Companies engaged in an L/JI should identify the main countries that consume the commodities produced in the jurisdiction, then determine:

a) what support governments of those countries can provide the L/JI; b) how best to approach those governments for this support; and c) which role (relative to other stakeholders) companies can play in engaging consumer governments.

• The “asks” for consumer country governments may include direct financial support for the L/JI through bilateral aid agencies; recognition and incentives for brands and retailers in the consumer country to source from the landscape/jurisdiction; and/or trade preferences for commodities sourced through the L/JI. Research which “asks” are most viable to demonstrate the value of the L/JI to advancing related government goals.
• Some consumer country governments (as well as the EU) already have well-established commitments to sustainable/deforestation-free commodities. These often have an office which provides a logical point of contact for the L/JI to engage. For governments without a clearly identified mandate or office, try to engage the bilateral aid agency, trade and/or environment ministries, food regulators, or other offices. Highlight how their mission aligns with the L/JI’s focus on reducing deforestation, carbon emissions and biodiversity loss, and promoting sustainable commodity production and community development.
• How a company engages a consumer country government will depend on their existing relationship. Companies with headquarters, production facilities, and/or employment in the country may engage directly with its relevant government agencies, seeking to open doors for the L/JI. To avoid the perception that they are lobbying for commercial advantage, companies might partner with NGOs when engaging with governments.
• A company can enlist its supply chain partners (traders, brands, retailers) that are based in the consumer country to strengthen the case for supporting the L/JI.

Companies involved in national or international platforms that support L/JIs (such as TFA) can indirectly work to support education and policy development with consumer governments. Participating in credible platforms and initiatives provides an effective way to engage with governments. With full-time staff, the ability to use examples from several different L/JIs, and diverse stakeholders, such platforms can bring more influence with consumer governments than any one company or L/JI acting alone.

Foremost, companies should rapidly address negative impacts associated with their own operations and sourcing, and credibly report their progress. Although L/JIs need to generate excitement, momentum, and support, companies risk the “greenwashing” label if they champion an L/JI while still driving deforestation.

Companies should share how they are advancing an L/JI’s objectives as well as what progress the initiative is making overall, communicating to both internal and external stakeholders.

• Within the landscape/jurisdiction, companies can help to explain the purpose of, local benefits from, and rationale for the L/JI. They can also share with potential participants the reasons why they are engaging, how committed the government is, what current participants are doing, and how other stakeholders can get involved.
• Outside the landscape/jurisdiction, companies can indicate where the L/JI is succeeding, and where it still needs support from donors or other businesses.

All storytelling efforts should be based on a clear, shared understanding of the target audiences, their languages, trusted media, understanding of forest and commodity sustainability issues, and what narratives and messages will most likely motivate them to support the L/JI and engage with it over time.

If a company communicates specific actions taken to support an L/JI, these should be put in context by providing a sense of the relative scale and intensity of the contribution. ISEAL Alliance has developed recommendations for ensuring that such communications and claims are made clearly, precisely, and credibly:

• Describe the nature of the actions clearly, specifically, and truthfully.
• Quantify and contextualize the extent of the actions in relation to the entity’s full operations, to allow proper interpretation of their scale and scope. For example, if a company claims that it supports 10,000 oil palm smallholders to become certified, it should also state the total number of oil palm smallholders in its full supply chain.
• Define and document the timeframe for implementing the actions, along with implementation progress.
• If an action is a partial contribution to a broader effort under an L/JI, specify the extent and nature of the specific contribution.

Messengers are as important as messages. Companies and their L/JI partners should identify who among their staff are most appropriate to contribute stories and examples. If several companies participate in the L/JI, find ways for each to gain public visibility. Company representatives can best present the L/JI jointly with suppliers, community members, NGOs, and government officials so it is clear that the companies are full partners in the L/JI.

Developing public messages, stories, and events will encourage L/JI stakeholders to discuss the overall purpose of the initiative and what is/is not working. Companies can use discussions about public communications as a way to raise concerns with their partners and positively influence what other partners say and do.

Engage with government counterparts through development and implementation of an L/JI to ensure that policy makers know and care about the initiative’s progress, see the value of company participation, and are motivated to apply emerging lessons to develop ongoing policy.

The timing and targeting of policy development will vary: some policies may need to change for an L/JI to get underway (for example, authorization for a government agency to participate in an initiative). Other needed changes may become clear only after there is some experience implementing an L/JI (for example, clarification of community forestry regulations). Engaging policy makers should be an iterative process. That’s why companies should offer themselves to policy makers as longer-term partners in the work of the initiative.

Getting governments to implement policy or enforce regulations may require companies to engage with agencies at both national and sub-national levels. Companies can call officials’ attention to issues with implementation and seek creative solutions with other stakeholders.

Promoting investment and supply chain linkage opportunities, as LTKL has done in Indonesia, can open new avenues and incentives for local, national, and international business partners to invest in sustainable production and protection. Companies with national and global reach can support investment plans, identify and recruit investors, and choose to co-invest in new ventures that add value for their supply chains.

To avoid the perception of influencing public officials to back private interests, companies should engage with government in open platforms alongside other L/JI stakeholders.

They should also clarify when they are speaking on behalf of the initiative and when they are lobbying for their own interests.