioned by the UN Decade of Ocean Science for Sustainable Development. Despite increasing efforts to diversify ocean science, women continue to face barriers at various stages of their career, which inhibits their progression to leadership within academic institutions. In this perspective, we draw on the collective experiences of thirty-four global women leaders, bolstered by a narrative review, to identify practical strategies and actions that will help empower early career women researchers to become the leaders of tomorrow. We propose five strategies: (i) create a more inclusive culture, (ii) ensure early and equitable career development opportunities for women ECRs, (iii) ensure equitable access to funding for women ECRs, (iv) offer mentoring opportunities and, (v) create flexible, family-friendly environments. Transformational, meaningful, and lasting change will only be achieved through commitment and collaborative action across various scales and by multiple stakeholders. 

Blue foods, sourced in aquatic environments, are important for the economies, livelihoods, nutritional security and cultures of people in many nations. They are often nutrient rich1, generate lower emissions and impacts on land and water than many terrestrial meats2, and contribute to the health3, wellbeing and livelihoods of many rural communities4. The Blue Food Assessment recently evaluated nutritional, environmental, economic and justice dimensions of blue foods globally. Here we integrate these findings and translate them into four policy objectives to help realize the contributions that blue foods can make to national food systems around the world: ensuring supplies of critical nutrients, providing healthy alternatives to terrestrial meat, reducing dietary environmental footprints and safeguarding blue food contributions to nutrition, just economies and livelihoods under a changing climate. To account for how context-specific environmental, socio-economic and cultural aspects affect this contribution, we assess the relevance of each policy objective for individual countries, and examine associated co-benefits and trade-offs at national and international scales. We find that in many African and South American nations, facilitating consumption of culturally relevant blue food, especially among nutritionally vulnerable population segments, could address vitamin B₁₂ and omega-3 deficiencies. Meanwhile, in many global North nations, cardiovascular disease rates and large greenhouse gas footprints from ruminant meat intake could be lowered through moderate consumption of seafood with low environmental impact. The analytical framework we provide also identifies countries with high future risk, for whom climate adaptation of blue food systems will be particularly important. Overall the framework helps decision makers to assess the blue food policy objectives most relevant to their geographies, and to compare and contrast the benefits and trade-offs associated with pursuing these objectives.

Corporations are responsible for a significant portion of observed impacts on the Earth system, including greenhouse gas (GHG) emissions, but also water extraction, landuse change and other pressures on nature. These nature-related impacts are essential to consider and capture because they have local impacts on a range of ecosystem functions on which companies and economies depend, but they also fundamentally affect our ability to mitigate and adapt to a changing climate. Furthermore, climate, land and water interact and affect each other in various ways, such that climate change can be exacerbated by degraded ecosystems, which in turn are dependent on water. This paper tests a novel metric developed to capture corporate Earth system impact (ESI) beyond merely direct GHG emissions and explores how such a tool could be used to improve assessments of corporate environmental impacts and support decisions on where to direct public and private investments. We use the mining sector as a test case to illustrate the applicability of the ESI score and examine the impact of the the five largest (by market cap) mining companies in the precious metal mining sector and the top five in the non-precious metal mining sector. We find that many of the mining assets have non-negligible impacts on land and water, and we show that the ESI metric identifies a different set of asset for targeted action than conventional carbon intensity scores would do.

Human activities have progressively eroded the biosphere basis for our societies and introduced various risks. To navigate these risks, or potential undesirable outcomes of the future, we need tools and an understanding of how to assess risk in a complex world. Risk assessments are a powerful tool to address sustain ability challenges. However, two issues currently hamper their ability to deal with sustainability risks: the limited sustainability science engagement with the multifaceted nature of risk and the lack of integration of social-ecological, complex, and resilience thinking into risk assessment. In this Perspective, we review and synthesize the wide range of risk definitions and uses and juxtapose them with knowledge on complex adaptive social-ecological systems. Through this synthesis, we highlight the strengths of each risk approach and outline five challenges that, if overcome, could turn risk assessments into a much-needed multifaceted toolbox for dealing with the certain uncertainty of a complex future.

Interdisciplinary research is paramount to addressing ocean sustainability challenges in the 21st century. However, women leaders have been underrepresented in interdisciplinary marine research, and there is little guidance on how to achieve the conditions that will lead to an increased proportion of women scientists in positions of leadership. Here, we conduct in-depth qualitative research to explore the main barriers and enablers to women’s leadership in an academic interdisciplinary marine research context. We found that interdisciplinarity can present unique and additional barriers to women leaders (e.g., complexity and lack of value attributed to interdisciplinary research) and are exacerbated by existing gender-specific issues that women experience (e.g., isolation and underrepresentation and stereotyping). Together these barriers overlap forming the “glass obstacle course”—which is particularly challenging for women in minoritized groups. Here, we provide a list of concrete, ambitious, and actionable enablers that can promote and support women’s leadership in academic interdisciplinary marine research.

Private actors have become prominent players in the work to drive social and environmental sustainability transitions. In the fisheries sector, fishery improvement projects (FIPs) aim to address environmental challenges by leveraging the capacity of industry actors and using value chains to incentivize change. Despite globally rising FIP numbers, the incentive structures behind FIP establishment and the role of internal dynamics remain poorly understood. This paper uses institutional entrepreneurship as an analytical lens to examine the institutional change surrounding the management and trade of the Indonesian blue swimming crab and sheds light on how global market dynamics, local fishery dynamics, and value chain initiatives interact to affect the trajectory towards sustainability over time. We contribute to the institutional entrepreneurship framework by extending it with social-ecological dynamics, different actors’ ability to realize or resist change, and outcomes of institutional change. These additions can improve its explanatory power in relation to sustainability initiatives in fisheries governance and beyond. Our cross-scale historical analysis of the value chain shows not only the entrepreneurship behind the FIP’s establishment, and its institutional interventions, but also why these have been unsuccessful in improving the ecological sustainability of fishers’ and traders’ behavior. This provides valuable empirical grounding to a wider debate about industry leadership and private incentives for sustainability at large and helps disentangle under what conditions such initiatives are more (or less) likely to have intended effects. 

The biosphere crisis requires changes to existing business practices. We ask how corporations can become sustainability leaders, when constrained by multiple barriers to collaboration for biosphere stewardship. We describe how scientists motivated, inspired and engaged with ten of the world’s largest seafood companies, in a collaborative process aimed to enable science-based and systemic transformations (2015–2021). CEOs faced multiple industry crises in 2015 that incentivized novel approaches. New scientific insights, an invitation to collaborate, and a bold vision of transformative change towards ocean stewardship, created new opportunities and direction. Co-creation of solutions resulted in new knowledge and trust, a joint agenda for action, new capacities, international recognition, formalization of an organization, increased policy influence, time-bound goals, and convergence of corporate change. Independently funded scientists helped remove barriers to cooperation, provided means for reflection, and guided corporate strategies and actions toward ocean stewardship. By 2021, multiple individuals exercised leadership and the initiative had transitioned from preliminary and uncomfortable conversations, to a dynamic, operational organization, with capacity to perform global leadership in the seafood industry. Mobilizing transformational agency through learning, collaboration, and innovation represents a cultural evolution with potential to redirect and accelerate corporate action, to the benefit of business, people and the planet.