Portrayal of sustainability principles in the mission statements and on home pages of the world's largest organizations.

Conservation can be achieved only if sustainability is embraced as core to organizational cultures. To test the extent to which the related concepts of sustainability, conservation, response to climate change, poverty alleviation, and gender equity have been incorporated into organizational culture, we compared mission statements published from 1990 to 2000 with those published in 2014 for 150 organizations, including conservation nongovernmental organizations (NGOs), aid NGOs, government development agencies, resource extraction companies, and retailers (30 in each category). We also analyzed the 2014 home web pages of each organization. Relative to the earlier period, the frequency with which mission statements mentioned poverty alleviation, biodiversity conservation, and a range of sustainable practices increased only slightly by 2014, particularly among resource extractors and retail companies. Few organizations in any sector had embedded either climate change or gender equity into their mission statements. In addition, the proportional intensity with which any of the aspirations were expressed did not change between periods. For current home pages, conservation NGOs, resource extractors, and government agencies were significantly more likely to acknowledge the importance of matters that were not part of their core business, but few aid agencies or retail companies promoted goals beyond alleviation of crises and profit maximization, respectively. Overall, there has been some progress in recognizing poverty alleviation, biodiversity conservation, and sustainable practices, but gender equity and a determination to reduce impacts on climate change are still rarely promoted as central institutional concerns. Sustainability in general, and biodiversity conservation in particular, will not be achieved unless their importance is more widely apparent in core communication products of organizations.

A simple rule for the costs of vigilance: empirical evidence from a social forager.

It is commonly assumed that anti-predator vigilance by foraging animals is costly because it interrupts food searching and handling time, leading to a reduction in feeding rate. When food handling does not require visual attention, however, a forager may handle food while simultaneously searching for the next food item or scanning for predators. We present a simple model of this process, showing that when the length of such compatible handling time Hc is long relative to search time S, specifically Hc/S > 1, it is possible to perform vigilance without a reduction in feeding rate. We test three predictions of this model regarding the relationships between feeding rate, vigilance and the Hc/S ratio, with data collected from a wild population of social foragers (samango monkeys, Cercopithecus mitis erythrarchus). These analyses consistently support our model, including our key prediction: as Hc/S increases, the negative relationship between feeding rate and the proportion of time spent scanning becomes progressively shallower. This pattern is more strongly driven by changes in median scan duration than scan frequency. Our study thus provides a simple rule that describes the extent to which vigilance can be expected to incur a feeding rate cost.