Evidence-Based Pathways for Business to Support the SDGs

9 10 2023

Climate Week attendees strike a pose at the SDG Pavilion in front of the United Nations Headquarters in New York City on September 21, 2023. (Image credit: U.N. Partnerships/Pier Paolo Cito via Flickr)

By Mary Riddle from Triple Pundit • Reposted: October 9, 2023

As the Sustainable Development Goals (SDGs) reach their midpoint, the world is “woefully off-track” in meeting the targets by the 2030 deadline, the United Nations warned this summer. Only 15 percent of the SGDs are on track, according to the U.N. Global Compact. Progress on 37 percent of the targets has either stagnated or reversed, while efforts on the remaining half are considered weak or insufficient. With seven years left to meet the Global Goals, the U.N. is calling on the private sector to help accelerate implementation.

While business leaders remain confident about the vision for the future underscored in the SDGs, their confidence in meeting the targets by 2030 dwindled from 92 percent in 2022 to 51 percent this year, according to a new report. 

Last month, Accenture partnered with the U.N. Global Compact to publish the Global Private-Sector Stocktake, a first-of-its-kind look at private-sector impact on the SDGs, with tangible action items and resources that companies can consider to drive progress on the road to 2030. The report outlined 10 key pathways for corporations — which include putting existing markets to work for social equity by way of a living wage and addressing gender pay gaps, as well as more transformative moves to integrate the SDGs into corporate finance and promote sustainability leadership in the private sector. 

Sustainable corporate finance 

“There is a lot of momentum around impact accounting, which ensures companies are taking into full account both tangible outcomes like revenues and returns for shareholders, but also the intangible outcomes like indirect carbon emissions,” said Vik Viniak, senior managing director and North America sustainability lead at Accenture.

“For example, Mastercard links incentives for executives and employees to their ESG [environmental, social and governance] objectives, which include gender equity and emissions reductions,” he said. “With Google and Amazon, if you look at their tech businesses like Google Cloud and [Amazon Web Services], they are using green principles to create more energy-efficient computing systems, and that ties into their executive remuneration. In most public companies, your compensation is tied to shareholder value, but it is important to remember that ESG is also directly tied to shareholder value.”

Sustainable corporate finance just makes good business sense. Impact accounting helps corporations establish better decision-making frameworks and can give companies leverage in discussions with their supply chain partners.

“If you are looking at two suppliers in your supply chain and everything else is equal, but one supplier has a better record on emissions, suddenly the decision becomes much easier,” Viniak said. Impact accounting should also be part of a company’s public reports, he said. 

However, he emphasized that sustainable finance is an evolving space. The U.N. Global Compact launched the CFO Coalition last month to put clear definitions and guidelines in place to help companies integrate the SDGs into their corporate financing. Viniak is optimistic about the coalition’s work. “The current state of confusion is causing companies to not take action,” he said. “There is a paralysis. This clarity can help get blood flowing so it can function.” 

Strengthening sustainability leadership for the SDGs

“True sustainability leadership is about holding senior leaders accountable,” Viniak said. “Empower everyone in the organization to take action, but make sure leaders are talking the talk and walking the walk. We need humility and self-realization in organizations. Management can lead by being humble and knowing that they can do more.”

There are clear benefits to corporate support for the SDGs, but it is important for companies to be able to substantiate their claims, show their metrics, and transparently report on their goals, reasoning and progress. “The market has gotten smarter,” Viniak said. “Investors and consumers can identify SDG-washing in companies that can’t support their claims.”

When leaders embrace the SDGs, it can serve to engage the entire workforce, Viniak said. “For leaders, one of the most important incentives for working toward the SDGs is that people are going to get excited,” he told us. “At Accenture, we have a huge, young workforce, and this workforce is asking Accenture what we are doing for the SDGs. Our CEO always says that we need to be our best credential. We have rallied our workforce around the mission of sustainability, and in our global workforce, in every community we are in, our people are making an impact. You can rally your whole organization around the SDGs and give them the tools to measure their impacts, and we can all hold each other accountable.”

The SDG Stocktake is a clarion call for all corporations 

For companies that have yet to examine their impact on the SDGs, Viniak emphasized that it is not too late. “I encourage every company to start the process of understanding specific ESG impacts based on their industry and sector,” he said. “The biggest positive and negative impacts need to inform strategy.” 

Once a corporation clearly understands their ESG impacts, they can evaluate how those impacts could help meet the targets of the SDGs and embed that into their decision-making frameworks.

“You can’t improve what you can’t measure,” Viniak said. “Companies must reflect on their impact on the SDGs. Then, they must set goals, identify how they can continue to accelerate the areas in which they lead, and how they can double down to improve those areas where they might be behind.”

Scaling up new incentive systems is also key to move progress forward. In the Global Private-Sector Stocktake report, business leaders clearly identified the support they need. “There is a huge lack of clarity in terms of goals and measurements,” Viniak explained. “Eighty percent of business leaders claim there are insufficient policy incentives to incorporate ESG considerations, and 84 percent are uncertain about measurements and calculations.” 

Fortunately, the private sector is rapidly innovating to address leadership concerns, with new data management companies and softwares regularly coming to market that address these challenges. “There are now data providers that are helping companies define specific impacts on the SDGs,” Viniak said. “This kind of data could help companies understand their own impact in a measurable way for the first time.”

But for these services to make a difference, companies have to use them. “Companies need to see the value of this and pay for it,” Viniak said. “This data could revolutionize incentives if tied to accounting and taxation in the future. We may be able to crack the data measurement problem soon. While companies are currently not being held accountable in consistent ways, with emerging data tools, they can be and should be.”

Viniak recognizes that the private sector is off track, but he remains optimistic. “Games are won in the second half, not the first,” he said. “Yes, we are trailing. We are behind, but we can win. The private sector is a key player to achieve the SDGs. It is time to step up in the second half to win this game.”

To see the original post, follow this link: https://www.triplepundit.com/story/2023/ways-business-support-sdgs/785016


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Categories : Climate Change, corporate social responsibility, DEI, ESG, green marketing, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

How Sustainable Is Your Strategy? Insights From Reuters Impact Report

7 10 2023
Photo credit: monsitj – stock.adobe.com

 From the Reuters Events Sustainable Business vs. CSRWire • Reposted: October 7, 2023

The urgent call to decarbonize has thrust sustainability into the spotlight on the corporate stage. Whilst the growth in reporting has created an expansive list of pressing priorities.

But how are businesses preparing for the comprehensive and complex reporting landscape? Where are they investing today, and perhaps more pertinently in the years to come, to meet the needs of regulators and climate-conscious stakeholders? And how are today’s businesses strategizing to meet their sustainability ambitions?

Discover the answers to these pivotal questions in the Reuters Impact Global Sustainability Report 2023, a valuable resource that will help shape your sustainability strategy, chart your investment course, and provide a meaningful benchmark against industry peers.

Our unique, proprietary dataset, assembled using survey responses from more than 570 sustainability practitioners and decision-makers globally, provides a detailed examination of how sustainability investments are shifting towards a new set of technologies, where businesses are setting their sustainability priorities and the strategies being pursued to meet them.

Our research has unveiled several key findings:

  • Data analysis and emissions accounting solutions are the leading destinations of business investment for sustainability purposes today, but by 2026 a new suite of technologies is expected to lead the way.
  • Our technology investment leaderboard highlights differences in investment approach between companies operating in North America and those in Europe. Are European organizations still sustainability’s trailblazers?
  • Energy and decarbonization is a top priority for a leading majority of organizations responding to our survey, however there is a distinct mix of strategies being pursued to reduce remissions.

Claim Your Report Now

To see the original post, follow this link: https://www.3blmedia.com/news/how-sustainable-your-strategy-insights-reuters-impact-report


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Lego’s ESG dilemma: Why an abandoned plan to use recycled plastic bottles is a wake-up call for supply chain sustainability

7 10 2023

Legos are designed to last for decades. That posed a challenge when the toymaker tried to switch to recycled plastics. AP Photo/Shizuo Kambayashi

By Tinglong Dai, Professor of Operations Management & Business Analytics, Carey Business School, Johns Hopkins University, Christopher S. Tang, Professor of Supply Chain Management, University of California, Los Angeles and Hau L. Lee, Professor of Operations, Information & Technology, Stanford University via The Conversation • Reposted: October 7, 2023

Lego, the world’s largest toy manufacturer, has built a reputation not only for the durability of its bricks, designed to last for decades, but also for its substantial investment in sustainability. The company has pledged US$1.4 billion to reduce carbon emissions by 2025, despite netting annual profits of just over $2 billion in 2022. 

This commitment isn’t just for show. Lego sees its core customers as children and their parents, and sustainability is fundamentally about ensuring that future generations inherit a planet as hospitable as the one we enjoy today. 

So it was surprising when the Financial Times reported on Sept. 25, 2023, that Lego had pulled out of its widely publicized “Bottles to Bricks” initiative.

This ambitious project aimed to replace traditional Lego plastic with a new material made from recycled plastic bottles. However, when Lego assessed the project’s environmental impact throughout its supply chain, it found that producing bricks with the recycled plastic would require extra materials and energy to make them durable enough. Because this conversion process would result in higher carbon emissions, the company decided to stick with its current fossil fuel-based materials while continuing to search for more sustainable alternatives.

As experts in global supply chains and sustainability, we believe Lego’s pivot is the beginning of a larger trend toward developing sustainable solutions for entire supply chains in a circular economy. New regulations in the European Union – and expected in California – are about to speed things up.

Examining all the emissions, cradle to grave

Business leaders are increasingly integrating environmental, social and governance factors, commonly known as ESG, into their operational and strategic frameworks. But the pursuit of sustainability requires attention to the entire life cycle of a product, from its materials and manufacturing processes to its use and ultimate disposal.

The results can lead to counterintuitive outcomes, as Lego discovered.

Understanding a company’s entire carbon footprint requires looking at three types of emissions: Scope 1 emissions are generated directly by a company’s internal operations. Scope 2 emissions are caused by generating the electricity, steam, heat or cooling a company consumes. And scope 3 emissions are generated by a company’s supply chain, from upstream suppliers to downstream distributors and end customers. 

Lists of examples of sope 1, 2, 3 emissions sources with an illustration of a factory in the center
What scope 1, 2 and 3 emissions involve. Graphic: Chester Hawkins/Center for American Progress

Currently, fewer than 30% of companies report meaningful scope 3 emissions, in part because these emissions are difficult to track. Yet, companies’ scope 3 emissions are on average 11.4 times greater than their scope 1 emissions, data from corporate disclosures reported to the nonprofit CDP show.

Lego is a case study of this lopsided distribution and the importance of tracking scope 3 emissions. A staggering 98% of Lego’s carbon emissions are categorized as scope 3. 

From 2020 to 2021, the company’s total emissions increased by 30%, amid surging demand for Lego sets during the COVID-19 lockdowns – even though the company’s scope 2 emissions related to purchased energy such as electricity decreased by 40%. The increase was almost entirely in its scope 3 emissions.

As more companies follow in Lego’s footsteps and begin reporting scope 3 emissions, they will likely find themselves in the same position, realizing that efforts to reduce carbon emissions often boil down to supply chain and consumer-use emissions. And the results may force them to make some tough choices.

Policy and disclosure: The next frontier

New regulations in the European Union and pending in California are designed to increase corporate emissions transparency by including supply chain emissions.

The EU in June 2023 adopted the first set of European Sustainability Reporting Standards, which will require publicly traded companies in the EU to disclose their scope 3 emissions, starting in their reports for fiscal year 2024.

California’s legislature passed similar legislation requiring companies with revenues of more than $1 billion to disclose their scope 3 emissions. California’s governor has until Oct. 14, 2023, to consider the bill and is expected to sign it.

At the federal level, the U.S. Securities and Exchange Commission released a proposal in March 2022 that, if finalized, would require all public companies to report climate-related risk and emissions data, including scope 3 emissions. After receiving significant pushback, the SEC began reconsidering the scope 3 reporting rule. But SEC Chairman Gary Gensler suggested during a congressional hearing in late September 2023 that California’s move could influence federal regulators’ decision.

This increased focus on disclosure of scope 3 emissions will undoubtedly increase pressure on companies. 

Because scope 3 emissions are significant, yet often not measured or reported, consumers are rightly concerned that companies that claim to have low emissions may be greenwashing without taking action to reduce emissions in their supply chains to combat climate change. 

At the same time, we suspect that as more investors support sustainable investing, they may prefer to invest in companies that are transparent in disclosing all areas of emissions. Ultimately, we believe consumers, investors and governments will demand more than lip service from companies. Instead, they’ll expect companies to take actionable steps to reduce the most significant part of a company’s carbon footprint – scope 3 emissions. 

A journey, not a destination

The Lego example serves as a cautionary tale in the complex ESG landscape for which most companies are not well prepared. As more companies come under scrutiny for their entire carbon footprint, we may see more instances where well-intentioned sustainability efforts run into uncomfortable truths. 

This calls for a nuanced understanding of sustainability, not as a checklist of good deeds, but as a complex, ongoing process that requires vigilance, transparency and, above all, a commitment to the benefit of future generations.

To see the original post, follow this link: https://theconversation.com/legos-esg-dilemma-why-an-abandoned-plan-to-use-recycled-plastic-bottles-is-a-wake-up-call-for-supply-chain-sustainability-214573


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Categories : Climate Change, corporate social responsibility, DEI, ESG, green marketing, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

‘The Climate Crisis Is, in Part, a Communication Crisis:’ Brands Must Walk Their Talk to Galvanize Consumers

7 10 2023

IMAGE: VIKTORIA SLOWIKOWSKA

From Sustainable Brands • Reposted: October 7, 2023

A new study by Magna, Teads and Project Drawdown confirms consumers are relying on brands to create a clear, tangible and compelling vision — backed by substantive action — to guide them toward more sustainable lifestyles.

Today, MAGNA — the investment and intelligence arm of IPG Mediabrands — released a study conducted in partnership with Project Drawdown and cloud-based, omnichannel advertising platform Teads to better understand consumer perspectives on sustainability, especially as it relates to the continued barriers that prevent more sustainable lifestyles.

Sustainability Speaks: Breaking the Barrier of Climate Communication explores how brands can help bridge these barriers and how advertisers can more effectively communicate their sustainability goals while also supporting brand growth.

MAGNA surveyed 9,112 people in the United States, the United Kingdom and Australia, and held five focus groups in the US. Along with echoing recent research from Sustainable Brands® and Deloitte on the most common, ongoing barriers to consumer adoption of more sustainable habits and lifestyles (expense and lack of access), the study found that despite these barriers, people remain motivated to ensure a better future — with 99 percent of people agreeing that they can be motivated to take sustainable action.

“The climate crisis is, in part, a communication crisis,” said Jonathan Foley, Ph.D., Executive Director of Project Drawdown. “We already have the solutions we need to turn things around; but we are still paralyzed by misinformation, fear and the lack of will to act. We need a clear and compelling vision to move forward — a vision of a better future, where we come together to stop climate change, and build a better world for all. That could change the world.”

Additional key findings confirm the imperative for brands to be part of the conversation: 77 percent of respondents said they wanted brands to take a stance on sustainability. Furthermore, 75 percent somewhat or strongly agreed that if brands took meaningful action on sustainability, it would have a tremendous impact on the environment; and 35 percent would be motivated to act, if they see brands have, too.

A brand that offers tangible, relevant data in advertising — such as a statistic on how much water was saved in manufacturing — scores better than ambiguous messaging. Defining sustainability itself, a broad term that can vary by product category, makes a difference in helping consumers align around a company’s actions.

The study also ranked which channels consumers favor more when receiving sustainability messaging. Advertising, at 66 percent, was the optimal channel; followed by social media (62 percent), newsletters (57 percent), and influencers and other brand representatives (52 percent).

But advertising itself is also in the hot seat, thanks to its until-recently-unchecked carbon footprint — initiatives such as Scope3 and Ad Net Zero have emerged to help ensure the climate impacts of the messengers no longer undermine their sustainability messaging.

“Sustainability practices are good for business, with innovation, transparency, and information key for brands to strengthen their customer relationships long term,” added Neala Brown, SVP of Strategy & Insights at Teads. “While brands should ease customer hesitations toward adopting a sustainable lifestyle and given advertising as an optimal channel for that messaging, we are simultaneously working with our brand partners to reduce their own digital carbon footprint with supply chain and media optimization via direct publisher relationships.”

Going forward, in addition to reining in the physical impacts of ad production, brands would do well to focus on two aspects of their messaging:

The full study can be found here.

To see the original post, follow this link: https://sustainablebrands.com/read/marketing-and-comms/climate-crisis-communication-crisis-brands-walk-talk-galvanize-consumers


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Why corporations, governments, NGOs and educators must all help deliver sustainability education 

5 10 2023

Sustainability education needs to be a collective effort. Image: Photo by Kenny Eliason on Unsplash

By Julie Linn Teigland, Area Managing Partner, Europe, Middle East, India and Africa, from the World Economic Forum • Reposted: October 5, 2023

The world is grappling with the pressing issue of climate change and our younger generations will bear the brunt of its consequences.

The first step towards meaningful change in anything – including sustainability – is education and a collective effort is required from corporations, governments, NGOs and educators alike. 

Today’s younger generations undoubtedly hold the key to a more sustainable future, but channelling their enthusiasm into lasting change poses a significant global challenge for us all. 

The global EY organization, in collaboration with JA Worldwide, recently published a report to find out ‘How can we empower the next generations to build a more sustainable future?‘. One of the report’s main findings is that the responsibility for delivering effective sustainability education lies not solely with educational institutions but with a collaborative effort from a coalition of organizations working hand-in-hand with educators around the world.

How can business leaders and corporations play their part in delivering truly effective sustainability education, both inside and outside the classroom? Here are five strategies to consider.

1. Host expanded learning opportunities

Our report found that hands-on learning experiences were critical in delivering truly engaging and effective sustainability education. There are many opportunities for companies and NGOs to get involved and collaborate with educators here by sponsoring workshops and activities, for example, that better engage students. 

The Sustainability and Environmental Education organization’s ‘Young Changemakers’ course is an excellent example of this approach in action. The course inspires young school-age people by offering creative events and workshops that involve local businesses, charities and community organizations to bring sustainability challenges to life.

2. Provide educators with the tools to share additional context

Our report found that while social media plays a significant role in educating younger generations about sustainability, they trust teachers and schools more for this education. More than a quarter of Gen Z and Gen Alpha list schools and teachers as the top sources from which they would like to receive more information about sustainability. 

With this in mind, corporations and NGOs should collaborate with schools to equip them with the tools to provide vital context to the raft of social media information younger generations are exposed to.

To give a practical example, the EY Future Skills Workshops, collaborating with EY, Code.org and Microsoft, have been established to help educate young people on sustainability topics not commonly taught in schools, utilizing innovative approaches and new technology. Programmes like these help empower educators and bridge the gap between traditional learning and digital-age awareness, ensuring that students can critically evaluate and apply the information they encounter on social media.

3. Strengthen ties with groups in local communities

Governments are seen as those primarily responsible for building a more sustainable world, but the reality is that real change happens with all of us at an individual level. 

Corporations can make an impact here by collaborating directly with local community groups. The global programme EY Ripples is an example of this, fostering corporate responsibility by empowering individuals to use their skills for positive change. Through the programme, nearly 500 projects have been completed to date, each dedicated to scaling small businesses that contribute to one or more of the UN Sustainable Development Goals, with the ultimate goal of positively impacting one billion lives in our communities by 2030. 

Initiatives like these support individuals to create meaningful change within their communities, helping to make sure that sustainability is not just a global goal, but a local reality.

4. Provide information to help consumers make better decisions to reduce their carbon footprint

A recent IBM survey found that 41% of consumers would buy more sustainable products if they had a better understanding of how their purchase made an impact. And yet, according to Euromonitor, only 10% of global companies believe their sustainability communication to general consumers in 2023 is highly effective.

Truly proactive corporations are not only redesigning their products to make them more sustainable, but they are also engaging consumers through transparent communication. By demonstrating the environmental benefits of sustainable choices, companies can empower consumers worldwide to make informed decisions that reduce their carbon footprint.

The reality is that Gen Z expects the companies they join to have such programmes in place and companies should be prepared to get ahead of the curve if they want to attract the best talent.

5. Work with local and national governments to promote sustainability education and environmental action

Policymakers can improve sustainability education through better communication of existing sustainability programmes, the creation of new initiatives and by better aligning priorities and actions. 

UNESCO’s Education for Sustainable Development (ESD) for 2030 programme does great work to this effect. It is also encouraging to see the EU include skills development as a key pillar of its Green Deal Industrial Plan, with proposals for Net-Zero Industry Academies that will help roll out up-skilling and re-skilling programmes in strategic industries. Programmes like these not only prepare the workforce for sustainable careers, they also reinforce the importance of sustainability in education and professional development.

To conclude, it is the shared responsibility of corporations, governments, NGOs, and educators to empower younger generations with the knowledge and tools necessary to build a sustainable future, ensuring that they inherit a planet capable of sustaining life as we know it. 

By expanding learning opportunities, equipping educators, engaging with local communities, providing information for informed consumer choices and collaborating with governments, we can work together to pave the way for a brighter and more sustainable future for all.

To see the original post, follow this link: https://www.weforum.org/agenda/2023/10/why-corporations-governments-ngos-and-educators-must-all-help-deliver-sustainability-education/


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Categories : Climate Change, corporate social responsibility, DEI, ESG, reputation management, responsible brands, sustainable branding

Following The Data: Why Companies Should Prioritize ESG And Tips For Success

5 10 2023

Image: Getty

By Carolyn Berkowitz, Forbes Councils Member via Forbes • Reposted: October 5, 2023

In recent months, efforts to stop the enactment of environmental, social and governance initiatives and reporting by promoting false narratives have reached a fevered pitch. As a rule, executive business decisions should be driven by data and facts. And the data shows that ESG policies and practices are not only good for society but also good for business.

1. ESG practices result in bottom-line advantages.

Key data points supporting this conclusion include:

• Three-fourths of Americans believe companies need to positively impact society, the 2021 Porter Novelli Purpose Premium Index reported.

• Large U.S. corporations that best meet stakeholder needs “had a 4.5% higher profit margin, 2.3% higher return on equity and paid five times more in dividends,” according to research by JUST Capital and CNBC.

A KPMG survey found that 70% of U.S. CEOs said their ESG programs improved their companies’ financial performance.

2. Purpose helps companies win the ‘talent war.’

Long-term business success depends on attracting and retaining top talent. Even as the talent market fluctuates, there is growing evidence that the best employees join companies that are purpose-driven and remain loyal when their values align with the organization and they are contributing to the corporate purpose. The data cited below shows the correlation between purpose-driven initiatives and employee engagement, satisfaction and motivation.

• About 70% of potential employees are more likely to apply for and accept an offer from a socially responsible organization, according to a 2021 IBM survey.

• More than 40% of employees are “reconsidering their current job because their company is not doing enough to address social justice issues externally,” research by Porter Novelli found.

• A report by Citi (download required) said millennials are willing to forgo around 14.4% of their compensation to work at companies that are socially responsible.

3. ESG can help organizations mitigate risk.

Risk mitigation is a key component of corporate compliance requirements, performance measures and, ultimately, valuation. The impact of climate change is of growing concern for business continuity, and adhering to ESG reporting mandates in the European Union is required to compete globally.

• In 2020, a special report by Edelman said 92% of U.S. investors agree “a company with strong ESG performance deserves a premium valuation to its share price.”

• Volatility is higher for those with a poor ESG score when compared to those with high ESG scores.

• The European Union adopted a corporate sustainability reporting directive in 2022, with full compliance from global companies required by 2024.

4. ESG-focused brands build positive corporate reputations.

Building a positive reputation with key stakeholders is essential for a company’s growth. It enhances trust, customer loyalty and brand preference, which, in turn, leads to increased sales and profitability. A strong reputation also helps companies withstand crises and earn the trust of communities.

• A low ESG score can result in only a 10% willingness to buy, but a high ESG score can result in a 67% willingness to buy, according to a report by RepTrak (registration required), which analyzed data from its corporate reputation database.

• Research commissioned by Dotdash Meredith and Omnicom Media Group analyzed “the future majority,” a group defined in the study as “Black, Latina, AAPI women and LGBTQIA individuals 40 and under.” Nearly 90% of respondents said they will prioritize taking the time to “research brands, including their values and how they support the communities I care about.”

• Nearly 65% of consumers expect companies to talk about their behavior and impact on the world, research by FleishmanHillard found.

Getting Started With ESG

Despite the data-driven business case for ESG and CSR and its increasing importance to stakeholders, corporate executives are not sufficiently resourcing this function. Recent data from the 4th Annual CSR Insights Survey by the Association of Corporate Citizenship Professionals, where I’m CEO, offers insight. The data, from CSR and ESG professionals at nearly 149 leading companies, showed real-world consequences of constricting ESG resources in the current business environment: 86% of respondents said their responsibilities had increased over the past year, which led to longer hours for 61% of those surveyed, burnout for 50% and mental health concerns for 19%.

Amid a turbulent backdrop, businesses must keep sight of the inherent value of ESG and resource it appropriately. To get started:

1. Determine your CSR and ESG strategy.

One key step toward developing an effective strategy is to conduct a materiality assessment, or, for those who have already done so, revisit it with fresh eyes. These assessments identify and prioritize social and environmental issues critical to a company’s success and are aligned with stakeholder input. While traditionally associated with larger corporations, organizations of all sizes should routinely evaluate areas impacting their business significantly. Although not mandatory, a materiality assessment serves as a road map for prioritizing CSR and ESG initiatives.

2. Communicate in the language of your business.

In today’s landscape, it’s important to communicate about these efforts in ways that align with the company’s core language and values. Focus messages on the business’s unique expertise on the issue and the concrete positive impacts of the effort, e.g., how and why a communications company is providing broadband access in underserved communities and the impact of the results on education and economic opportunity.

3. Resource the strategy and programs for results.

Starving CSR and ESG efforts of the resources required to achieve intended outcomes is an invitation for risk. If initiatives aren’t adequately staffed or funded, the outcome leads to the potential for community criticism, employee ill will and political fodder to those who are intent on dismantling ESG. CSR and ESG are inexpensive functions. When resources are cut, impact diminishes because reporting and compliance take priority over strategy and effective execution.

To secure a more prosperous future for both business and society, businesses can use the data available to them and resource the functions within their organizations that are steering the strategies that center around sustainability and corporate responsibility.

Carolyn Berkowitz is President and CEO of the Association of Corporate Citizenship Professionals. To see the original post, follow this link: https://www.forbes.com/sites/forbesbusinesscouncil/2023/10/04/following-the-data-why-companies-should-prioritize-esg-and-tips-for-success/?sh=26cd5b886df5


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Why Committing To Sustainability Is Critical For Today’s Businesses

4 10 2023

Photo: Getty Images

By Gajen Kandiah, Brand Contributor, Hitachi Vantara Perspectives via Forbes.com • Reposted: October 4, 2023

When we think of sustainability, of doing what we can in business and society to preserve and protect the environment, it’s easy to want to think of quick fixes; things we can do right now to solve the problem. We think in terms of products that we can buy to help, and products to avoid; processes to implement, and those to abandon. We want to solve the problem and move on to something else.

But sustainability is not a trend. It will not fade away or be replaced by a new trend. As such, our collective responsibility cannot fade. Operating sustainably is the new way of doing business. We must operate thoughtfully with an eye on how our decisions may impact those that come after us, down the road and into the future.

The concept is not new. I’ve always been fond of the adage, the world is not given by his fathers, but borrowed from his children.

As I wrote last November, despite the well-intentioned efforts of governments and international bodies, like the United Nations’ Climate Change Conference, industry need not wait for regulation to act on emissions, energy, and waste. We can, and many organizations have, act now to reduce and eliminate our carbon emissions, to increase our use of renewables, and to insist that our supply chains are aligned with our missions.

For our part at Hitachi, we are aggressively implementing initiatives to improve our environmental footprint, from our energy usage and emissions, all the way to the products and solutions we develop that are more eco-friendly than previous iterations. We are also expanding this work to involve our extensive partner ecosystem to ensure that everyone with whom we work is on the same sustainability page as we are. Our corporate goals are well documented, to be carbon neutral as a global company by 2030, and to be carbon neutral across our entire value chain by 2050. And while there is tremendous work being done, there’s much more to come.

Like many, I was heartened by the recent Global Electricity Report 2023 from the global energy think tank, Ember, that reported electricity generation was its “cleanest ever” in 2022, falling to a record low of 436 gCO2/kWh, due to dramatic growth in wind and solar generation around the globe. In fact, the report noted that more than 60 countries “now generate more than 10% of their electricity from wind and solar.”

The Future is Not Ours

As we spend Earth Day speaking of policies, programs, and targets to be more environmentally responsible, I encourage you to think of the potential value of all your programs on the future. When we ingrain sustainability into everything we do, with a view of the impact of our decisions on the next generation, it sets in motion actions for the next generation to replicate; momentum is generated and perpetuated, ad infinitum.

A little more than 100 years ago, Theodore Roosevelt said, “I recognize the right and duty of this generation to develop and use the natural resources of our land; but I do not recognize the right to waste them, or to rob, by wasteful use, the generations that come after us.”

The future is not ours, but it is our responsibility. And unless you haven’t been paying attention, our children, the next generation, are in many ways taking a more proactive leadership role in this area than we are. They are demanding action, and it is time for us to step up and meet the challenge.

Let us demonstrate to them, through decisive action, that we are listening and that we are committed to creating a better world for them. It is time to set aside short-term thinking and embrace a long-term approach that considers the implications of our actions on future generations.

Indeed, let us be inspired by the leadership of our children and work together to create a greener future. By doing so, we can ensure that we leave behind a legacy we can be proud of – a world that is healthy and sustainable.

For more on Hitachi Vantara’s eco-first approach to data centers, view here.

To see the original post, follow this link: https://www.forbes.com/sites/hitachi-vantara-perspectives/2023/10/03/why-committing-to-sustainability-is-critical-for-todays-businesses/?sh=e14e58f1d6e8


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Categories : Climate Change, corporate social responsibility, DEI, ESG, green marketing, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

New Sustainability Expert Travel Certification For Travel Agents Launches

3 10 2023

By Kate Harden-England from travolution • Reposted: October 3, 2023

New free e-learning platform empowers the future of a responsible tourism industry

The ‘Sustainability Expert’ initiative was launched during the ANTOR Media Awards Gala Dinner in London.

The new free-to-use e-Learning platform provides a “convenient and easily accessible” resource for responsible tourism education and training worldwide.

It serves as a singular hub for the global travel industry, highlighting organisations, destinations and travel brands committed to environmental stewardship, cultural responsibility, and eco-conscious practices.

The hub, curated by Equator Global, enables individuals to attain the Sustainability Expert certification by successfully completing a minimum of four courses from the 28 free courses featured. 

It is endorsed by leading travel and tourism players and underscores the collective responsibility of the worldwide travel industry in working together towards shared goals, in building a sustainable future.

Courses cover a wide spectrum of topics, including Costa Rica’s Pura Vida eco-tourism pledge, Switzerland’s Swisstainable programme and Finland’s Sustainable Travel objectives. 

Participants will also be able to delve into Alaska’s conservation endeavours and explore the preservation investments made by AlUla, Thailand and Egypt to protect their timeless cultural treasures, among other topics.

Ian Dockreay, CEO of Equator Global and Travel Uni, said: “For the first time, travel and tourism professionals worldwide can gain recognition as advocates for this crucial initiative for free. 

“By just investing their time in learning about the eco efforts of destinations and travel-related companies, they will be better equipped to advise and guide consumers in their holiday choices. 

“With travellers increasingly prioritising sustainability in their travel decisions, it is imperative that those arranging their trips can provide informed and confident guidance.”

To see the original post, follow this link: https://www.travolution.com/news/new-sustainability-expert-travel-certification-for-travel-agents-launches/


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How to Market to the Increasingly Socially Conscious Customer

30 09 2023

Graphic: U.S. Chamber of Commerce

By Gino Sesto from Entrepreneur.com • Reposted: September 30, 2023

Key Takeaways 
  • Socially conscious shopping is more than a trend; it’s a movement shaping the current consumer landscape.
  • Brands have unique opportunities to highlight their commitment to social responsibility. 

In today’s dynamic retail environment, there’s a significant shift occurring in the way brands approach their customers. Historically, many industries prioritized competitive prices and discounts. However, the modern consumer is evolving, and the marketing world must follow suit. Brands are now transitioning away from emphasizing price to highlighting values, beliefs and overarching ethos. This shift from cost awareness to conscious consumerism redefines the marketing approach across sectors.

The emergence of the socially conscious consumer

Socially conscious shopping is more than a trend; it’s a movement shaping the consumer landscape. Customers increasingly make purchasing decisions based on the broader impact of their choices, whether environmental sustainability, ethical manufacturing or social justice.

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Recent surveys like the Harris Poll show these changes in consumer spending habits happening in multiple industries. However, while price remains a dominant factor for many consumers, it’s not the sole consideration anymore. Although numerous shoppers still prioritize cost, a growing group is willing to pay a premium for products aligned with their values.

Take fashion as an example. Data reveals that while 22% of shoppers now consider where apparel is manufactured, 17% evaluate brands based on their sustainability initiatives. Fifteen percent examine a brand’s attitude to social issues, and 13% consider its employment practices. While these figures might appear modest, they indicate a growing inclination toward value-driven, socially conscious shopping. As modern shoppers progressively align spending habits with their values, brands that adapt to this approach will reap the benefits of a loyal and expanding customer base.

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Related: 10 Ways to Make Your Business More Socially Conscious

Crafting marketing strategies for diverse audiences

Successful brands are those that understand their audience’s nuances. It’s crucial to segment the audience not just by age or gender but by values, beliefs and priorities. For older generations, emphasizing cost-effectiveness and quality remains key. While baby boomers focus on price and quality, younger generations like GenZ-ers and Millennials are more inclined to consider a brand’s values and beliefs. For this generation, the key lies in the tangibles. Brands must emphasize cost-effectiveness without compromising on quality. Promotions, discounts, and loyalty programs are effective marketing tools, while Gladly’s 2022 Customer Expectations Report indicates the importance of the entire shopping experience. Convenience also makes a difference through easy returns, a seamless online shopping experience, or efficient customer service. Boomers are looking for value, but they also want ease and simplicity.

This doesn’t mean cost isn’t essential for younger consumers, but they’re more likely to pay more for products and services that align with their values. Younger audiences and people of color are even more likely to align shopping habits with their values. For these audiences, shopping isn’t just a transaction; it’s a statement. Quality, style and, most importantly, a brand’s position on social and environmental issues have all become equally significant. Brands must integrate values into the shopping experience by showcasing their efforts transparently. Clear stances on social issues and ethical employment practices are effective strategies. Collaborations with influencers who support their values, limited edition “cause” collections, or even a percentage of sales going to a social cause can also be successful

Harnessing digital channels for socially conscious marketing

In the current digital age, brands have unique opportunities to highlight their commitment to social responsibility. Digital marketing platforms allow companies to convey their values, initiatives, and beliefs transparently. Research from The Roundup shows consumers are becoming increasingly environmentally conscious, with many actively seeking out sustainable products.

This shift is supported by a 2021 study that showed 45% of consumers are willing to pay a premium for sustainable products. Additionally, 52% of the respondents emphasized the importance of purchasing from companies whose values align with theirs, marking a significant increase from 43% in 2019. Recent findings from the ninth annual Conscious Consumer Spending Index also showed a 25% surge in socially responsible spending in 2021 compared to the prior year. This data underscores the shift in consumer behavior, where decisions are influenced not just by product quality or cost but also by a brand’s ethical and societal values.

Digital platforms, especially social media, have become the epicenter for brands to showcase their alignment with social causes, sustainable manufacturing processes, and ethical sourcing. By integrating these values into their marketing strategies, brands can foster deeper connections with their audience, building a trustworthy and value-driven image. As consumer preferences continue to evolve, the significance of socially conscious marketing in nurturing brand loyalty and fostering trust becomes even more evident.

Staying nimble in a dynamic landscape

Change is the only constant in the retail world. Brands must remain adaptable as consumer preferences evolve, influenced by global events, cultural shifts, and generational differences. Success lies in understanding and catering to the modern, socially conscious consumer. Companies must balance offering cost-effective solutions and championing values, ethical practices, and social responsibility. As brands navigate this new terrain, those who genuinely connect with their audience’s values will be the ones to thrive.

To see the original post, follow this link: https://www.entrepreneur.com/growing-a-business/how-to-market-to-the-increasingly-socially-conscious/459456


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California’s Climate Risk Disclosure Rules Are the Talk of Climate Week

27 09 2023

California Gov. Gavin Newsom joins New York Times correspondent David Gelles on stage at Climate Week, where he announced he would sign a pair of recently passed bills that mandate climate disclosure from large companies operating in the state. (Image: The Climate Group/Flickr)

By Mary Mazzoni from Triple Pundit • Reposted: September 27, 2023

World leaders, business executives and activists are back in New York City for Climate Week and the United Nations General Assembly — and everybody’s talking about California. 

In case you missed it: Last week California legislators approved a pair of bills that require all large public and private companies operating in the state to disclose their greenhouse gas emissions to investors and the public. Business leaders organized by the sustainability nonprofit Ceres came out in support of the bill before it passed. They say their progress in tracking and disclosing the full scope of their emissions proves it’s possible for other companies to do the same. 

As lawmakers and business coalitions enjoy a victory lap at Climate Week, we’re taking a closer look at the landmark legislation and the ripple effects it could send well outside the Golden State. 

Why corporate climate disclosure matters

“There was a billion-dollar weather and climate disaster event every four months in our country in the 1980s. By 2010, there was one every three weeks,” Mindy Lubber, CEO and president of Ceres, said at a press conference on Tuesday. “This year, we’ve experienced more than a billion-dollar event every two weeks.” 

Indeed, extreme weather cost the United States nearly $40 billion in the first eight months of 2023 alone. But the impacts these disasters and other climate disruptions have on corporate bottom lines is less understood, because many companies don’t calculate it. “People are operating in the dark,” Lubber said. “I can tell you of the 700 investors we work with, they want to understand: What are the risks from climate [change], and what are the opportunities? They cannot make a decision about building a portfolio without adequate information.” 

In 2022 surveys, 70 percent of U.S. investors said they would support mandatory climate disclosure in the U.S. 

What the California climate disclosure rules require

The two recently passed bills — Senate Bill 253 (SB 253) and Senate Bill 261 (SB 261) — are on Gov. Gavin Newsom’s desk, and he confirmed this week that he will sign them. The bills require the California Air Resources Board to develop rules that mandate public and private companies with annual revenues exceeding $1 billion to disclose their greenhouse gas emissions. 

Crucially, the rules will cover emissions created upstream and downstream in a company’s value chain (known as Scope 3). Though Scope 3 comprises around 70 percent of corporate emissionson average, it’s left out by many companies that currently disclose. 

The rules will apply to around 5,500 companies doing business in California, lawmakers said. Companies will be required to disclose emissions from their direct operations (known as Scope 1) and those from the electricity they purchase (known as Scope 2) by 2026. Mandatory Scope 3 disclosure will come into force a year later, with financial penalties waived for three years as a transition period.

“SB 253 does not dictate how they should reduce their carbon emissions. But by making clear that within a couple of years these emissions are going to become public, the corporations have a huge incentive to innovate to reduce those emissions,” said California state Sen. Scott Wiener, who represents San Francisco and parts of San Mateo County. “We’re going to see in a few years who’s walking the walk and who’s just talking the talk. And I hope that after a few years before the implementation, the companies that are walking the walk are going to be a much higher number than they are today.”

attendees at climate week 2023 clap as california governor gavin newsom says he will sign bills that mandate climate disclosure
Attendees are all smiles during California Gov. Gavin Newsom’s remarks at Climate Week. (Image: The Climate Group/Flickr)
Insiders predict a race to the top that goes way beyond California

Lawmakers say Californians will benefit directly from the new climate disclosure rules. “As a member who currently represents environmental justice communities who live near the harbor — who are seeing the emissions and feeling them every single day, the impacts of bad air quality, as well as the severe, tangible impacts of climate change — this will deeply, deeply benefit my constituents and constituents across the state of California,” said state Sen. Lena Gonzalez, who represents Long Beach and Southeast Los Angeles. 

But given California is the fourth largest economy in the world, the implications could stretch far beyond its own borders. “As disclosure becomes real, some companies are going to step up, clean up and really lead, and other companies are going to be forced to do the same,” said Mary Creasman, CEO of California Environmental Voters, which lobbies in support of climate and environmental legislation in the state. “There’s going to be pressure out there like we’ve never seen to change business-as-usual.” 

The fact that thousands of multinational companies will be compelled to disclose their emissions may also make it easier for other markets to pass similar legislation. “SB 253 marks a major advancement in detailed emissions disclosure, potentially revolutionizing corporate responsibility in combating climate change for the world, not merely California,” said Kentaro Kawamori, CEO of the carbon accounting firm Persefoni. “As the global community confronts the pressing need for climate action, California’s leadership might inspire comparable efforts in other states and countries.”

Markets including the U.K., Japan and the European Union already moved to mandate climate disclosure within the past two years. While it’s too early to say whether those rules amounted to this type of sea change, early evidence indicates it is a likely outcome. “We don’t have a lot of data yet as to how it has changed things,” Lubber told us. “But we do know when a company … makes a declaration and commitment to doing it — and that’s public and you’re showing how you’re going to do it and you’re accountable — it drives behavior change. And it probably does that as well as anything else I can think of.” 

What about the SEC? 

Last year the U.S. Securities and Exchange Commission (SEC) issued draft language for mandatory climate disclosure rules that would apply to all large publicly-traded companies operating in the country. The release date for the final rule has been pushed back several times and is now expected toward the end of this year. It’s also still up in the air as to whether the final SEC rule will include mandatory reporting of Scope 3 emissions. 

But if and when the SEC does mandate climate disclosure, companies will be well positioned to translate the work they’re doing in California to comply with the federal rules. 

“For us as an industry association, it’s very important to have harmonization among reporting requirements,” said Chelsea Murtha, director of sustainability for the American Apparel and Footwear Association, which represents more than 1,000 brands and came out in support of the legislation. “We worked with Sen. Wiener and Ceres to get language in the bill that made sure that if you were reporting to the SEC and that was a substantially similar disclosure, it would work in California. We were really glad to see pieces like that come together and make this a process that was really designed to help businesses succeed.”

The bottom line: Climate disclosure won’t fix it, but it’s a major step forward

Disclosure won’t solve our climate problems, but in the spirit of sunlight as a proverbial disinfectant, transparency is a crucial piece of the puzzle. “There’s no doubt that it’s only a first step,” Lubber told us. “Once companies analyze their risk and measure it, they can then manage it. It’s very hard to come up with a climate plan to act without knowing what the problem is.”

Ceres provides toolkits and direct consultation to help companies translate the data from their disclosures into time-bound climate transition plans, and it will continue to do so as California’s rules come into force, Lubber said. 

“The public, investors and regulators want to know what is the risk to a company, and that’s why they have been calling for climate risk disclosure,” she told us. “Good information is just that — not the panacea, but it provides the base to make smart decisions about managing carbon emissions.”

To see the original post, follow this link: https://www.triplepundit.com/story/2023/california-climate-disclosure-rules/783851


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The Arrival of Mandatory Corporate Sustainability Reporting

27 09 2023

By Steve Cohen from the Columbia Climate School • Reposted: September 27, 2023

To paraphrase the management icon Peter Drucker, you can’t manage something unless you measure it. Without measurement, you can’t tell if management’s actions are making things better or worse. The importance and seriousness of sustainability management requires the development of generally accepted sustainability metrics. Just as financial accounting requires agreement on terms and reporting requirements to facilitate independent auditing, sustainability requires the same level of precision. Publicly traded and owned corporations are under pressure from investors to report environmental risks, and more and more companies are disclosing environmental and social governance (ESG) measures.

A recent Wall Street Journal survey of corporate sustainability officers indicates that while more companies are disclosing sustainability metrics, there is confusion about the measures and a demand for uniform reporting requirements. According to Journal reporter David Breg:

“Public companies in the U.S. are increasingly disclosing sustainability information, but many say they find it a challenge to report fundamental climate data that many regulators around the globe likely will require under incoming mandatory reporting standards. Nearly two-thirds of respondents said their company was disclosing environmental, social and governance information, up from 56% in the prior year, according to the annual survey of sustainability officials that WSJ Pro conducted this spring.”

The reporting challenge is due to imprecise measures and a lack of experience collecting and reporting these data. That challenge will be met by sustainability professionals trained in measuring greenhouse gasses and conducting life cycle analyses. In Columbia’s MS in Sustainability Management program, we offer courses in each of those areas, and before long, hundreds of our graduates will be helping corporations meet their reporting requirements.

The U.S. Securities and Exchange Commission has been revising its proposed sustainability reporting requirements in response to a deluge of comments and has delayed issuing those requirements, once expected last spring. The political calendar of a national election next year creates extreme pressure to issue those standards this fall, and currently, they are expected in October. There will certainly be legal challenges to whatever rule is issued, but to the extent that the rules connect environmental risk to financial risk, they are well within the SEC’s enabling legislation. Additionally, the SEC is not the only body working on uniform sustainability metrics. Again, according to Breg:

“Regulators around the globe are finalizing rules that would require companies to publish standardized information after years of patchy voluntary ESG reporting based on a host of frameworks. California’s governor has said he would soon sign that state’s requirements into law. The U.S. Securities and Exchange Commission’s rules are expected later this year. European regulations are already in place and many other countries are also working on standards. The International Sustainability Standards Board hopes its climate framework, completed this past summer, becomes the global baseline.”

Assuming the SEC rules survive the ideological onslaught they will face, it is likely, just as with financial accounting, that an American rule would be highly influential and, over time, would become a global standard. If the extreme element of America’s right wing dominates the debate over disclosure and overturns the rules in the conservative Supreme Court, U.S. corporations operating globally would be subject to foreign or global reporting requirements that they would have little hope of influencing. The realpolitik of sustainability reporting requirements may convince American corporations to focus their attention on influencing rather than overturning reporting requirements. The ideological and dysfunctional side of American national politics will certainly result in court challenges to the SEC rule, but the seriousness of the effort and its impact is unknowable.

The initial SEC rule is more limited than many of the other frameworks under development and focuses narrowly on carbon disclosure. My guess is that carbon emissions from a company’s supply chain will be omitted or optional in the final disclosure rule. My view is that this initial rule is a foot in the door and, like financial accounting, will evolve over time.

A growing number of publicly traded companies and even many privately owned companies are disclosing sustainability metrics. The ideologues labeling this as “woke” management fail to understand the degree to which these measures are indicators of effective and sophisticated management. ESG measures do not drive out financial indicators, they are, in fact, correlated with financial success. The principal concerns of a private firm do not change under sustainability management. They remain profit, market share, and return on equity. But modern organizations recognize that they are operating on a more crowded, interconnected, and warming planet. These facts of organizational environments require that they manage their environmental, social, and community impacts as a part of routine organizational life.

In addition, modern organizations compete for talent, and that means that workers have influence over management behavior. Young employees care about a company’s ESG performance. The post-pandemic push for hybrid work arrangements is ample evidence that top-down management is no longer possible, and organizations must respond to employee preferences.

Corporations operate in a regulated environment. That is why they have in-house counsel and engage outside law firms on a regular basis. When employees are fired or laid-off it is not unusual for them to sue their ex-employer. An American corporation operating nationally must understand state law and even local ordinances to successfully function. Companies operating globally must understand the rules of other nations. Over 10,000 non-European companies are subject to the European Union’s new ESG reporting requirements. About a third—or over 3,000—are U.S. corporations. This regulatory environment is normal and expected and fully integrated into decision-making in modern corporations. The free market is a relative and not absolute concept. There has never been and will never be a totally free market since that is akin to anarchy. An indicator of a successful company is its ability to navigate its regulatory environment while achieving its financial goals. The widespread and growing voluntary disclosure of sustainability metrics is happening in anticipation of government regulation but also in response to investor, customer, and employee demands.

But the problem with voluntary disclosure is that the measures they use do not enable investors to compare one company’s environmental risk to another, and the disclosures are not audited. Even worse, some of the NGOs that help companies measure and report sustainability are paid by the companies they report on, so these ESG reports might be fiction, and we’d never know. Uniform disclosure metrics are urgently needed. Only the SEC, with its gatekeeper function to the public capital marketplace, has the power to develop and impose standard reporting and audit requirements.

The move to decarbonize our economy will continue to be quietly and, at times, visibly opposed by fossil fuel interests. But they are increasingly unable to counter the facts of our warming planet. They will persist and, as Mike Bloomberg’s recent initiative recognizes, will shift their emphasis from burning fossil fuels for energy to utilizing them for plastics and other petrochemicals. Bloomberg is spending $85 million to block chemical plant siting as part of his effort to reduce global warming. If petrochemical plants were required to measure and report on their air pollutants, they might well be motivated to learn how to reduce those emissions while producing what they are selling. It’s easy to see why they might oppose reporting requirements, but if the alternative is to fight siting wars with local community groups, it might be in their financial interest to measure, report, and reduce emissions.

Sustainability metrics and indeed sustainability management have finally arrived. For those of us who have been working for well over a decade to develop these practices and this profession, this is welcome but not a surprise. The climate crisis modeled and predicted in the final decade of the twentieth century is now with us. The biodiversity loss feared has also arrived. I continue to believe that we can develop a productive and growing economy without destroying our home planet. It takes brainpower, ingenuity, and technology, but most of all, our attention and concern. Carbon disclosure is a critical step in carbon management. Standardized sustainability metrics are a crucial step in realizing the vision of sustainability management.

To see the original post, follow this link: https://news.climate.columbia.edu/2023/09/25/the-arrival-of-mandatory-corporate-sustainability-reporting/


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Luxury To Responsibility: Hospitality’s Journey Towards Sustainability

25 09 2023

Graphic: Cambro

Balancing luxury with the imperative of sustainability presents an ongoing dilemma. The challenge lies in finding a harmonious path that doesn’t compromise customer satisfaction. Achieving this delicate balance requires a multifaceted approach. By Manthati Sai Kiran from Business World • Reposted: September 25, 2023

The hospitality industry is known for its exceptional services. Luxury and facilities. The sector is now not only known for creating exceptional experiences for its guests but also for driving positive change. This sector presents unique opportunities and challenges.

Similar to many other industries, the hospitality sector is committed to advancing sustainable practices. But it has faced considerable adversities, particularly due to the impacts of the COVID-19 pandemic. As it looks ahead, sustainability cost stands as one of the challenges.

In mathematical terms, the hospitality industry contributes approximately 11 per cent of global carbon emissions and it is expected to grow by 85 per cent over the next few years. The growth comes at a cost and it involves a high environmental impact, including increased water usage and the generation of disposable and non-disposable waste. Implication – more emission of carbon footprint.

Balancing luxury with the imperative of sustainability presents an ongoing dilemma. The challenge lies in finding a harmonious path that doesn’t compromise customer satisfaction. Achieving this delicate balance requires a multifaceted approach.

In a recent panel discussion, industry leaders shared their strategies and best practices for addressing various issues, minimising food waste, sustainability initiatives, and inclusive and active engagement with local communities. These collaborative efforts demonstrate the industry’s commitment to making a positive impact while navigating the complexities of luxury and sustainability.

Gaurav Sinha, Hotel Manager, JW Marriot said “Sustainability is not just a path we aspire to explore as an industry, but a responsibility we embrace. Our guests, play a pivotal role alongside with us in giving back to society and preserving our precious natural resources. Through dedicated practices and innovative equipment, we aim to make a meaningful contribution. Tonight, as our conversation unfolds, we look forward to discussing these vital steps towards a brighter, more sustainable future”.

HC Vinayaka, VP Technical, EHS & Sustainability, ITC Hotels, shared strategies for minimizing food waste, from removing dustbins in cafeterias to implementing programs where food is measured every time it is thrown and target food wastage reduction year-by-year plans. 

He strongly believes, educating management teams, and fostering a shared commitment to sustainability are the cornerstones to tackling food waste.

Manish Garg, General Manager, Hilton and Hilton Garden Inn Bengaluru Embassy Manyata Business Park, shared inclusive practices, that he led in his organisation. He has taken steps to include specially-abled individuals in the workforce, recognizing the importance of diversity and inclusivity. However, it’s not just about hiring, it’s about fostering an environment where everyone can thrive. This means equipping ourselves and our teams with the skills and understanding needed to work effectively with differently-abled colleagues. It’s about learning sign language, adapting communication methods, and ensuring safety measures are inclusive.

“In my experience, the biggest challenge lies in ongoing training, where we continuously strive to improve our communication and support for our specially-abled team members. In the hotel industry, there are diverse roles, such as operators, where physically challenged individuals can excel. It’s about creating an environment where they not only have a job but also feel valued and motivated to come to work, just like any other team member”, he added.

To see the original post, follow this link: https://www.businessworld.in/article/Luxury-to-Responsibility-Hospitality-s-Journey-Towards-Sustainability/24-09-2023-492476/


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Greenhushing: Is Silence Hindering Sustainability?

24 09 2023

Unlike greenwashing, a quieter phenomenon raises concerns about transparency and authenticity. By Patricia Costinhas from impakter.com • Reposted: September 24, 2023

In the world of corporate sustainability, it’s not always about what companies proudly proclaim; sometimes, it’s the hushed secrets they keep that reveal their true shades of green. You’ve probably heard of greenwashing before, but now there is a subtler player lurking in the shadows: greenhushing.

While greenwashing wears its false eco-badges loud and proud, greenhushing prefers to stay in the background, quietly concealing its true colors. But make no mistake; silence can speak volumes. It raises questions about companies’ transparency, accountability, and their true sustainability efforts.

What is Greenhushing?

Though not a term that rolls off the tongue as easily as greenwashing, greenhushing has been growing in popularity. In essence, it revolves around companies deliberately opting to keep their environmental and social credentials discreet, almost as if they are hushing their sustainability efforts. Greenhushing involves downplaying or conveniently omitting mention of a company’s environmental initiatives.

Now, you might wonder, isn’t modesty a virtue? Indeed, in the realm of corporate sustainability, there is merit in humility. However, the practice of greenhushing raises a cause for concern when it comes to sustainability communication. Companies that embrace greenhushing may aim to convey that they are committed to sustainability without making a fuss about it. Yet, by choosing to remain vague and ambiguous, they can inadvertently give the impression that their environmental efforts are more substantial than they truly are.

his subtle approach to sustainability communication has its drawbacks, as it can obscure the reality of a company’s emissions and sustainability initiatives. Furthermore, it opens the door to sophisticated greenwashing tactics, which exploit this hushed narrative to create a façade of environmental responsibility.

Measuring Sustainability

Assessing a company’s commitment to sustainability in today’s corporate world can be a tough task. While financial metrics enjoy well-established and standardized criteria, the same cannot be said for sustainability metrics, which are often kept hidden.

Numerous organizations, frameworks, and industry groups within the business landscape have their own sets of reporting guidelines. This diversity of standards results in a fragmented sustainability landscape, making it challenging to compare how businesses fare in terms of sustainability targets and environmental credentials.

Then there’s the commonly designated ESG reporting field, a trio encompassing Environmental, Social, and Governance aspects. This reporting framework seeks to gauge a company’s commitment to sustainability, social well-being, and upholding ethical standards. However, it now finds itself in middle of growing scrutiny and criticism within the corporate world.

ESG Metrics and Growing Criticism

Quantifying social impact and ethical governance is no easy feat, and the absence of robust regulatory oversight has raised concerns about the relevance of ESG reporting. Many companies grapple with how to measure their environmental impact and fulfill their sustainability targets, adding to the complexity of the situation.

Last year, Tesla CEO Elon Musk made headlines by publicly denouncing ESG, going as far as labeling it a “scam.” This declaration came after Tesla’s removal from the S&P 500 ESG Index, a move that prompted Musk to voice his discontent on Twitter. He suggested that the integrity of the index provider had been compromised, pointing out the irony of oil giant Exxon Mobil retaining its top-10 position while his electric car company was removed from the list altogether.

Then there is the case of rampant greenwashing. Without clear-cut or standard sustainability reporting metrics, what we find is a breeding ground for corporations to exaggerate or falsify their initiatives.

The new EU CSRD Directive will make ESG reporting mandatory from January 2025. This means companies should start to collect their data from January 2024. Starting from larger companies and then later SMEs everyone will have to report on their sustainability efforts.

Motivations Behind Greenhushing

To truly grasp why organizations choose the path of greenhushing, we must first understand the driving forces behind it.

Resource Constraints

One significant factor in the greenhushing equation is resource constraints. Imagine a smaller company with limited manpower and budget resources. When they start trumpeting their sustainability achievements, they can quickly find themselves overwhelmed with demands for more data, additional proof, and numerous reports. These resource limitations can swiftly transform the green spotlight into a glaring interrogation lamp. Consequently, some organizations choose to maintain discretion as a shield.

Regulatory Costs

Navigating the labyrinth of regulations can be expensive, particularly for companies seeking to solidify their green credentials. The fear of incurring regulatory fines due to inadvertent missteps acts as a potent deterrent. Therefore, some organizations opt to remain under the radar until they are absolutely certain they can meet all regulatory requirements. Some companies prefer quiet, prolonged testing of their green initiatives before making grand announcements. This approach helps them avoid both the financial and administrative costs associated with compliance.

Shielding from Scrutiny

By selectively revealing their sustainability efforts, organizations can avoid intense scrutiny and accusations of greenwashing. Companies making exaggerated or false green claims not only risk reputational damage but also potential legal consequences. Thus, through greenhushing, firms can remain unnoticed by watchful eyes. An example is the recent accusation against global banking giant HSBC. They faced allegations of greenhushing when they downgraded funds exclusively invested in sustainable assets to those including environmental or social factors, without necessarily targeting a sustainable outcome. While the company claimed compliance with EU regulations, critics viewed it as an attempt to evade investor scrutiny.

Taking a critical stance on these motivations for greenhushing is vital. While resource constraints and regulatory costs are valid concerns, they should not excuse a lack of transparency. In an era where consumers and stakeholders demand responsible investment decisions, underreporting sustainability efforts can backfire. Some may inadvertently damage trust and credibility in their attempt to shield themselves from scrutiny.

The Sustainability Imperative

All things considered, sustainability rests on transparency and accountability. It goes beyond marketing or shielding from criticism. Despite ESG criticism, customers now focus on product carbon footprints, integral to their choices. This awareness drives firms to adjust emissions goals and prioritize strong sustainability credentials in their climate strategies.

Ultimately, the path towards sustainability is far from silent. By wholeheartedly embracing transparency and accountability, organizations can not only avert allegations of greenwashing but also make substantive contributions to the collective mission of combatting climate change and addressing environmental challenges.

To see the orignal post, follow this link: https://impakter.com/greenhushing-is-silence-hindering-sustainability/


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Categories : Climate Change, corporate social responsibility, ESG, green marketing, lack of trust, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Moving Beyond Targets: The Time is Now for Climate Transition Action Plans

22 09 2023

Image credit: Karsten Würth/Unsplash

By Steven Clarke from Triple Pundit • Reposted: September 22, 2023

As the material business risks from climate change become increasingly clear, more than a third of the world’s largest 2,000 companies have set goals to reach net zero emissions by 2050 or sooner. Many companies have gone even further, setting emission reduction targets that are in line with what the latest climate science says are needed to meet the goals of the Paris Accords and limit global warming to 1.5 degrees Celsius. They are also disclosing information about the impacts of their business on carbon dioxide and other greenhouse gas emissions, water quality and scarcity, and nature. 
 
This is tremendous progress and highlights that companies see opportunities to be had in tackling these risks. But awash with targets and goals, investors and other stakeholders still have one core question: What meaningful and measurable actions are companies taking today, and in the near-term, to meet these targets? 
 
Climate transition action plans have emerged as a leading framework for companies to identify, plan, and implement strategies that reduce climate-related risks and maximize opportunities.  These actions should be specific, time-bound and, if possible, quantified to detail the emissions reductions that companies expect to achieve. 
  
While targets and disclosures are both deeply important, too often companies lack a forward-looking strategy that defines how they will work to achieve these targets in the next three to five years — both within and beyond their operations.  
 
In fact, organizations that analyze and track climate action — such as the Science-Based Target initiative, Net Zero Tracker, Transition Pathway Initiative and CDP — have found that an alarming number of companies have yet to develop these plans. For instance, out of nearly 19,000 companies that annually report their climate impacts to CDP, only 13 percent have disclosed a sufficient number of indicators to be considered a credible plan — and only 0.40 percent of companies met all 21 of CDP’s key indicators. 
 
Every company knows that delivering on a goal takes a plan. Just as companies set goals and develop detailed plans for driving sales, investing in new markets or recruiting talent, they also need a detailed climate action transition plan for delivering on their goals for slashing emissions and addressing their exposure to climate risk. 
 
And the pressure on companies to deliver these plans is ramping up. In 2022, Ceres counted just nine investors asking companies they held to publish transition plans via shareholder resolutions. In 2023, that number jumped to 61. 
 
Addressing the Ceres Global climate conference in March 2023, Mary Schapiro, vice chair for global public policy at Bloomberg and vice chair of the Glasgow Financial Alliance for Net Zero, said: “If 2021 was the year of mainstreaming net-zero commitments and 2022 was the year of target-setting and developing the frameworks to operationalize these commitments, we are now calling 2023 the year of transition plans.” 
 
The momentum is building as investors are already implementing transition action plans to mitigate the risks climate poses to their portfolios. To help companies create and implement these plans to achieve their emissions reductions targets, Ceres’ Ambition 2030 initiative and our partners have developed action-oriented guidance and tools. At a high level, we outline four components for every transition plan:  

  1. Actions a company will take to reduce its Scope 1, 2 and 3 emissions, covering its entire supply and value chains, in line with limiting global temperature rise to 1.5 degrees Celsius. 
  2. Actions to identify, manage, and address climate risks and opportunities and incorporate these considerations into core business strategy and governance. 
  3. Actions to advocate for public policies that support and enable the achievement of corporate climate targets and economy-wide emissions reductions.
  4. Actions to consider and support workforces, suppliers, customers, impacted communities and other stakeholders in the transition to a net-zero-emissions economy. 

The time for action is now, and we encourage all companies to follow these guidelines as they develop the plans to make their targets a reality. 

To see the original post, follow this link: https://www.triplepundit.com/story/2023/climate-transition-action-plans/783621


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Diversity and Inclusion Policies Are at Threat – Here’s How To Keep Them on Track

20 09 2023
Image: SAP
By Supriya Jha, Chief Diversity and Inclusion Officer, SAP via World Economic Forum • Reposted: September 20, 2023
  • A debate in the United States around affirmative action has placed doubt on the future of broader diversity and inclusion (D&I) policies in the workplace.
  • The adversity around proactive D&I can provide an opportunity to revisit internal policies and practices to strengthen them.
  • Here are four things organizations can do to ensure D&I goals stay on track.

Diversity and inclusion (D&I) is under fire. In the United States (US), the courts recently ruled that race could no longer be a factor in university admissions, defeating affirmative action policies. There is now a passionate and polarizing debate on whether D&I strategies in the corporate environment lead to equity or bring down meritocracies. 

To make matters worse, the narrative of defunding D&I initiatives in the corporate arena can unnerve companies’ small D&I teams. As we stand in the throws of this debate, it should be clear that D&I has not been a fleeting trend and remains an imperative that shapes the fabric of organizations and society. 

The US trajectory on D&I might seem uncertain but the need for it is clear, including at a global level. Today’s challenges are opportunities to refine and strengthen our strategies so workplaces and communities are genuinely inclusive.

Maintaining the path to an inclusive future

As organizations stand at a crossroads, here are four things that can keep one grounded in the D&I journey:

1. Cultivating a sense of belonging 

D&I is not a checkbox exercise; a common misconception is that it targets only people of colour. The purpose of D&I is to nurture a sense of belonging regardless of individual differences. When individuals feel welcomed, valued and respected, they contribute their best. 

Gone are the days when people can simply be viewed as organizational assets: employees want to be valued as individuals and creators of change. Nothing cultivates belonging more than love and care – that’s evident as we feel genuinely connected to familial units, societies and organizations that care for us.

Nurturing that belonging in the workplace requires genuine and consistent leadership, commitment and vision. When I reflect on the many actions companies took during the pandemic, the most compelling ones contributing to higher retention involved leaders being accessible and present to listen to employees. 

Creating opportunities for leaders to listen to and act on the needs of their diverse employee base is a strategy that works well in many directions. From the CEO to the front-line manager, empathetic listening skills assure employees they are heard and seen.

2. Doing the groundwork for our future

Efforts in the D&I arena are not momentary but also exist for future generations. 

As a mother of two girls, I have a vested interest in driving forward D&I in organizations. I want my daughters to experience a workplace where they can be themselves and their differences and uniqueness are celebrated. They should be provided with opportunities based on their skills and talent. 

More importantly, the workplace should help staff optimize their potential instead of wasting time fitting into cultures made by a homogenous majority. My hope is the pandemic-induced flexible and remote work policies don’t become exceptional but are normalized across industries where feasible. Additionally, providing employees with tools to recognize and address unconscious biases via continuous education and training can help raise collective awareness and foster a more inclusive environment.

Having served in the [diversity and inclusion] space for over 16 years, I’ve learned that [it] is not a one-time action; it requires resilience and constant adaption.”— Supriya Jha, Chief Diversity and Inclusion Officer, SAP SE

3. Unleashing the power of employee resource groups

Employee resource groups are beacons of progress in a company’s journey. hese networks are voluntary, employee-led groups that unite individuals with shared backgrounds, experiences, identities or interests. More importantly, they need to be open to all – so that the “upstanders” – not bystanders – and allies can find a space to learn and grow.

Spaces for shared experiences spark conversations that lead to meaningful change for the community and business. Making employee resource groups part of the business strategy with executive involvement has been tried and tested in most organizations. Enabling these groups to contribute to partner, supplier and community interactions can further help unleash the collective’s power. What makes for great strategy within the workplace can translate to a growing movement in society and the marketplace. 

4. Consistency is key

Having served in the D&I space for over 16 years, I’ve learned that it is not a one-time action; it requires resilience and constant adaption. To bring about lasting change, we must show evidence of incremental progress. But any win is worthwhile, even minor achievements.

It is essential to remember that accumulating these steady, incremental steps leads to success overall. As we navigate the complexities of implementing D&I strategies, let us recognize that it is not about a destination but the journey. 

Inculcating inclusive hiring practices at all levels, fostering environments that champion the engagement of neurodivergent talent and opening doors for underrepresented businesses will all set us on a path to a more equitable future. Setting clear and measurable goals, recalibrating at every step, celebrating the diversity and uniqueness of the workforce and amplifying the achievements loudly are the factors contributing to success.

Ultimately, our quest for belonging is a tapestry woven with threads of diverse experiences, united by a shared purpose. Let us continue weaving this tapestry, creating a world where our differences are not divisions but vibrant threads that enrich the canvas of human existence.

To see the original post, followo this link: https://www.weforum.org/agenda/2023/09/diversity-and-inclusion-policies-are-at-threat-here-s-how-to-keep-them-on-track/


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A Majority of Large U.S. Companies Adopting Ambitious Sustainability Goals

18 09 2023

By Boston Real Estate Times • Reposted: September 18, 2023

A new Veolia North America survey of 245 large U.S. companies shows that more than half will have ambitious goals addressing net zero carbon, zero waste to landfill, zero liquid discharge, and targeted increases in water efficiency, reuse, and waste recycling by 2025, with many firms already setting specific targets.

The survey shows reductions in greenhouse gas emissions are the top sustainability priority for most firms, but it is clear that priorities to address water and waste reductions are catching up.

While the commitments being made by firms are encouraging, the data in the new Veolia survey shows that the majority of companies have yet to identify specifically what the exact steps are to achieve their most ambitious medium- and long-term commitments.

Here are some highlights of the survey, which was conducted over the past year:

  • 60% of firms identified specific projects and initiatives to achieve their short term sustainability goals (less than five years), while 37% had not.
  • 40% of firms reported that reducing operational costs is a very important driver for pursuing sustainability goals.
  • While investments included in the landmark U.S. Inflation Reduction Act have gone far in providing firms with the financial support they need to convert to sustainable practices, it will not be enough to meet all their needs. Based on an analysis by the International Energy Agency and Boston Consulting Group, the overall transition to sustainable energy across U.S. industries will require at least $18 trillion in additional capital by 2030.

“This survey provides many important insights on how firms across America are responding to the growing concern around climate change, and why they are looking to reduce their impact on carbon emissions, waste streams and water use,” said Veolia North America President and CEO Fred Van Heems. “A large number of companies are genuinely committed to achieving sustainability objectives, yet they are not sure how to begin, which is keeping many of them from moving forward. The good news is there are solutions available to get them on track and help them sustain momentum.”

The survey findings point to the need for more urgency in clearing the way for industries to adopt more sustainable practices as soon as possible, according to Charles Iceland, Director of Freshwater Initiatives for the World Resources Institute, an environmental think tank based in the U.S.

“It’s clear from this survey that for large companies that are genuinely committed to operating on a more sustainable basis, more resources and data are needed to help them determine where their greatest needs are so they can take effective action,” Iceland said.

The survey found that a majority of companies are committing to sustainability goals primarily because of reporting requirements, regulatory compliance, cost savings and brand reputation. Of the firms surveyed, roughly one-third said the environmental risks to their operations were not a very important driver.

The survey findings are being announced one year after passage of the U.S. Inflation Reduction Act, which was meant to kickstart the economy with investments in critical infrastructure, with a special focus on initiatives that will help meet sustainability goals for addressing climate change.

The survey found that many respondents are prioritizing sustainability initiatives because of the incentives and opportunities available in the IRA legislation and other factors such as regulatory requirements and investor focus on climate disclosures.

What remains a challenge, the survey showed, is that companies still lack the funding to support the transition and take the concrete steps necessary to achieve their goals. They also are struggling to achieve alignment of internal goals and responsibilities and easy access to data to understand where they are and track progress.

“Before firms can invest in reducing their impact on the environment and become more sustainable, they need information on their current baseline, such as data on their energy emissions, waste and water use,” said Patrick Schultz, President and CEO of VNA’s Sustainable Industries and Buildings division. “This will enable them to choose measures that can be immediately and easily implemented, and ones that may require a strategy to mitigate over time.”

Schultz added, “This kind of analysis is only effective if it is conducted holistically, taking into account each firm’s contributions not only to high-profile factors like greenhouse gas emissions, but also equally important considerations like reducing landfill waste and preserving water resources. This is what Veolia North America means by triple zero – achieving net zero goals for energy, waste and water.”

To see the original post, follow this link: https://bostonrealestatetimes.com/a-majority-of-large-u-s-companies-adopting-ambitious-sustainability-goals/


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Content Creators Hold Back on Promoting Sustainability Amid Greenwashing Fears

18 09 2023

IMAGE: MIZUNO K

Unilever study uncovers barriers influencers face around creating sustainability content. The company is partnering with climate-focused nonprofits and launching a Creator Council to help address these barriers. From Unilever via Sustainable Brands • Reposted: September 18, 2023

A first-of-its-kind study by Unilever has revealed that although 60 percent of social media content creators want to make a positive impact on the environment, the majority (84 percent) are holding back from mentioning sustainability more in their content. While their content has the potential to drive more sustainable behaviors — with 78 percent of consumers claiming in an earlier study that influencers have the biggest impact on their sustainable purchasing and lifestyle habits — content creators fear greenwashing amongst other barriers.

According to the study — which polled the views of 232 content creators across YouTube, TikTok and Instagram in the UK, US, Brazil and the Philippines — almost two-thirds (63 percent) are creating more sustainability content this year compared to last year; and three-quarters (76 percent) want to create even more in the future.

But content creators say they are holding back, with the fear of greenwashing coming out as the top barrier for over a third (38 percent). Other barriers include finding it difficult to transition from the main focus of their content to sustainability; thoughts on what is or isn’t sustainable can change; and not feeling educated enough on the key sustainability issues — all receiving 21 percent. Concerns about being cancelled was cited as a problem by 18 percent of respondents.

While more than half (58 percent) of influencers say they feel confused about sustainability or environmental labels, the study also found that over 9 in 10 (91 percent) would find each of the following types of advice helpful:

  • direct support to ask questions on sustainability briefs;
  • support dealing with audience comments;
  • and access to training about making trustworthy statements about company and product sustainability claims.

To help address this, Unilever — alongside a coalition of partners including sustainability nonprofits and a new Creator Council — today calls on other brands, agencies and technology companies to join forces with them to help content creators authentically and accurately drive more sustainable consumer choices through social media content.

The new coalition of partners includes sustainability experts from Count Us In, United Nations Development Programme, Rare and Futerra Solutions Union; as well as an independent Creator Council — a community of social media content creators across travel, beauty and lifestyle sectors specifically brought together to advise on and shape this initiative.

“We have long known that climate action isn’t only for governments. In fact, the IPCC reports tell us that public action could quickly save 5 percent of ‘demand side’ carbon emissions,” says Count Us In co-founder Eric Levine. “There has never been a more critical moment in history to be part of a coalition that puts creators at the heart of advancing new solutions. Using credible, science-based guidelines and behavior change theory, we have the potential to influence billions of people through the collective reach of the creator economy.”

The coalition will work to co-create an industry-wide digital solution that will bring together social media content creators, nonprofits and brands to accelerate accurate and effective sustainability content built upon science and behavior change theory to encourage more sustainable behaviors. Partners are currently developing a framework and guidelines to ensure the solutions are in line with the latest climate science.

Dr Adanna Steinacker — entrepreneur, public speaker, digital influencer and member of the Creator Council — says: “As a digital content creator, I feel a responsibility to inspire my audience with solutions that are better for our environmental and planetary health. It is crucial that brands and creators unite in this mission, dissecting science-backed information into creative storytelling that resonates with the public and influences change on a global scale. With adequate brand support, we can enhance sustainability content on social media, inform our communities accurately, and collectively contribute to a better environment.”

“We know that sustainability content on social media has the potential to drive more sustainable behaviors; but it needs to be informative and meaningful content,” asserts Rebecca Marmot, Unilever’s Chief Sustainability Officer. “Climate Week NYC 2023 is the perfect opportunity to collaborate with others and empower influencers to communicate on the key issues with credibility.”

Unilever invites brands, nonprofits and social media content creators to join the coalition by contacting Count Us In at contact@countusin.com.

To see the original post, follow this link: https://sustainablebrands.com/read/marketing-and-comms/content-creators-not-promoting-sustainability-greenwashing-fears


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Sustainability Is About Your Workforce, Too

18 09 2023

Javier Zayas Photography/Getty Images

By Josh Bersin from Harvard Business Review • Reposted: September 18, 2023

The EU has long been committed to improving worker well-being, claiming it wants to create more transparent and predictable working conditions for all its 182 million workers. Now, it’s moving ahead with this objective on a number of fronts:

  • Its Transparent and Predictable Working Conditions Directive, which member states were required to enact by August 2022, is geared toward improving employee protections and increasing labor market transparency.
  • Its Work-Life Balance Directive, which came into effect in 2019, aims to set minimum standards for paternity, parental, and career leave as well as flexible work arrangements.
  • Its Corporate Sustainability Reporting Directive (CSRD) mandates that, starting in May 2024, any company with €40 million in net turnover, €20 million in assets, or 250 or more employees that trades in Europe publish detailed information about their efforts to address a range of sustainability challenges.

In recent years, many companies hired a chief sustainability officer and established a set of high-priority programs to reduce carbon emissions and the risk of global climate change. The enactment of these new regulations signals a new era in which it’s time to extend the concept of sustainability to include similarly critical issues with the workforce — an idea I call people sustainability.

People sustainability takes a holistic approach to corporate human capital practices, including diversity and inclusion, well-being, employee safety, and fair pay. It raises these human capital issues to the C-suite and obliges chief human resource officers to work with chief sustainability officers on these programs. It means that your employee well-being efforts are no longer delivered piecemeal, which was ineffective no matter how well-intentioned or resourced they might be.

The EU is essentially saying that all these “HR programs” are much bigger than HR: They now fall into the category of global citizenship mandates, and companies must treat and report them as such.

How to Integrate People Sustainability into Your Company

I’m talking to European and U.S. firms about how they are gearing up for the Corporate Sustainability Reporting Directive and developing people sustainability metrics. Here are examples of how a few companies are approaching this:

  • Heineken has developed standard measurements of human rights, fair pay, and even living conditions for all its contract workers helping it deliver beverage sales around the world.
  • Enterprise software leader SAP has coupled its industry-leading diversity program to new pay equity and sustainability initiatives. For example, the company now openly publishes all pay bands so employees can see where they are and the pay scales for all new jobs posted. In parallel, it provides hiring and workplace support for neurodivergent employees. After undertaking a progressive gender pay equity analysis, it inaugurated a very aggressive program of promotions of women into senior leadership — all long-term “people sustainability” strategies.
  • Financial services firm Liberty Mutual sees people sustainability as a factor in limiting the global risks of its customers, partners, and employees in the face of accelerating climate change. Chief sustainability officer Francis Hyatt, who previously served as executive vice president of enterprise talent practices, oversees the integration of global climate issues in the firm’s risk management approach and promotes sustainability solutions for employees, resellers, and customers. The company promotes thought-through generational and gender equality programs, and Hyatt ensures that every employee understands how their long-term safety and success is part of the company’s overall sustainability strategy. In other words, this new job function unifies all the brand’s existing HR work into the context of sustainability and helping the planet.

What links all three of these major corporations is the way each separately discovered that when you frame human capital investment in the context of sustainability, it assumes even more importance than it did before.

If you see value in this approach, where should you start at your organization? Building on the European Union’s new detailed CSRD reporting requirements, leaders will need to address issues ranging from greenhouse gas emissions to gender pay across their own operations, as well as that of their suppliers and business partners. You should try to ensure sustainability becomes a pillar of operations as early as possible, as the compliance clock is ticking.

The real action is to get your HR team to start working as soon as possible with their ESG colleagues to get people sustainability metrics and strategies into your business goals. To drive this, bring together a team including your heads of HR, DEI, and ESG, as well as representatives from your corporate finance and legal teams, to design your people sustainability program. You’ll ultimately want to see these goals reflected in your annual report and other stakeholder communications, so that these programs are seen as a core part of company strategy.

A recent survey by PwC reveals that many CEOs anticipate climate risk will affect their cost profiles and supply chains in the next year. However, despite these challenges, 60% of the surveyed CEOs do not plan to reduce headcount, and 80% do not plan to decrease compensation, as they recognize the importance of retaining talented employees.

Data like this underlines how people sustainability has become an integral strategy for corporate growth. Investors will soon begin to measure the effectiveness of a company’s well-being initiatives as a key metric of overall performance as much as its P&L.

You don’t have to be directly affected by Europe’s new sustainability laws to see that bringing together previously disconnected efforts such as DEI, purpose, or L&D under the umbrella of “long-term organizational sustainability” makes a lot of sense. You might even see it as meeting the needs of the present without compromising your future: a measure of sustainability that certainly gets my support.

Josh Bersin is founder and CEO of human capital advisory firm The Josh Bersin Company. He is a global research analyst, public speaker, and writer on the topics of corporate human resources, talent management, recruiting, leadership, technology, and the intersection between work and life. To see the original post, follow this link: https://hbr.org/2023/09/sustainability-is-about-your-workforce-too


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Fashion industry’s environmental impact is largely unknown – here’s why

14 09 2023

Photo: BAZA Production/Shutterstock

By Alana James, Assistant Professor in Fashion, Northumbria University, Newcastle via The Conversation • Reposted: September 14, 2023

How do the clothes you buy wear out the natural world? To take stock of the damage you have to account for the materials, water and energy that went into making a garment, and the greenhouse gas emissions, chemical pollutants and other byproducts associated with its disposal. 

For example polyester, a kind of plastic widely used in T-shirts, is made from oil – a fossil fuel. If you throw it out it degrades slowly, and chemicals from its dyes and surface treatments leach into the soil. 

The UK consistently buys more garments than any other European country, spending more than £45 billion (US$56 billion) annually. Fast fashion, an industry trend which involves getting cheap reproductions of catwalk designs out to a mass market as quickly as possible, encourages this buying frenzy. 

Much of fast fashion is known to depend on sweatshop labour and polluting factories. But alongside the demand for ever faster fashion at low prices, there is a growing awareness among consumers that something has to change. 

Some firms have caught on: many brands now report their environmental footprint and have disclosed their intention to shrink it.

But how trustworthy are these assessments? My research uncovers how the fashion industry collates, analyses and assesses environmental impact data. Unfortunately, as a result of inaccurate and unreliable methods, among other issues, the true cost of fast fashion remains largely unknown. 

A worker in a cloth factory assembly line turns to look at the camera.
Fast fashion adds to the strain on garment workers. Frame China/Shutterstock
The hidden price tag

A multitude of metrics, certification schemes and labels mark the environmental consequences of making and selling clothing. Brands have been accused of greenwashing due to the poor quality of information used in some of them.

One common product-labelling tool within the industry was the Higg Materials Sustainability Index. Introduced in 2011, the Higg Index was a rating system used by several large brands and retailers to determine and report the global warming impact and water consumption of different products, among other environmental measures. 

The approach adopted by the index was challenged by the Norwegian Consumer Authority for limiting its assessment to only certain phases of a product’s lifecycle, such as the sourcing of materials. It was criticised for overlooking pollutants such as microfibres, which are released from textiles during manufacture, wear and washing. As a result, the index was suspended in June 2022. 

Since then, further issues have come to light. These include:

  • unreliable data – measures often rely on brands self-reporting without their information being verified by an impartial third party
  • vested interests – many tools and indices are funded, or part funded, by organisations that could benefit from more positive reporting
  • tunnel vision – existing methods tend to focus on only one environmental impact, such as water use or carbon emissions, while the relationship between these factors is overlooked
  • paywalls – many tools require brands to pay into them. This can effectively exclude smaller businesses and limit the tool’s coverage
  • lack of standards – there is no official baseline to determine acceptable thresholds of environmental footprint of any one product.

Without reliable and accurate assessments of a product’s environmental impact, consumers are left in the dark. For example, a common misconception is that cotton, being a natural fibre, is better for the environment than synthetic materials such as acrylic and elastane. 

But cotton requires vast quantities of water to grow, harvest and process. A standard cotton t-shirt, for example, requires 2,500 litres while a pair of jeans consumes 7,600 litres.

One fibre is not necessarily better than the other. Rather, every material and manufacturing process affects the natural world in one form or another. With such misconceptions rife, it’s difficult for consumers to make sound comparisons. That’s why accurate measures are desperately needed. 

An aerial view of a machine picking cotton in a field.
Cotton farms also use insect-killing chemicals to boost yields. StockStudio Aerials/Shutterstock
The true cost of fashion

The complexity of fashion’s global supply chain, which spans thousands of miles from fields to shop floors, makes accurate measurements exceptionally difficult. Capturing an accurate picture of the industry’s environmental footprint will rely on a certain level of transparency across the industry. It will also require multiple sectors – including production, manufacturing and retail – working collectively towards a common goal. 

An acceptable definition for “sustainable”, informed by standards and baselines, could empower consumers to make more informed decisions about their purchases. With Gen-Z labelled the sustainable generation, it is time for fashion to reform.

To see the original post, follow this link: https://theconversation.com/fashion-industrys-environmental-impact-is-largely-unknown-heres-why-212825


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We Asked Americans What They Think About the Term “ESG.” Their Answers Were Eye-Opening

13 09 2023

Image credit: blacksalmon/Adobe Stock

By Carol Cone from Triple Pundit • Reposted: September 13, 2023

The term ESG is fine, according to a recent poll of 1,000 Americans. Despite continued polarization related to the acronym, which stands for environmental, social and governance, the majority of Americans believe it’s the best way to describe a company’s approach to improve business, society and the environment. Before we get to the data, though, it’s important to understand why we asked this question in the first place.

How did we get here?

Over the past year, a rising chorus of conservative U.S. voices have claimed that ESG is “woke capitalism,” or corporate virtue signaling about social and environmental concerns which they see as beyond the bounds of business.

The issue drew President Joe Biden’s first presidential veto in March of this year, defending legislation related to ESG investing and bringing the issue into the national spotlight. ESG is facing such a significant backlash that BlackRock CEO Larry Fink, long one of the financial industry’s staunchest proponents for purpose and ESG, doesn’t even want to use the term — though BlackRock’s policies around society, the environment, and business governance remain unchanged.

It’s also important to establish that whatever you call them, sound ESG practices are not new, and are indeed vital to operating a responsible, ethical, and profitable business. As Fortune sustainability reporter Eamon Barrett observed, “major corporations documenting their environmental, social, and governance policies for investor scrutiny is actually a decades-old process.” At its core, ESG is a means to broaden the lens on what constitutes key drivers of business value, accompanied by efforts to measure and report on what matters for individual company operations via standardized reporting frameworks. 

Americans say ESG is a-okay

We partnered with Purpose Collaborative member Reputation Leaders, a global research and thought leadership consultancy, to ask Americans what term they feel best describes “the approach companies take to improve business, society and the environment.”
ESG and sustainability are tied for the top, at 23 percent each. Corporate social responsibility is second, at 21 percent, followed by purpose (11 percent), corporate citizenship (8 percent), stakeholder capitalism (7 percent) and stewardship (5 percent).

ESG research statistics — public opinion

Across demographic groups, ESG and sustainability are the favored terms among men, while women prefer “corporate social responsibility,” a phrase that connotes a sense of obligation. ESG is also the top choice for younger audiences, particularly those aged 25 to 34, while consumers aged 55 to 64, prefer the term “sustainability.” There are regional differences, as well. People living in the Northeast prefer sustainability, while their Southern and Midwestern counterparts prefer ESG.

Reputation Leaders also analyzed the tone of media coverage related to Americans’ top three terms: ESG, CSR and sustainability. CSR garnered the largest share of positive sentiment at 37 percent, with sustainability in second place at 32 percent and ESG trailing at 20 percent. ESG was the only term to have a significant amount (10 percent) of negative sentiment.

What now?

This study can help support companies in exploring the terms they will use to discuss the impact their business has on society. It is important to develop a clear, shared perspective and take a long-term view.

From the United Nations to the World Economic Forum, global leaders are advocating for businesses to embed a net-positive approach into their operating models to accelerate innovation and impact. Increasingly, employees, customers, supply chain partners, and others are asking about the ESG commitments of the companies they work for or with. Business leaders need to have answers and a strong point of view on which issues are most important to their business, and why. Our best advice? Don’t worry about what you call it — stick to your organization’s long-term, strategic commitments to stakeholders, society and the environment.

When it comes to communications, here are three ways to help depolarize the conversation:

  • Be clear about the goals of ESG. ESG is not about imposing a set of values on business. It provides a framework for companies to assess and optimize their value and impact. 
  • Increase transparency around ESG data and metrics. This will help to ensure that investors and other stakeholders are making informed decisions.
  • Embrace standardized reporting frameworks. This will make it easier to comparecompanies’ ESG performance — think: the Task Force on Climate-Related Financial Disclosures (TCFD), the Global Reporting Initiative (GRI) or the Sustainability Accounting Standards Board (SASB).

Yes, the polarization will continue, especially as the 2024 presidential election nears. As the world continues to endure climate impacts from extreme heat and flooding to record-breaking wildfires, there also will be greater demand for businesses to address environmental challenges.

Scores of studies suggest that ESG — done right — drives sustainable competitive advantage and can accelerate organizational growth over the long-term. An impressive 80 percent of investors believe that companies with strong ESG practices can generate higher returns and make for better long-term investments, according to research from Morgan Stanley.
 
By continuing to show a link between ESG issues and the business, we can help to make the debate around ESG more constructive and less polarizing. This will ultimately benefit businesses, investors and society as a whole.

To see the original post, follow this link: https://www.triplepundit.com/story/2023/americans-think-esg/783186


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Categories : Climate Change, corporate social responsibility, DEI, ESG, responsible brands, sustainable branding

We Can Eat Our Way Out of the Climate Crisis

4 09 2023

Image: UCLA

By Antony Yousefian via Sustainable Brands • Reposted: September 4, 2023

Applied to food supply chains, ambient IoT allows farmers, distributors, grocers, regulators and consumers to know where food came from, how far it traveled, how it was transported and stored, and what condition it’s in — in real time.

The world can’t count on carbon offsets to deliver us from the climate crisis. As helpful as it may be for corporations to offset some of their emissions, the greatest force for good is the everyday citizen. Specifically, it’s the well-informed, carbon-savvy grocery shoppers who buy sustainably grown produce — not just because they know the carbon footprint of bananas, zucchini, or beef; but because it’s also clear which farmers are regenerating the land to support a healthy planet.

How on earth can shoppers know? By tracking everything, everywhere, all the time.

My time in the financial markets drew me to climate tech startups and the importance of impact investing. Indicators from our planet were signaling code red. At the same time, the increased frequency of supply chain disruptions from biodiversity decline and climate change was hitting corporate profitability.

Investment funds focused on environmental, social and governance (ESG) commitments were ballooning; but I struggled to quantify or have visibility into exactly which corporations, or their products, were actually “doing good.” Quantification of the E in ESG was a real problem; and it was a multitrillion-dollar opportunity that made sense on all levels.

Since then, I’ve been involved with various innovative companies committed to tackling the issue head on — from carbon removal in supply chains to restoring biodiversity in soils. The latter led me to agriculture technology (AgTech) and the cutting-edge field of the Ambient Internet of Things(IoT) — a system of ubiquitous Bluetooth tags and cloud-based software that makes anything traceable and intelligent.

One of my first ventures into AgTech was to leverage IoT to measure leaf temperatures, soil conditions and root health — all key to driving sustainable farming decisions. It gave food producers the tools to see or digitize their risks in real-time, make improvements, and share the results with the supply chain. But the cost to acquire the data was high, which hindered scalability.

Ambient IoT changes the whole calculus because it’s based on ultra-low-cost, battery-free, stamp-sized computer sensors that can go anywhere and communicate wirelessly with existing systems or off-the-shelf, standardized network devices. Applied to food supply chains, ambient IoT allows farmers, distributors, grocers and even regulators to know where food came from, how far it traveled, how it was transported and stored, and what condition it’s in — and not only back when the food was harvested, packed or put on a truck; but in real time.

Taken together, ambient IoT data — location, time-in-transit, temperature, humidity and more — provides crucial primary data to calculate the carbon footprint not just of the food companies involved but of every individual product on a supermarket’s shelves. It’s a chief sustainability officer’s dream. Armed with this information, we as citizens can be given a choice to select food products that make the planet healthier — to do our part by eating sustainably.

Carbon visibility and trust

In a recent study by the Boston Consulting Group, 77 percent of consumers said they were concerned about the sustainability of the food they buy; 63 percent said they were trying to shop more sustainably. Their challenge? Acting on their concern.

There are a couple of reasons it’s hard for consumers to shop for sustainable food (or for that matter, sustainable clothes, cosmetics or household supplies). First is that they don’t always know which groceries are, in fact, sustainable. Second is that they’re not sure who they can trust.

In stores, consumers are bombarded by signs and food labels touting “local,” “organic” or “sustainable.” But when it comes to climate impact, such messaging can be confusing, if not misleading. Locally grown vegetables may have been stored in carbon-hungry refrigeration or cultivated in greenhouses that emit more carbon than a slow boat from another continent. And those organic fruits may have been grown with regenerative practices on a different continent and flown (then, driven miles) to the store. Yet each product does, indeed, have an individual carbon footprint that can be traced.

But in the absence of product-level carbon data, consumers look to brands for guidance, seeking those committed to “net zero” or other pledges to protect the climate. These are laudable efforts but susceptible to what the public and regulators have come to identify asgreenwashing — an act of climate fraud best combatted with credible, real-time data.

Not to mention, even responsible companies can only report on their sustainability commitments annually or quarterly — whenever a report is finished. Even monthly reporting falls short of what should be the standard for carbon tracing in the food chain: real-time, product-level carbon visibility. And only the ambient IoT can achieve that.

Real-time carbon data

Consumers have become skeptical, with some justification. Recently, a Dutch environmental foundation — in association with other food groups — reported on the pervasiveness of greenwashing in the food supply chain, which experts say contributes one-third of global emissions.

In response, regulators have taken it upon themselves to require producers of all kinds to prove sustainability claims through data. The best way to do it reliably and consistently is through meaningful, real-time metrics delivered through a credible medium.

Consumers live in a real-time world of social media feeds, fitness trackers and generative AI. Carbon visibility should be the next killer app — not only as it relates to what people eat but what they wear, where they vacation, and more.

Whether on people’s smartphones or via smart, digital shelf signage, supermarkets can use ambient IoT data to deliver carbon visibility the same way they engage shoppers in points clubs, digital coupons, and other social media-style promotions. Yes, gamification can help save the planet when it leads to more sustainable food consumption.

Unlocking the benefits of ambient IoT

Real-time carbon visibility is just part of the ambient IoT equation. Companies that deploy an ambient IoT infrastructure can solve other challenges, some that further support their climate goals and others that align the planet with profitability.

In addition to tracking the carbon footprint of products in their supply chain, companies can use ambient IoT data to capture missed revenues and reduce food waste. Ambient IoT can collect environmental data on elements such as temperature and humidity, even in stores and trucks, which determine freshness and shelf life. And it produces data to comply with new supply chain regulations and ensure food safety. Until now, most compliance checks have been manual, expensive and ad hoc. Ambient IoT automates compliance and cuts costs because now every product effectively shouts its status (i.e., sends data packets) on the way to supermarket shelves.

But ambient IoT is capable of even more. In the long run, to combat climate change, we must use it to restore biodiversity and put carbon back into the ground. The food system can achieve these goals through regenerative agriculture, which improves the health of soil and creates healthy plants and nutrient-rich food. There is already an ecosystem of innovative solutions to help measure the process of regenerative agriculture and accelerate its adoption. Ambient IoT has a role in that measurement.

Ultimately, ambient IoT will help mobilize data about the land and nature’s status. It can determine whether that next meal is traceable to a healthy, sustainable, regenerative source. Already, major initiatives like the EU’s regulation on deforestation-free products and the USgovernment’s Food Safety Modernization Act will require companies to prove they know where food comes from. This is a game-changer because it requires visibility into the flow of goods and materials and the ability to identify who is contributing to regenerating the land.

I’m confident that when citizens are turned onto this level of visibility, we’ll see them over-consume delicious, healthy meals. That’s how we eat our way out of climate change.

To see the original post, follow this link: https://sustainablebrands.com/read/defining-the-next-economy/eat-our-way-out-climate-crisis


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Categories : Climate Change, DEI, ESG, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Looking for a US ‘climate haven’ away from heat and disaster risks? Good luck finding one

25 08 2023

Burlington, Vt., is often named as a ‘climate haven,’ but surrounding areas flooded during extreme storms in July 2023. Education Images/Universal Images Group via Getty Images

By Julie Arbit. Researcher at the Center for Social Solutions, University of Michigan; Brad Bottoms, Data Scientist at the Center for Social Solutions, University of Michigan and Earl Lewis, Director and Founder, Center for Social Solutions, Professor of History, Afroamerican and African Studies, and public policy, University of Michigan via The Conversation • Reposted: August 25, 2023

Southeast Michigan seemed like the perfect “climate haven.” 

“My family has owned my home since the ‘60s. … Even when my dad was a kid and lived there, no floods, no floods, no floods, no floods. Until [2021],” one southeast Michigan resident told us. That June, a storm dumped more than 6 inches of rain on the region, overloading stormwater systems and flooding homes.

That sense of living through unexpected and unprecedented disasters resonates with more Americans each year, we have found in our research into the past, present and future of risk and resilience.

An analysis of federal disaster declarations for weather-related events puts more data behind the fears – the average number of disaster declarations has skyrocketed since 2000 to nearly twicethat of the preceding 20-year period.

A man and woman sit on a park bench with water up to the man's knees. The woman is sitting on the chair back. A car in the street is flooded up to the roof.
A powerful storm system in 2023 flooded communities across Vermont and left large parts of the capital, Montpelier, underwater. John Tully for The Washington Post via Getty Images

As people question how livable the world will be in a warming future, a narrative around climate migration and “climate havens” has emerged.

These “climate havens” are areas touted by researchers, public officials and city planners as natural refuges from extreme climate conditions. Some climate havens are already welcomingpeople escaping the effects of climate change elsewhere. Many have affordable housing and legacy infrastructure from their larger populations before the mid-20th century, when people began to leave as industries disappeared.

But they aren’t disaster-proof – or necessarily ready for the changing climate. 

Six climate havens

Some of the most cited “havens” in research by national organizations and in news media are older cities in the Great Lakes region, upper Midwest and Northeast. They include Ann Arbor, Michigan; Duluth, Minnesota; Minneapolis; Buffalo, New York; Burlington, Vermont; and Madison, Wisconsin.

Yet each of these cities will likely have to contend with some of the greatest temperature increases in the country in the coming years. Warmer air also has a higher capacity to hold water vapor, causing more frequent, intense and longer duration storms.

These cities are already feeling the impacts of climate change. In 2023 alone, “haven” regions in Wisconsin, Vermont and Michigan suffered significant damage from powerful storms and flooding. 

The previous winter was also catastrophic: Lake-effect snow fueled by moisture from the still-open water of Lake Erie dumped over 4 feet of snow on Buffalo, leaving nearly 50 people dead and thousands of households without power or heat. Duluth reached near-record snowfall and faced significant flooding as unseasonably high temperatures caused rapid snowmelt in April.

Two people shovel knee-deep snow off a roof.
A lake-effect snowstorm in November 2014 buried Buffalo, N.Y., under more than 5 feet of snow and caused hundreds of roofs to collapse. A similar storm hit in December 2022. Patrick McPartland/Anadolu Agency/Getty Images

Heavy rainfall and extreme winter storms can cause widespread damage to the energy grid and significant flooding, and heighten the risk of waterborne disease outbreaks. These effects are particularly notable in legacy Great Lakes cities with aging energy and water infrastructure.

Older infrastructure wasn’t built for this

Older cities tend to have older infrastructure that likely wasn’t built to withstand more extreme weather events. They are now scrambling to shore up their systems. 

Many cities are investing in infrastructure upgrades, but these upgrades tend to be fragmented, are not permanent fixes and often lack long-term funding. Typically, they also are not broad enough to protect entire cities from the effects of climate change and can exacerbate existing vulnerabilities.

Workers in a rock cavern underground look up at a giant hole in the ceiling and pipe.
Crews in Minneapolis work on a new stormwater tunnel underneath downtown. It’s designed to help protect part of the city, but not all of it. Alex Kormann/Star Tribune via Getty Images

Electricity grids are extremely vulnerable to the mounting effects of severe thunderstorms and winter storms on power lines. Vermont and Michigan are ranked 45th and 46th among the states, respectively, in electricity reliability, which incorporates the frequency of outages and the time it takes utilities to restore power. 

Stormwater systems in the Great Lakes region also regularly fail to keep pace with the heavy rainfall and rapid snowmelt caused by climate change. Stormwater systems are routinely designed in accordance with precipitation analyses from the National Oceanic and Atmospheric Administration called Atlas 14, which don’t account for climate change. A new version won’t be available until 2026 at the earliest.

At the confluence of these infrastructure challenges is more frequent and extensive urban flooding in and around haven cities. An analysis by the First Street Foundation, which incorporates future climate projections into precipitation modeling, reveals that five of these six haven cities face moderate or major flood risk.

Disaster declaration data shows that the counties housing these six cities have experienced an average of six declarations for severe storms and flooding since 2000, about one every 3.9 years, and these are on the rise.

An aerial photo shows the shoreline of Lake Mendota and the University of Wisconsin-Madison campus.
Madison, Wis., has seen warmer summers and more precipitation in the past decade. Jeff Miller/UW-Madison, CC BY

Intensified precipitation can further stress stormwater infrastructure, resulting in basement flooding, contamination of drinking water sources in cities with legacy sewage systems, and hazardous road and highway flooding. Transportation systemsare also contending with hotter temperatures and pavement not designed for extreme heat.

As these trends ramp up, cities everywhere will also have to pay attention to systemic inequalities in vulnerability that often fall along lines of race, wealth and mobility. Urban heat island effects, energy insecurity and heightened flood risk are just a few of the issues intensified by climate change that tend to hit poor residents harder.

What can cities do to prepare?

So, what is a haven city to do in the face of pressing climate changes and population influx?

Decision-makers can hope for the best, but must plan for the worst. That means working to reduce greenhouse gas emissions that are driving climate change, but also assessing the community’s physical infrastructure and social safety nets for vulnerabilities that become more likely in a warming climate. 

Collaborating across sectors is also essential. For example, a community may rely on the same water resources for energy, drinking water and recreation. Climate change can affect all three. Working across sectors and including community input in planning for climate change can help highlight concerns early.

There are a number of innovative ways that cities can fund infrastructure projects, such as public-private partnerships and green banks that help support sustainability projects. DC Green Bank in Washington, D.C., for example, works with private companies to mobilize funding for natural stormwater management projects and energy efficiency. 

Cities will have to remain vigilant about reducing emissions that contribute to climate change, and at the same time prepare for the climate risks creeping toward even the “climate havens” of the globe.

To see the original post, follow this link: https://theconversation.com/looking-for-a-us-climate-haven-away-from-heat-and-disaster-risks-good-luck-finding-one-211990


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Categories : Climate Change, responsible brands, social responsibility, sustainable brands

Brands Would Do Well to Join the ‘Resale Revolution’

22 08 2023

Image: floorfound.com

Younger consumers are pushing resale into mainstream retail; and it’s changing how brands, platforms and other services that support commerce support and strategize around it. By Geoff Nudelman via Sustainable Brands • Reposted: August 22, 2023

We’re experiencing a “resale revolution;” and it’s fundamentally changing the way many of us in the US shop, according to the 2023 Reuse Report by global ecommerce marketplace Mercari.

According to the report, the US secondhand market is expected to reach $325 billion by 2031. What’s even more striking are the ways in which resale is slowly but surely becoming an integral part of the broader retail landscape; according to the report, Mercari has had more than 50 million downloads and gets 350,000 new listings every day in the US alone.

“Well over half of people surveyed for the report said buying secondhand is a lifestyle choice; and there’s a definite bias to younger consumers,” Neil Saunders, managing director ofGlobalData (which worked with Mercari to compile the report), told Sustainable Brands®.

From July 2022 – July 2023, the report notes almost 82 percent of US consumers purchased a secondhand item — 89 percent of millennials and 83 percent of Gen Z shopped resale. That shows the tilt towards resale is there with younger shoppers in ways that are erasing any prior, dated stigmas or stereotypes of buying used.

Falling right in line with the broader trend of climate-driven purchasing behaviors by younger consumers, the report stated that well above 20 percent of Millennial and Gen Z buyers placed “reducing environmental impact” as a factor in choosing to buy something secondhand. Those numbers also track on the opposite side — as younger consumers are also looking for more ways to extend the life of unused items through resale.

“We’ve seen a notable shift in the conversation around resale within the retail industry; and it’s clear that resale will play an important role in the wider industry’s move towards a more circular economy,” Visa chief sustainability officer Douglas Sabo told SB.

Embracing the powerful potential of resale

The shift is so notable that retail-adjacent players such as Visa are reshaping portions of their business as more shoppers turn to recommerce.

For Visa, this innovation comes in the form of initiatives such as its recently launched Recommerce Behavioral Insights Lab — which is facilitating several real-world experiments to better understand how to integrate circular practices into everyday retail.

According to Sabo, resale businesses are still working on that consumer connection — with only 23 percent of UK-based small businesses, for example, offering a resale option.

For a company such as eBay — arguably a resale pioneer long before it was ever a burgeoning trend — it requires a redefinition of what the platform could be for a new generation of buyers and sellers.

“Our platform has transformed into a hub for recommerce in many categories, driven by the sustainability-conscious preferences of younger generations like Gen Z,” says Renee Morin, the online auction company’s chief sustainability officer.

Despite the emergence of rival platforms such as Mercari, eBay remains a go-to, global marketplace for verified and authenticated goods through various self-run programs — especially with small appliances and electronics, which stand to have a greater positive environmental impact the longer they’re kept in service and out of the trash.

“Growth in eBay Refurbished GMV (gross merchandise volume) accelerated during Q1 2023, posting double-digit year-over-year growth with the addition of new categories — including computing and video game peripherals — as well as more brands and OEMs in existing categories,” Morin adds.

Apparel has the most potential and movement

One of the more interesting findings to come out of Mercari’s Reuse Report was the growth in male-identifying buyers exploring resale. 90 percent of male-identified consumers surveyed said they plan to purchase at least one secondhand item in the next year — and that’s supported by a 14.5 percent year-over-year growth in the “menswear” category on Mercari. Clearly, men’s-focused clothing is growing; and men are looking for more access to expensive items (sneakers, watches, etc) through verified resale channels. (GlobalData expects the “menswear” category to grow by 152 percent by 2031, according to the report. This is second only to “footwear,” which arguably could be partially incorporated into the “menswear” category, but remains separate for Mercari’s purposes.)

Over the last three years, apparel has easily been the largest growth category for recommerce — driven by streetwear, luxury and outdoor apparel brands alike looking to tap into new channels with current and new buyers. Whether by letting current customers buy and sell old pieces or offering a company’s own deadstock, flawed items or limited finds, apparel appears to be the most agile area for resale.

Recommerce is sure to continue evolving as consumers continue to explore it. Any entity with a stake in retail should adopt new messaging and offer more education to grow the segment, which is already making impact both in terms of the environment and the corporate bottom line: As Recurate asserted in its inaugural Resale Report, recommerce will be key for brands to unlock the next level of growth, engagement and consumer loyalty.

To see the original post, follow this link: https://sustainablebrands.com/read/defining-the-next-economy/mercari-brands-join-resale-revolution


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Categories : Climate Change, corporate social responsibility, responsible brands, social responsibility, sustainability

What does it take to be a Chief Sustainability Officer?

22 08 2023

Image: Odgers Berndtson

By Lucy Buchholz from Sustainability Magazine • Reposted: August 22, 2023

Sarah Gould discusses the crucial aspects needed for Chief Sustainability Officer

Shirley Parsons’ Sarah Gould discusses the crucial aspects needed for Chief Sustainability Officer to succeed in their businesses, to make lasting change

The pressure is on businesses, governments and other enterprises to deliver on commitments to hit decarbonisation targets. An organisation’s Chief Sustainability Officer or Head of Sustainability can lead that fight, but how do you get the right person for the job?  

​In an ever-changing economic landscape, the one thing that continues to grow is the demand for sustainability professionals, which makes it imperative to choose the right individual to take the lead in implementing vital policies. 

Sustainability Magazine speaks exclusively to Sarah Gould, Principal Sustainability & ESG Consultant at Shirley Parsons, who is an expert in recruiting sustainability leaders and was recently placed as Head of Sustainability for a global logistics organisation.

What are the critical sustainability challenges for organisations?

The critical challenge for any organisation is recruiting a skilled, proactive and effective sustainability leader to drive its strategy forward. Without the right person at the helm, any sustainability drive can quickly end up on the rocks or going around in circles.

“We are seeing specialists in carbon, social values, waste, biodiversity, circular economy, energy and many other skills,” Sarah says. “Considering what an organisation wants to achieve from a senior hire helps set a clear direction and helps us effectively partner with our clients to make that match.”

Sarah continues to explain that it’s a collaboration to scope out the role and understand the purpose of the hire, as well as how it feeds into the goals and vision of the company. “It’s important to look at things from the candidate’s perspective when hiring,” she adds. “A candidate will not move just because it is a good name on their CV – they want to know what you will offer them, and they aren’t just talking about finances.”

How to attract and retain candidates

Retention and attraction are key challenges for a lot of organisations in a tight labour market. More individuals now want to know about an organisation’s mission – including their values, culture, diversity, social responsibility and career development opportunities, to name a few. That’s why it’s important to be prepared to answer their questions and provide a real sense of what it is like to work at your company. 

“A candidate going for a Chief Sustainability Officer, Head of Sustainability or ESG position will want to know how much freedom they have to drive sustainability, who they report to – which gives them an idea of the influence they will have – and whether the organisation wants to make a positive change or if they are just greenwashing,” Sarah shares.

“It’s important to always be honest with candidates about your organisation’s commitment because if something is promised and not delivered, you will likely need to start hiring again quickly. Thinking about a candidate’s aspirations and how you can help them achieve their goals will prove beneficial.”

Assessing the suitability of candidates for sustainable careers 

To identify critical personality traits and aspirations, Shirley Parsons uses MAPP (motivations, aspirations, personality and progression), a bespoke personality profiling system which is used both as part of the interview process and to assess teams ahead of future hires, determine what is missing and what is needed.

“Most suitable candidates have several options to choose from and will judge how efficient an organisation is from how you deal with them,” Sarah says. “Companies are losing candidates due to a lack of speed so consider how you can quicken your interview process. Make sure you have all the details sorted – development opportunities, training, benefits, location, and flexible working are all questions suitable candidates will ask.” 

Sarah continues to explain that many organisations expect a Head of Sustainability to have several years of experience in their sector. However, sustainability is a growing skill area and doesn’t have the candidate pool of other technical industries, such as health and safety. Therefore, sector experience can be learned.

Finally, organisations should consider what can be gained by hiring someone outside of the sector. “You are hiring the Head of Sustainability for their expertise in sustainability, leadership, commercial awareness, and personality skills,” Sarah says, “and not for their 10 years of working in the sector.”

To see the original post, follow this link: https://sustainabilitymag.com/articles/what-does-it-take-to-be-a-chief-sustainability-officer


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Categories : Climate Change, corporate social responsibility, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Franchise Concepts With a Purpose: Exploring Socially Responsible and Impactful Business Models

18 08 2023

By Robert Brown from Global Trade Daily • Reposted: August 18, 2023

Franchise owners can make a significant impact on the world. Their collective teams and resources kickstart movements to help people and the environment, depending on which industry the owner enters. 

These are some of the best franchise concepts because they’re socially responsible, impactful and profitable.

Sustainable Seafood Companies

Many consumers assume seafood is a better industry for future franchise owners because it doesn’t use the same business processes as beef farms. Although sustainable fishing supplies are readily available, corporations sometimes rely on methods like trawling to keep up with high demand.

Trawling drags large nets across the ocean floor. They pull up thriving coral communities and plant life without guaranteeing a full catch of the intended fish species. Trawlers also create significant amounts of carbon dioxide, contributing to the issue of global warming.

Entrepreneurs can mitigate this issue by opening sustainable seafood companies, like a franchise with Shuckin’ Shack. The brand works with a sustainable seafood supplier, recycles its oyster shells and has multiple approvals from ocean-focused environmental groups like the Plastic Ocean Project. By working with a brand such as Shuckin Shack, the franchise owner’s corresponding eco-friendly business models would rely on similar production methods to avoid harming endangered plant and marine animal species.

Plant-Based Meat Brands

Cultures transform meats with widespread arrays of recipes, but it’s not the best ingredient for the environment. Livestock industries contribute 12–18% of greenhouse gas emissions globally. Becoming part of a franchise that tries to reduce that statistic is a significant way to create positive change for the planet.

Home Care Businesses

While mainstream companies focus on catering to younger generations, entrepreneurs can enter the socially responsible home care industry. The demand for in-home assistance is projected to rise by 29% through 2024, leading to a higher demand for more home care service providers throughout the U.S.

There are numerous reasons why people prefer to age at home. They may not be able to afford an assisted living facility. Some people live in rural areas that don’t have those facilities or have health conditions that require specialized care.

It’s especially beneficial if the prices for those home care services match the economic abilities of older adults in the surrounding area. When patients and their loved ones don’t have to go into additional medical debt to access health care, franchise services become humanitarian efforts.

Junk Removal Trucks

Municipal solid waste is a challenge wherever people live. Based on the most updated research, it contributes an average of 35 million tons of garbage to landfills, but it doesn’t all belong there. People often throw out reusable or recyclable goods, not realizing those options are available or have them nearby.

Junk removal franchises are a socially responsible way to fight this ongoing issue. Gone for Good is one brand to consider that donates whatever goods it can while recycling leftover materials from client pickup sites. It’s a convenience consumers appreciate because it makes their lives easier while keeping landfill waste from polluting the environment.

Learning Center Brands

Daycares help parents return to work, but only if they can afford it. The average parent pays between $5,357–17,171 annually for childcare. It’s a significant financial burden, but learning center franchises can solve this systemic challenge.

Learning centers provide daycare for young kids while combining their daytime activities with learning opportunities. Each parent’s monthly payment becomes an investment in their child’s academic success. Kids can learn custom curriculum lessons that help them later in life and prepare them for grade school.

The key is matching the daily, weekly and monthly care costs with the economic abilities of families in the surrounding area. Discounts also make learning centers more affordable by merging socially responsible business models with what people can comfortably manage.

Solar Panel Franchise

Social and environmental responsibility merge with solar panel installation franchises. They allow homeowners to reduce their monthly utility bills by harvesting solar energy from their rooftops. Saving money is why 92% of homeowners who installed solar panels went through with the purchase or seriously considered it.

Using less electricity from power plants also helps the environment. The plants don’t have to produce as much electricity for surrounding areas, leading to fewer carbon emissions per plant.

Entrepreneurs with green values can open a business with franchise brands like Solar Grids. The company provides the training and management resources a new business owner needs to launch a successful enterprise. Solar Grids also assists with training installation specialists so every newly installed panel works at peak efficiency.

Green Landscaping Companies

Landscaping is a foundational part of many neighborhoods, but it’s not always helpful for the planet. Sprinklers use excessive water to keep plants alive, while chemical-based products kill insects and leak into surrounding habitats.

Nearby clients would ensure the environment benefits from organic fertilizers, chemical-free pesticides and recommended plant choices to reduce water usage. Expert team members could also provide landscape design appointments to pitch ideas like hardscaping. Utilizing rock formations, fire pits and patios would make any yard better for the environment while making the homeowner’s yard-care routine more manageable.

Urgent Care Clinics

Prioritizing the health of a community through a franchise is one of the most socially responsible and impactful business models. Research shows over 100 rural hospitals shut down between 2013 and 2020, forcing people to travel an average of 20 miles farther for essential services.

Urgent care franchise locations can assist with this issue. Entrepreneurs often reach out to companies like American Family Care to open clinics in medically underserved areas like rural communities.

The brand helps new owners navigate the legal steps of providing new medical services while streamlining the location’s success with tailored marketing and developmental plans. The centers become crucial to the region’s medical infrastructure, guaranteeing long-term success and positive social impact.

Franchise owners can also look into providing services for affordable rates based on the average wage in the surrounding city or zip code. Gallup polling shows 38% of Americans skipped medical care in 2022 due to the rising costs of essential services. Meeting a community’s needs with affordable medical treatments at an urgent care venue would merge humanitarian and franchising opportunities.

Open a Franchise With a Purpose

Humanitarian needs range from a healthy planet that provides a long-term home to affordable medical services. Franchise owners can fill those gaps, depending on the type of franchise they open. Entrepreneurs must consider these impactful business opportunities to start the career they desire while making lasting positive changes in their communities.

To see the original post, follow this link: https://www.globaltrademag.com/franchise-concepts-with-a-purpose-exploring-socially-responsible-and-impactful-business-models/


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Categories : corporate social responsibility, ESG, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Can Sustainable Practices Generate Business?

12 08 2023

Photo: Getty

By Yusuf Amdani, Forbes Books Author via Forbes.com • Reposted: August 12, 2023

While 90% of executives state that sustainability is important, not as many are acting on green policies, according to the report “Investing For a Sustainable Future” which appeared in the MIT Sloan Management Review. Only 60% of companies have sustainability strategies in place. Without a green vision at the top, operational levels run the risk of using more resources than needed in everyday practices.

It may be a question of time: the world’s population grew from 2.3 billion in 1937 to 7.8 billion in 2020, per the Green Business Bureau. With more people, the carbon in the atmosphere has increased from 280 parts per million to 415 parts per million during that same timeframe. Globally, organizations are recognizing the need and searching for a solution to become more earth conscious.

Those interested in funding businesses are just as interested in sustainable solutions, with 85% of investors considering environmental, social, and corporate governance (ESG) factors as they make decisions, according to Gartner research. Among banks, 91% monitor ESG performance of investments. These groups see that consumers are asking for green strategies and that sustainability can lead to long-term profitability and performance.

Setting the tone for both current and future generations begins with effective, ongoing efforts that coincide with the U.N.’s Sustainable Development Goals. These outline actions for all countries—both developed and developing—to carry out in a global partnership. When businesses step up and implement changes, others will take notice and be ready to join in.

Here are some of the proven sustainable practices that can generate business:

1. Opting for Renewable Energy

In developing countries, the infrastructure may not support 24/7 electricity in every town and village. For companies that depend on uninterrupted processes and timely deliveries, putting in a solar-powered system could be the answer. Drawing from the sun’s rays to produce and circulate energy, operations can continue while simultaneously lowering electricity costs. Companies that lean into renewable energy will also benefit from the opportunity to show shareholders and customers that they are actively working to reduce their carbon emissions.

2. Sourcing Recycled Materials

Switching from ready-made supplies to recycled fibers in a textile plant can have a significant impact. Waste is reduced, products are manufactured with repurposed materials, and customers can join the cause by purchasing finished items. Among Gen Z shoppers, the up-and-coming consumer demographic, 73% are willing to pay more for sustainable products, per a report from FirstInsight. Looking for ways to recycle materials within a plant can lower manufacturing expenses and enable companies to prepare for upcoming regulations.

3. Promoting Plants and Nutrients 

By 2030, the Amazon rainforest is predicted to be downsized to such an extent that it will not provide enough water to support its plant life, as reported by the Green Business Bureau. While companies can certainly fund reforestation campaigns, they can also start their own—right in their backyard. Industrial parks may have spaces where they can plant new trees and house a nursery. New flowers and trees could be distributed among the community. Organizations can also look for an area to carry out composting efforts like the Bocashi method, which yields organic fertilizers that can be used on plants.

4. Measuring Sustainable Metrics

Tracking sustainability programs and efforts can help staff members see progress and allows investors to gain insight into a company’s long-term objectives. This starts with choosing metrics to measure and certifications to obtain. From LEED to ISO 14001, TRUE (Zero Waste), and Great Place to Work®, there are many paths to pursue to implement sustainable processes and systems. Issuing a report every year creates a synergy that the company can build on and helps further share ESG objectives and achievements with interested parties.

Sustainable practices that deliver results, including reduced costs, greater efficiencies, and higher levels of well-being among workers, will be the drivers of tomorrow’s companies. To be prepared for heightened awareness and regulations surrounding ESG, organizations will do well to start today. Looking at what can be done and taking small steps can lead to long-term results and a lasting presence.

To see the original post, follow this link: https://www.forbes.com/sites/forbesbooksauthors/2023/08/11/can-sustainable-practices-generate-business/?sh=33bffd205879


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Categories : Climate Change, corporate social responsibility, DEI, ESG, green marketing, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

The Problem with Hiding from ‘Anti-Woke’ Crusaders

5 08 2023

Image: Thirdman

Anti-ESG agitators are telling a story that’s both inaccurate and bad for business. And silence won’t deter further attacks — though it certainly could compromise long-term brand value. By Sandra Stewart from Sustainable Brands • Reposted: August 5, 2023

It might be tempting for purpose-driven companies to think of the “woke capitalism” smearas just a warmed-over meme — a bit of foam-flecked trolling sure to dissipate as soon as the cloud of performative outrage clears.

But that’s a dangerous dismissal. Right-wing agitation against corporate commitments to improve environmental, social and governance performance already has had a negative effect. The SEC’s long-anticipated rule on disclosing greenhouse gas emissions may be watered down following Republican complaints about “woke capitalism.” And it’s not just bureaucrats who are backing away: BlackRock CEO Larry Fink, not long ago a vocal proponent of stakeholder capitalism, is in full-fledged retreat.

Many corporations seem inclined to follow Fink’s “Don’t say ESG” strategy. Fortune reported that at a recent gathering of 40 ESG executives, most said they are abandoning the term but “doubling down” on ESG-related initiatives. But it’s hard to see how this can work. Anti-ESGers are not just coming for the words; they’re coming for the substance. And that’s a brand threat companies can’t just wait out.

The anti-woke crowd is advocating ‘backward capitalism’

The impulse to duck and cover is understandable — no one wants to present themselves for a pitchforking. But agitators are telling a story that’s both inaccurate and bad for business; and it’s time to talk about the dark, retrograde vision implicit in their critique.

Take the anti-woke crusaders’ rhetoric and proscriptions to their logical conclusion and you get a business and finance world clinging to the past, sleeping through the present, and insensible to the future. Call it “backward capitalism.” This is an economy in which fossil fuels rule (Backward capitalists are keen to shore up investment in oil, gas and firearms with anti-ESG state laws — even if they cost taxpayers and retirees hundreds of millions of dollars) — with polices that accelerate climate disaster, poison the air and water, and destroy vital ecosystems; where workers are poorly paid and unprotected (child labor already is making a comeback), and crony-ridden governance structures enable and obscure it all.

The anti-woke contingent isn’t just targeting what they perceive to be a few excesses. They dismiss the mainstream view of ESG assessment as a smart risk-mitigation strategy and flat-out reject the idea that businesses should consider anything but short-term profit. They claim that “woke” corporations are imposing environmental and social initiatives on a society that doesn’t want them. But this is the opposite of the truth: “People say business should do more, not less, to address issues like climate change, economic inequality and workforce reskilling,” the 2023 Edelman Trust Barometer found — echoing years of similar results. Shareholders have driven adoption of ESG reporting, more intentional investments and governance improvements; while employees and customers have spurred action on social and environmental issues.

Stand up for ESG, corporate responsibility and stakeholder capitalism

Ignoring sound business strategy and clear, consistent demands from core stakeholders isn’t typically a pathway to long-term success. And silence won’t deter further attacks — though it certainly could compromise long-term brand value. The rising ranks of workers, entrepreneurs and investors are not going to follow the backward capitalists into the 19th century; they’ll reward brands that can credibly point to a promising future. The best strategy in this contentious moment is not to hide ESG commitments, or even to defend them — but to actively make a positive case for them.

Corporations whose ESG assessments serve primarily to reveal risks and identify potential mitigations should say so, in every context where they mention ESG actions. Those that have made positive social and environmental performance a core aspect of their brand should promote the measurable impact of significant initiatives and make public commitments to continuous improvement. And the activist businesses that have led the B Corp movementand other efforts to use business a force for good should make an affirmative case for fully embracing stakeholder capitalism.

Broadly implemented, a stakeholder approach can produce declining environmental impacts; activate efforts to mitigate climate change and regenerate ecosystems; solidify living wages and hiring practices that draw from and support the whole talent pool; and foster governance that prioritizes transparency, accountability and net-positive impact. That’s a vision for a world most of us want to live in — so, we must stand up for it.

To see the original post, follow this link: https://sustainablebrands.com/read/marketing-and-comms/problem-hiding-anti-woke-crusaders


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Categories : corporate social responsibility, DEI, ESG, reputation management, responsible brands

What Are You Waiting For? Help Your Company Hold The Line For ESG

31 07 2023

Writing an ESG report, concept, goals, trends and company achievements Photo: GETTY

By Kathy Miller Perkins via Forbes • Reposted: July 31, 2023

In today’s world, sustainability has become a pressing global issue, and organizations increasingly recognize the importance of incorporating sustainable practices into their operations. Corporate leaders are playing tug-of-warwith anti-ESG (environmental, social, and governance) warriors.

In the face of the ESG backlash, companies’ reactions vary. Some are going quiet about their initiatives and accomplishments. The Washington Post refers to this behavior as “greenhushing”.

However, others are doubling down on their commitments to sustainability. For example, hundreds of companies released a letter last spring claiming their commitments to ESG positively impacted governance and asking policymakers to respect their freedom to make responsible investments.

Most of the press covering how companies are pushing back on the anti-ESG forces focus on senior leaders. However, all employees, no matter where they sit in the organization, can play a significant role in this fight.

If you care about sustainability, you can act within your company regardless of your title or position. You can take steps to support ESG and develop a strategy for influencing and supporting the senior leaders in taking a stand.

Here are some ways to fight against the anti- ESG pressures.

Educate yourself about the organization’s ESG goals and initiatives. Stay on top of the anti-ESG messaging and look for ways to refute it with evidence and data.

Staying informed about sustainability efforts allows you to communicate effectively and address concerns raised by anti-ESG individuals.

Participate in ESG training sessions and educational programs organized by the company. Understanding the value of sustainability and its long-term benefits can help you become a more effective ESG advocate.

To influence higher-level managers to keep their commitments, gather compelling evidence on the benefits of sustainability initiatives.

Include data on cost savings, risk mitigation, enhanced brand reputation, and customer loyalty. Include how organizational sustainability contributes to a culture of engaged employees. and point out the benefits of this culture to the success of the company.

Using information strategically, you can demonstrate the tangible advantages of embracing sustainability and counteract the attacks on ESG.

Organize Advocacy for ESG

Encourage and lead open discussions about ESG initiatives and their importance within the organization. Engage with colleagues and management to promote more active support for sustainability and dispel misconceptions associated with ESG.

Leadership development specialist and coach Dr. Andre Taylor says a key to effectively advancing sustainability is to form advocacy coalitions. He suggests CEOs are more receptive to ideas and initiatives supported by a cross-section of leaders throughout the organization.

Form coalitions for collective advocacy dedicated to sustainability. A cross-functional approach allows diverse perspectives and strengthens your clout.

Identify influential allies who can provide guidance and support and act as champions for sustainability efforts. Collaborating with them can amplify the message and create a shared sense of purpose across the company.

As these partnerships and coalitions grow, sustainability will become more deeply embedded into the culture. And robust and supportive cultures make stepping away from sustainability commitments more difficult.

Communicate Positively

Use constructive communication to appeal to both heads and hearts. Tell stories of how the company’s ESG efforts support the wellbeing of stakeholders.

Through examples, you can shift the perception of sustainability from a standalone effort to a strategic imperative.

Highlight how sustainable practices align with the business’s core values and contribute to long-term profitability.

Include appeals to emotions. Sure, data can be important for swaying the opinions and actions of others. However, when you also appeal to their feelings, you are more likely to persuade them.

Crafting compelling stories that educate, showcase, and highlight how sustainable and unsustainable practices impact people can evoke emotions and inspire action.

Remember You Are a Key Stakeholder

As an employee of the company, you are among the most critical stakeholder groups. You must speak up!

Share with your colleagues and managers how you feel about the importance of the company’s sustainability pledges.

Speak passionately about how these commitments impact your engagement with the company and your loyalty to it. Talk about how you would feel if the company gave in to the anti-ESG forces.

In the battle against anti-ESG sentiment, every individual’s contribution holds significance, regardless of seniority level.

You must not remain passive and leave the responsibility for the fight solely to others. Embrace your role in the struggle for sustainability and ESG, as your efforts can substantially impact your organization, its leadership, and the world.

Recognize that the stakes are significant, and you can contribute to positive change. You can and must contribute to a more sustainable and responsible future for all by actively engaging and collaborating.

To see the original post, follow this link: https://www.forbes.com/sites/kathymillerperkins/2023/07/30/what-are-you-waiting-for-help-your-company-hold-the-line-for-esg/?sh=4ff7fa73788a


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Sustainable Summers: Small Steps Towards Big Impacts

27 07 2023

Panther Media GmbH / Alamy Stock Photo

What costs $1.2 TRILLION and continues to get more and more expensive? The answer: Americans’ summer travel. In line with the increasingly prominent green trends sweeping the nation, it’s important that we approach our summer adventures with a mindful consideration of their environmental impact. By EREF Staff • Reposted: July 27, 2023

What costs $1.2 TRILLION and continues to get more and more expensive? The answer: Americans’ summer travel[1]!

Now that it’s officially summer, many Americans are headed out of town. Whether weekends at the beach or months abroad, this summer is set to witness the strongest air travel since the pre-pandemic era, possibly making it the most robust ever. Over a quarter of Americans (26%), an increase from 19% in the first quarter, are preparing to embark on leisure travel in the coming three months[2]. This increase in travelers will translate into an approximate 12% growth in passengers for the three biggest U.S. airlines, expected to ferry 8.6 million people during the summer season[3]. While this mass mobilization symbolizes an exciting era of discovery and relaxation, it’s crucial to remember that our travel plans, while invigorating for us, can impose a heavy toll on the environment. In line with the increasingly prominent green trends sweeping the nation, it’s important that we approach our summer adventures with a mindful consideration of their environmental impact.

This summer’s surge in travel activity can unfortunately translate into increased waste production, with potential negative implications for our environment and lifestyle. Moreover, maintaining the allure and accessibility of our favorite scenic spots and lakes depends significantly on how well we protect them from pollution and trash accumulation. In a world where single-use plastic is commonplace, the path to sustainability can seem daunting. But a little planning can go a long way in fostering eco-friendly travel.

Unfortunately, it’s rare to see recycling bins at rest stops and gas stations, which makes it difficult for travelers to responsibly dispose of recyclables like plastic bottles or cans. As a result, these items often end up in general trash bins, destined for landfills. By including more visible and accessible recycling facilities at these high-traffic areas, we could make a substantial contribution to reducing travel-related waste.

As you plan your travel, consider these tips. When driving, pack snacks from home, carrying reusable beverage containers, and maintaining separate trash bags for recyclables and other waste in your car. Make a game out of minimizing waste – it not only teaches sustainability but can add a fun twist to the journey. When traveling by plane, one could manage waste by having a meal before a short flight to avoid single-use packaged snacks. For longer flights, taking advantage of in-flight meals helps reduce waste as these meals would otherwise be discarded. Train travel, in addition to being an efficient mode of transportation, also offers a refreshing respite from the bustling city traffic. If your travel requires documentation or tickets, digital documents on your phone or tablet help save paper and are less likely to be lost.

Choosing larger, shareable items, using snack cups for family members, and reducing hotel service to only when needed are effective ways to cut down waste. Don’t fall for the convenience of disposable utensils. Carrying reusable utensils, dishes, straws, and cloth napkins might seem like a chore, but such small steps can significantly lessen the landfill load.

Whether you’re headed to the beach, mountains, cities, or abroad, there are specific steps you can take to reduce waste. For beach or lake visits, the use of items that could be swept away by the wind or tide should be minimized. In the mountains, a pack it in, pack it out mindset goes a long way in preserving the natural beauty. City travelers can cut down waste by enjoying meals in local restaurants instead of opting for takeaway. When traveling abroad, especially to European countries known for their waste minimization efforts, be sure to pay attention when you have items to discard as most offer a more diverse suite of options for disposal than the average American city and in many cases have separate recycling bins for plastic, glass, metal, paper and food.

These small steps may seem minor, but collectively, they can significantly impact our environment, potentially steering the future of the tourism industry towards a more sustainable path. As you make summer travel plans, and add to that $1.2 trillion price tag, consider a pledge to travel responsibly and sustainably.

To see the original post, follow this link: https://www.waste360.com/sustainability/sustainable-summers-small-steps-towards-big-impacts


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Categories : corporate social responsibility, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Busting The Sustainability Value-Action Gap

27 07 2023

Do consumers say one thing but do another? Image: GETTY

By Solitaire Townsend via Forbes • Reposted: July 27, 2023

We’ve all been there, right? The mountain of reusable bags we forget to take to the store. The burger that should have been plant-based. The over-packaged product you just splurged on. These gaps between intention and action manifest when we start to diet, to start a hobby, go to the gym and especially when we try to live sustainably. We are all a hot mess of un-met intentions.

Now, here’s where things get interesting. A Global Sustainability Study revealed that a whopping 50% of consumers rank sustainability within their top five drivers for value, especially millennials who consider sustainability a crucial criterion for making purchases. In fact, Google’s search trends team tells us that searches related to living a sustainable lifestyle have skyrocketed by a staggering 4500% since 2019.

But there seems to be a misalignment between consumers and retail executives when it comes to perspective of willingness to pay for sustainable products. Surprisingly, while 66% of consumers claim they are willing to pay more for sustainability, a striking 66% of retail executives believe otherwise. Now that’s the real gap.

Because rather than gap, consumers face giant barriers. Reframing from gaps (which imply something missing in consumer morality), to barriers (which aren’t consumers fault) is empowering for business. The barriers range from price, availability, and structural factors that require infrastructure change, to myths, awareness, and availability, that can marketers can tackle.

To bust these barriers, we need to ask ourselves a crucial question when promoting a product, service, or action: Are we effectively selling the benefits? Because only benefits can bust through barriers. Let’s break it down into three key categories of benefits – functional, emotional, and social:

  1. Functional benefits play a crucial role in selling sustainable products. Consider how sustainability can add value for money, enhance performance and efficacy, improve quality, save time, or contribute to safety. Understanding and emphasising these functional benefits can make sustainable choices more appealing to consumers.
  2. Emotional benefits are equally important. As retailers, it’s essential to acknowledge that the consumer is the hero, not us. The feel-good factor associated with buying sustainable products can be a significant motivator. Does sustainability strengthen sensory enjoyment, provide physical comfort, offer an exciting experience, boost self-worth, or offer a sense of personalisation? These emotional benefits can truly make a difference in consumers’ decision-making.
  3. Finally, let’s not forget about social benefits. How does sustainability impact family dynamics, desirability in the eyes of others, the perception of being cool, smart, or part of a community? Highlighting these social benefits can create a sense of belonging and encourage individuals to embrace sustainable choices.

To see the original post, follow this link: https://www.forbes.com/sites/solitairetownsend/2023/07/26/busting-the-sustainability-value-action-gap/?sh=68ca03c065ec


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Should You Outsource Your Chief Sustainability Officer?

23 07 2023

Image: Getty

By Shashi Menon, Member, Forbes Business Council via Forbes • Reposted:July 23, 2023

In today’s business world, many functions are outsourced. For example, at my company, we outsource payroll, IT, legal services and taxes because of the highly specialized knowledge required to do the tasks and the economies of scale achieved by the vendors. It doesn’t make sense for us to hire a full-time, in-house attorney with expertise in contracts, employment law, litigation, etc., when there is a buffet of highly specialized lawyers I can access through one relationship with a law firm—and I can rely on them as needed.

A similar theme is emerging in sustainability services. As an expert in providing outsourced CSO services, my company and others in the space help firms achieve their sustainability goals.

One of the biggest challenges faced by businesses today is finding people to assimilate all the knowledge needed to maneuver the energy transition, which places increasing pressure on businesses to reduce emissions, promote circularity and track sustainability. According to LinkedIn’s Global Green Skills Report 2022, demand for “green skills” is outpacing supply, and the specialization of “green skills” is proliferating—from climate and renewable energy to environmental awareness and corporate social responsibility.

Companies are responding to this need by appointing a chief sustainability officer, or CSO, who is expected to lead the response to the energy transition. The skills required to do this are complex, technical and often beyond the abilities of one person. It requires engineers, legal experts, market analysts, investment bankers and project managers.

Outsourcing CSO services, like outsourcing legal and accounting, allows businesses to access specialized sustainability experts. Outsourced CSOs can provide sustainability, business strategy and operational guidance related to the energy transition.

Making The Decision To Outsource

Whether you are leading a small startup or a large publicly traded firm, here are several instances where outsourcing CSO services can be an effective way to address some of today’s carbon challenges:

• New climate startups: You have launched a successful business model and are fortunate enough to be juggling multiple balls—hiring and training, sales and business development, investor relations and more. Your leadership team may not have time to keep up with global climate policies, emerging incentive programs, new competing technologies, evolving carbon markets, data standards and carbon accounting rules.

• Small or midsized privately held businesses: You have loyal customers who like your products or services, and you are growing steadily in a stable environment. Recently, these customers have been asking casual questions about the company’s sustainability efforts. The leadership team doesn’t have the time or the baseline knowledge to analyze the company’s sustainability.

• CEOs or CFOs: It’s time to update investors and shareholders about profit margins, strategic plans and key performance indicators, and they also want to see an analysis of energy transition risks and climate risks. As a believer in risk-averse governance, you know you should include this in your quarterly report, but you are not clear where to start.

• One-person sustainability departments: Pressure from the board and upper management has forced one person to research and respond to a variety of questions over the years, and their role has evolved to include “sustainability expert.” But the questions are becoming more complex and overwhelming. A climate scientist, a policy analyst and a process engineer are needed on the team to fully respond to the situation, but the budget doesn’t allow this.

Of course, outsourcing a task core to a business’ strategic direction is not always a good idea. A CSO is a part of the leadership team and has access to confidential information that is key to a company’s success and competitive advantage, which are not things that can be shared with an outside firm before establishing a high level of trust. In these cases, it is better to plan to have an in-house CSO who can incorporate these business secrets into a long-term sustainability strategy.

Getting Started With An Outsourced CSO

The CSO is usually key to building the company’s “green team” that has the passion for facilitating the energy transition and the specialized skills needed to perform the critical analysis needed. If you are outsourcing a CSO, make sure you have established an internal team with diverse skill sets; these include climate scientists, market analysts, process engineers, policy advisors, etc.

The energy transition requires a business to rethink how it’s doing business, and a CSO must frequently interact with purchasing, marketing, legal, accounting and operations, and talk their language.

A key CSO function is communicating complex technical concepts in simple language. Ask your CSO to conduct an analysis of the risks and opportunities your business faces, so when a customer or an investor casually asks what you are doing on the sustainability front, you can give a clear and confident response.

CSOs lead a company’s response to the energy transition: Look for someone who is unbiased, data-driven, aspirational in their approach, has a strong grasp of internal and external stakeholder needs, and a peer network that includes policy analysts, engineers, auditors, carbon life cycle experts, etc.

The biggest challenge in deciding whether to outsource the CSO function is how to integrate someone external into the day-to-day details of your team’s workflow. Should you give them a company email? How much confidential information should you share? Who should be the main point of contact internally for the outsourced service? Each company has to develop its own processes to govern the level of outsourcing it wishes to put in place.

Some companies starting fresh on the energy transition journey need a temporary leader with a full team of external technical resources that they can use as needed. Others, further down the path, may have an internal CSO on the team, but they need to outsource technical expertise and receive policy briefings and technical analyses, as needed.

Outsourcing the CSO function can make it easier for businesses to make sustainability and strategic decisions. An outsourced CSO can analyze the risks and opportunities a business faces due to climate policy, carbon pricing, consumer preferences or even severe weather events, so when a customer or an investor asks what you are doing on the sustainability front, you can give a clear and confident response.

To see the original post, follow this link. https://www.forbes.com/sites/forbesbusinesscouncil/2023/07/21/should-you-outsource-your-chief-sustainability-officer/?sh=786f96cc777e


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Categories : Climate Change, corporate social responsibility, ESG, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Responsible Marketing Agency Emerges to Help Industry Make ‘Media and Creative Fit for Progress’

23 07 2023

IMAGE: KINDEL MEDIA

The RMA aims to fill a crucial gap by offering brands, agencies and publishers a range of services to accelerate their competitive advantage through a sustainability lens. From Sustainable Brands • Reposted: July 23, 2023

As the media world grapples with its role in the climate crisis, the Responsible Marketing Agency (RMA) launched this week as a new breed of specialist with a mission to help media, digital and marketing clients to realize sustainable growth through responsible and progressive practices.

The RMA’s team of ethically minded media and marketing professionals will help brands, agencies and publishers to accelerate competitive advantage, shaping capabilities and enabling delivery of credible environmental, social and governance (ESG) roadmaps and KPIs in line with the UN’s Sustainable Development Goals.

As outlined in the World Federation of Advertisers’ (WFA) and Kantar’s Sustainable Marketing 2030 report, 39 percent of client-side marketers say their companies are only now taking their first steps towards sustainable practices, citing a lack of resources, knowledge and skills — while 15 percent haven’t yet started.

To address this, the Responsible Marketing Agency aims to fill a crucial gap by offering flexible service models to cover advisory, enablement, strategy and partnerships through a sustainability lens.

A BRAND GUIDE TO DRIVING SUSTAINABLE CONSUMER BEHAVIOR CHANGE

Download SB’s new, free guide to learn how your company can create an advantage in the marketplace through sustainable and innovative solutions that influence consumer behavior. The guide features case studies, a list of other helpful resources, and five actionable steps that brands and marketing teams can take to drive sustainable behavior change at scale.

Take me there!

The RMA’s experts are passionate about helping clients plan for what’s next, whilst striving to ensure positive societal impact synchronized with business growth. Its inaugural clients include spirits giantDiageo and the WFA, with which it collaborated recently to create a groundbreaking report covering ten ways advertisers can reduce greenhouse gas emissions in the media supply chain.

As of press time, it’s unclear whether the RMA will focus more on the tactical or the creative side of marketing (or both); but regardless, its launch comes at an inflection point for marketers and advertisers — who are now working to balance market and consumer pressure to deliver impactful, engaging creative that authentically conveys brands’ values; and increasing scrutiny from regulators on the validity of brand claims; as well as increased attention to advertising as an overlooked but addressable carbon hotspot — thanks to significant supply chain emissions during both production and the massive amounts of energy used in their distribution and viewing.

The company says it will offer consultative services to create and shape programs that will drive responsible, sustainable and progressive marketing solutions. The team also helps clients to source and manage third-party relationships to advance progressive marketing programs.

“The Responsible Marketing Agency’s Manifesto states that when brands act responsibly in the media and marketing environment, their success deepens. From brand safety to sustainability, inclusion and ethical marketing practices, the modern marketer’s success hinges on making media and creative fit for progress,” says Hannah Mirza, founder of the RMA and VP of the Bloom Network, who has over 20 years’ experience — including agency, publisher and client-side roles. “However, all too frequently, ESG market solutions are immature and not fit for purpose. So, our team of plug-and-play expert advisors is determined to help in this mission, guiding clients through the ESG maze, navigating new solutions and integrated strategies.

“I love to help clients thrive in uncharted, complex situations — driving opportunities for business growth. As authentic, performance-orientated and trusted independent advisors; we are now offering a full-service capacity — including expertise on supply path optimization in programmatic, through independent analysis, to media decarbonization strategies and DEI programs.”

To see the original post, follow this link: https://sustainablebrands.com/read/marketing-and-comms/responsible-marketing-agency-help-industry-make-media-creative-progress


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Categories : corporate social responsibility, ESG, reputation management, responsible brands, sustainability, sustainable branding, sustainable brands

Electrifying Agriculture and Construction, One Machine at a Time

19 07 2023

CNH Industrial worked with Monarch Tractor to create the New Holland T4 Electric Power, an all-electric utility tractor with zero tailpipe emissions. Photo: CNH Industrial

By Tina Casey from Triple Pundit • Reposted: July 19, 2023

With their reliance on massive combines and other large pieces of diesel-powered equipment, the agriculture and construction industries present a major challenge for electrification. Nevertheless, suppliers are beginning to offer electric options, and the global firm CNH Industrial illustrates how careful strategizing can yield rapid results.

A head start on electrification

The Electrification Portfolio Management team is a relatively new addition to CNH Industrial as the electrification industry picked up steam over recent years. The sector’s rapid rise has enabled CNH Industrial to recruit talent from a deep pool of accomplished electrification experts.

“Now that the technology is known, there is a well-defined supply chain and expertise in the market, we decided to look at the market and bring in that expertise,” said Mario de Amicis, head of the CNH Industrial electrification team.

Knowing both the customer and the technology is another foundation of the company’s strategy. While some firms have gained publicity by electrifying massive pieces of machinery, CNH Industrial assessed the demand for relatively small, lightweight utility tractors, taking particular note of the specific benefits that electrification would bring to customers.

Collaborating to accelerate electrification

Another leg of the strategy involves forming partnerships with experienced electrification companies, helping to accelerate the timeline from concept to market. For its inaugural electric tractor project, CNH Industrial enlisted the U.S. firm Monarch Tractor as a strategic partner.

The result was a prototype version of the T4 Electric Power, an all-electric utility tractor for CNH Industrial’s New Holland Agriculture brand. The prototype was produced in record time and unveiled at the company’s tech day event in Phoenix, Arizona, in December 2022. 

A production model will extend to CNH Industrial’s Case IH brand as well, where the company has also introduced an all-electric mini-excavator.

Electric vs. diesel vehicles: Compare and contrast

Around 70 percent of the CNH Industrial’s electrification team comes from the automotive industry, de Amicis said. That experience shows up in T4 features that have become standard fare in electric vehicles, including battery range that can last up to a day depending on the type of work. Another key element is fast-charging capability: a bi-directional charging system enables the tractor to provide power to electric tools (such as welding machines and drills) and function as a generator for emergency or daily use.

The commercial version of the T4 will launch with remote and autonomous features. Similar to those in other electric vehicles, these elements are expected to result in significant productivity improvements.

“Farmers can remotely activate the tractor via a smartphone app,” the company detailed in a recent announcement. “Shadow Follow Me mode lets operators sync machines to work together. A 360-degree perception system detects and avoids obstacles. Telematics and auto guidance keep all functions in check for operators.”

CNH Industrial also took care to incorporate a power take-off feature and other standard elements for attaching implements to a tractor, with a high-tech twist. The T4 comes with a fleet management controller that recognizes and links the attachments, enabling farmers to run the tractor remotely through all stages of use.

All the benefits of electrification

As with all electric vehicles, the T4 eliminates tailpipe emissions and offers a significant savings on operating costs. CNH Industrial estimates a savings up to 90 percent over the cost of fueling and maintaining a diesel engine. The electric drive also delivers improvements in responsiveness, traction control and all-around handling, according to the company. 

In terms of agricultural use, the electric tractor eliminates the risk of soil contamination from spills or accidents, de Amicis said. That’s an especially important consideration for regenerative agriculture, which prioritizes soil health.

On a more holistic basis, regenerative practices also prioritize worker health, making a zero-emission tractor all the more attractive. 

The T4 reduces noise by up to 90 percent, according to company estimates, and tamps down on vibrations, too. That’s a significant improvement in the well-being of both workers and farm animals, while lessening disturbance for nearby neighbors.

Similar benefits are at work in CNH Industrial’s electric mini-excavator. It is sized to enable it to pass through doorways and conduct work indoors, free of the diesel fumes and noise of conventional equipment.

Next steps for decarbonization

CNH Industrial also offers farmers a methane biofuel option for New Holland’s T7 and T6 tractors. These models are a particularly good fit for livestock farms with digester equipment, which extract biogas from manure.

“Farmers grow crops and use waste products to generate biomethane, which powers the tractor, which, in turn, helps to grow those very crops,” New Holland’s website reads. 

Electrifying combines and larger pieces of equipment involves another set of challenges. Here, CNH Industrial is focusing on a hybrid strategy to satisfy customer demand for both performance and efficiency, while also achieving a sharp reduction in carbon emissions, de Amicis said. 

“Battery-electric, with no combustion, is a really good application for small machines,” he explained. “But when we move up, we know that — due to the limit of the power density and cost of the battery — we need to talk about hybridization for medium to large machines.

Much of the equipment attached to farm and construction vehicles is driven by hydraulic systems, which lend themselves to electrification.

“Electrification is an opportunity for efficiency,” de Amicis said. “A tractor is pointless alone. It is intended to pull and provide energy for something else — for implements. There is a lot of opportunity because of the hydraulics in implements, and if we move to electrification, we can improve controllability.”

Beyond EV batteries

As much as CNH Industrial and other firms have been helped along their electrification journey by the size and maturity of the on-road electric vehicle market, further progress in the off-road area will require a tailored approach.

The next step involves forming new supply chain partnerships to develop a battery designed specifically for high-voltage systems, de Amicis said. “We can’t simply copy and paste what the automotive industry is doing. Due to the specific requirements linked with our environment, a customized solution is required.”

The decarbonization of the agriculture and construction industries is only just beginning. But equipment suppliers such as CNH Industrial are poised to overcome the technology challenges and accelerate the transition away from fossil energy. 

To see the original post, follow this link: https://www.triplepundit.com/story/2023/electrification-agriculture-construction-equipment/778526


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Categories : Climate Change, corporate social responsibility, responsible brands, social responsibility, sustainability, sustainable brands

Simplifying the Path to Net-Zero With Technology

18 07 2023

Image credit: Anders J/Unsplash

By Amy Brown from Triple Pundit • Reposted: July 18, 2023

The world needs to cut greenhouse gas (GHG) emissions by almost half this decade to limit warming to 1.5 degrees Celsius as recommended by climate scientists, the United Nation warns. As companies wrestle with how best to meet their net-zero targets, technology presents an important and powerful tool to determine which approaches will make the greatest impact.

“Technology plays a key role in untangling some of those challenges and helping organizations achieve net-zero,” says Salma Bakr, product lead at the sustainability software company FigBytes.

Several mitigation options costing less than $100 per ton of carbon dioxide equivalent could reduce global emissions by at least half by 2030 compared to 2019, according to the sixth assessment report from the Intergovernmental Panel on Climate Change (IPCC). Examples include using more renewable power generated from sources like solar and wind, transitioning to more fuel-efficient vehicles, and using more energy-efficient technologies.

That’s good news for the more than 90 percent of business leaders who say they prioritize long-term decarbonization. “Companies play a crucial role in tackling climate change and benefit from decarbonization by reducing risks like extreme weather events and policy changes,” Bakr says. “In the long run, and as more low-carbon solutions are adopted and become more affordable, decarbonizing a business saves operational costs and enhances efficiency, for example, where you pay lower bills for your energy and waste.”

Why technology is key to unlocking solutions for climate action

In the context of decarbonizing businesses, technology comes under two categories, Bakr explains: digital technologies that enable a net-zero future, and physical technologies for climate mitigation or adaptation.

These technologies complement each other in support of net-zero targets. For example, digital technologies enable efficient and scalable processing of climate data, allowing for more informed problem detection and decision-making. They also allow companies to evaluate multiple decarbonization solutions virtually and chart the best path forward, Bakr says. Together, digital technologies have the potential to reduce emissions by up to 20 percent by 2050 if scaled and adopted in high-emitting sectors like energy, materials and mobility, according to the World Economic Forum.

Physical technologies, on the other hand, enable climate mitigation and adaptation. The IPCC’s sixth assessment report shows that several of these technologies have high potential for GHG reduction at scale. For climate mitigation, this includes solar and wind power, energy-efficient appliances and lighting, and fuel-efficient vehicles. For climate adaptation, a key example is building resilient power systems which provide a diverse and stable energy supply.

How digital technologies can accelerate progress to net-zero

Digital technologies enhance decarbonization efforts in multiple ways, Bakr says. Even more good news: Organizations of all sizes across every industry already use many of these digital tools to ease their progress toward strategic goals — making it fairly seamless to digitize their approach to climate action as well. 

For example, most businesses use foundational technologies to support daily tasks of measurement, reporting, and basic analytics for data-driven insights. Examples include enterprise resource planning (ERP) systems, customer relationship management (CRM) systems, and supply chain tracking systems.

“This means organizations don’t have to start from scratch,” Bakr says. “For example, they can add sustainability solutions ‘on top’ of their existing systems.”

Organizations can also use decision-making technologies as part of the daily course of doing business, where machine learning can be leveraged, for example, to imitate how humans learn and ingest new data, which can improve decision-making accuracy, Bakr says. Such technologies also allow organizations to use historical data to forecast future events, or provide actionable recommendations to inform actions around decarbonization.  

Another group of digital technologies increasingly embraced on the decarbonization journey are sensing and control technologies. These range from automation, robotics and drones to enhanced connectivity through the Internet of Things. By deploying these technologies, companies can more easily collect data from physical systems and more accurately control things like office temperature, humidity and lighting based on occupancy. 

Yet another category are enabling technologies that support organizations to operate more efficiently. Examples include cloud computing and mobile communication, which allow organizations to scale their resources on-demand.

Technology advances ease climate accounting

“Tracking progress is crucial,” in pursuit of climate goals, “as net-zero is all about beating the clock and making progress,” Bakr says. “That’s why climate action needs climate accounting first, including a comprehensive emissions inventory. And the main challenge in establishing an emissions inventory is a data problem: data collection, consolidation, validation, verification and so on.”

This is where technology is an asset, she explains. A climate accounting solution collects, validates and verifies activity data, and conducts basic emissions modeling, reporting and analytics. Making that solution cloud-hosted “helps scale data collection, cross-collaboration across teams and geographies, and stakeholder engagement, where you can collect data from anywhere in the world and scale your computations as needed,” Bakr says. 

Climate accounting systems can be integrated with decision-making technologies such as machine learning to augment the intelligence of an organization’s analytics, for example, to ensure the right emission factors are applied to calculate emissions data, she adds.

Companies and organizations that have set science-based targets should also keep watch on the “Progress Framework” under development by the Science Based Targets initiative, Bakr advises. It aims to advance the measurement, reporting and verification of science-based targets, providing clear and standardized expectations and guidance on how to measure, report and verify climate action progress against those targets.

This framework will support transparency and integrity by holding companies and financial institutions accountable for their climate targets. Development is expected to be completed at the 2023 U.N. Climate Change Conference (UNFCCC COP28) in Dubai in December.

Overcoming the challenge of future scenario planning

After the initial steps of streamlining a baseline emissions inventory and setting net-zero targets, an important but often challenging part of the decarbonization journey is the ability to forecast future emissions scenarios and understand associated risks and opportunities. “Many organizations find challenges in defining and analyzing net-zero scenarios,” Bakr says. “It’s a tricky and complicated process.”

But organizations can overcome that challenge by better understanding what is involved in a future climate scenario, she advises. “Scenarios should challenge business-as-usual assumptions about the future, but also illustrate a credible story comprising possible and consistent future events. Scenarios should also be relevant, meaning they explore future insights relating to the various implications of climate-related risks and opportunities. They should also be distinctive by exploring different permutations and combinations of key factors impacting future developments to generate multiple decarbonization alternatives for the organization to select from.”

Again, an organization can turn to technology to do this. “A solid climate accounting solution, coupled with decision-making capabilities, can help an organization forecast and visualize the future emissions associated with various scenarios based on the various data inputs considered,” Bakr says.

At the same time, technology isn’t a panacea, and it also has its own footprint to consider. “As we consider various technologies in the transition to net-zero, we need to also understand that those digital and physical technologies do produce emissions in one way or another,” she adds. “We need to take a systemic approach to tackling emissions reduction and stay on top of the latest research and development efforts.” 

Inaction is not a possibility

Taking action is the only option, Bakr points out. “The journey to net-zero is bumpy but inevitable,” she says. Organizations can set themselves up for success with a solid climate action strategy that aligns net-zero targets with the latest climate science, and leverages technology to speed up the transition.

“This will make the net-zero journey as efficient, effective and consistent as possible,” she says. Crucially, the goal should be to invest in net-zero innovation that extends beyond any single organization’s value chain: “Focus on bold reductions, first and foremost. And if your progress strays, make sure you realign by identifying more reduction potentials.”

This article series is sponsored by FigBytes and produced by the TriplePundit editorial team.


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How to Work in Sustainability at a Fashion Brand

18 07 2023

In 2018, Everlane made an environmental commitment to eliminate all virgin plastic from its supply chain. For Earth Month in 2023, the brand celebrated its progress with a limited-edition collection of “ReTrack” styles. Photo: Courtesy of Everlane

By Maura Brannigan from Fashionista via Yahoo Life • Reposted: July 18, 2023

As the fashion industry becomes more and more implicated in the climate crisis, brands and retailers are beginning to take more and more responsibility for their roles in it.

“Responsibility” takes many forms, of course: There’s true accountability and transparency, and then there’s greenwashing, in which companies of all makes and models invest more in marketing themselves as being sustainable than in tangibly tackling their environmental impact. It’s no surprise that the former is easier — and, often, more appealing — than the latter. That’s because in fashion, the climate crisis is an issue of systemic proportions. But a growing number of businesses are making key C-suite hires to rebuild those systems from the inside.

Enter the chief sustainability officer, a role tasked with addressing an organization’s approach to climate responsibility and, theoretically, minimizing the company’s environmental impact. And the job description is being written in real time.

“One of the toughest challenges in my career was creating a job for myself that hadn’t existed before,” says Reformation‘s Chief Sustainability Officer and VP of Operations Kathleen Talbot, who first joined the brand in 2014. “Sustainability was a brand-new field. When I reached out to Reformation, I had no background in fashion or business, but I was committed to learning and passionate about helping define what sustainability would look like at Reformation in the long term.”

Now a decade in, Talbot has worked to define Reformation’s environmental practices, from investing in green building infrastructure to publishing the brand’s quarterly Sustainability Report. But every retailer is venturing into this work from its own unique starting block, which makes this position a particularly challenging one.

Ahead, we spoke with folks at companies like Everlane and Depop about what a chief sustainability officer (or an equivalent title) actually does, why their job matters and how to break into the field for yourself.

How to get your big break in sustainability

Full-time roles in the intersection of fashion and sustainability are few and far between, which means that the people who currently hold them are at the top of their proverbial game — and have the experience to show for it.

While this often takes the form of a stacked resume, those in the field have an innate fascination with and appreciation of this planet, as well as knowledge of how to do better by it.

“I joke that I fulfill every stereotype you may have of a Seattleite,” says Reformation’s Talbot. “I’ve been interested in sustainability my whole life and have been aware from an early age that our future is dependent on changing our relationship with the environment.”

Talbot began her career in academia, having gotten a master’s degree in sustainability before looking to find ways to bridge the concepts she was teaching with action. Consumer products presented a new challenge: “There’s such an enormous opportunity to make things differently.”

Like Talbot, Kirsten Blackburn entered the apparel space from the outside, having previously worked in the policymaking and nonprofit sectors. While building out the advocacy program at The Conservation Alliance, which funds and partners with grassroots organizations working to protect wild places across North America, she began to explore the ways in which consumer structures, like fashion brands, can most efficiently move policy.

“When businesses pool resources and advocate for causes they care about, it makes a difference, more so than other actors in the policymaking space,” says Blackburn, director of Keen‘s environmental and social justice program, Keen Effect. “Brands — particularly privately-held, family-run brands like Keen — have a really huge opportunity to affect change.”

Justine Porterie, Depop‘s director of sustainability and DEI, entered sustainability from the corporate side, supporting large investors and fast-moving consumer-goods companies, like Unilever and PwC, with their responsible investment and sustainability strategies. After nearly a decade, Porterie joined a social incubator that investigated business opportunities to turn waste into resources.

“I stumbled upon fashion and was shocked by how wasteful the industry is,” she says. “One truckload of clothes ending up in the landfill every second — that’s mad, and what triggered the idea for my own company.”

Called Outstand, Porterie’s business specialized in curating secondhand fashion as an answer to curbing apparel’s waste crisis. She connected with Maria Raga, Depop’s former CEO, not long after, and began consulting with the peer-to-peer social e-commerce platform to help create its first sustainability strategy. Porterie officially joined the team in February 2020, and the rest, as they say, is history.

What your day-to-day might look like

At the highest level, a director of sustainability is responsible for identifying new ways to incorporate a climate focus across a brand’s operations. It’s a broad and seemingly ambitious set of obligations, but experts explain that typically, their job descriptions can be broken down into various subsets, including (but not limited to) supply chain management, political advocacy and PR and marketing.

To execute this position effectively, these folks need to touch every part of the business. At Reformation, for example, Talbot leads a team of six sustainability professionals to rally the brand’s 1,000-person employee base around a high-level vision.

“I consider us to be catalysts,” she says. “How do you actually adopt material innovations and key transitions? Identify and build relationships with strategic suppliers for decarbonization programs? Reduce transportation emissions? This work happens through daily decisions and doing ‘business per usual’ in a different way, so we’re constantly facilitating and pushing the team forward.”

The role extends beyond internal communications, of course: To functionally move the needle, those actually consuming the product need to “buy in” to the mission, too. This is where annual “sustainability reports” come in: They have different names from brand to brand, but serve a similar purpose of outlining goals and, more crucially, holding themselves — and their progress — accountable as they work toward those goals.

Everlane’s Impact Report, for example, outlines a short- and long-term strategy around its sustainability objectives by establishing three pillars: 1) Keep Earth clean, 2) Keep Earth cool and 3) Do right by people. Katina Boutis, the brand’s director of sustainability, isn’t only responsible for defining these intentions —she’s also tasked with bringing them to life.

“Our success hinges on our customers being brought along this journey with us,” says Boutis. “A really big part of what we’re doing is translating the work we do behind the scenes, not just to our own internal teams, but also to our broader community that we’re trying to foster.”

The skills you’ll want to hone 

There are a number of opportunities in sustainable fashion, and Depop’s Porterie finds they all require a slightly different skillset. Working in the sustainability team at a fashion company is different than in, say, business development at a circular fashion company, or in the field at a regenerative cotton farm. But all three positions contribute to advancing the sustainability agenda in the industry. For the wider team at Depop, stakeholder management is particularly essential — after all, Porterie says, their aim is to make their agenda everyone’s agenda, so influence is critical.

“I always recommend that people keen to break into sustainable fashion start by interrogating what they’re good at and what excites them first,” she says. “Is it data, reporting, policy, technology, agriculture, marketing, design?”

Beyond individual interests, these positions also require a profound and technical understanding of sustainability and the wider fashion industry. For Kenneth Loo, co-founder and CEO of communications agency Chapter 2, this includes knowledge of the reengineering of production processes, recycling, certifications and various sustainable materials and chemicals.

“The narrative has shifted,” says Loo, whose Sustainability division at Chapter 2 supports clients in the clean-fashion spaces. “We no longer discuss mere factories, but technology platforms striving for innovation and ‘future-proofing’ that seek recognition from industry leaders.”

Finally, experts recommend a quality slightly less quantifiable, and that’s work ethic, fueled by an unrelenting growth mindset. At Keen, Blackburn describes this as a “fail-fast and fail-forward mentality,” to take the challenging, largely systemic problems you’ve been handed and come up with creative solutions to fix them.

“How can you take learnings from something that didn’t go well and celebrate it? Every day we’re uncovering something we don’t know, and that’s not unique to KEEN — that’s sustainability and climate writ large,” says Blackburn. “We’re hoping that we’re collectively doing more of the right things so that we’ll collectively make an impact in the future.”

What you’re working toward

“Sustainability is now non-negotiable in fashion, thankfully,” says Reformation’s Talbot. “Given our industry’s outsized environmental impact, there’s more customer demand to integrate sustainability into brand and product than ever. It follows that we’re seeing more career opportunities in the field open up, even compared to just five years ago.”

In short: We’re at a tipping point because people — and regulators — are no longer having it. Depop research shows that 60% of the platform’s users would rather buy from a company with environmental and social standards, and they’re not afraid to walk away or even publicly boycott those who do not meet their standards.

“Navigating increasing stakeholder expectations and changing legislative landscapes alongside business priorities is not an easy task,” says Porterie. “Until sustainability is entirely embedded in the DNA and ways of working of fashion companies, there will be space for sustainability professionals to keep on driving the agenda from within.”

These professionals have their work cut out for them, to be sure, but progress is afoot: Just last month, EU parliament voted to support a set of anti-fast-fashion recommendationsthat force the fashion industry to operate more sustainably. Then there’s New York’s Fashion Act, which aims to hold major clothing labels (i.e., those with over $100 million in global revenue) accountable for their environmental and social impacts.

“These policies are not something that I think anyone would’ve necessarily thought would be possible,” says Everlane’s Boutis. “Sustainability professionals are critical at any level in any organization, but I think there’s a special place in certain industries, like fashion, that have this ability to cut through cultural movements and spaces in that way.”

To see the original post, follow this link: https://www.yahoo.com/lifestyle/sustainability-fashion-brand-120000397.html


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AccountAbility CEO Sees ESG Metrics as Key Predictors of Corporate Financial Health

15 07 2023

From AccountAbility • Reposted: July 15, 2023

AccountAbility, the trusted global ESG Consulting and Standards firm with a three-decade history in guiding leaders to build better companies, is pleased to announce that CEO Sunil (Sunny) A. Misser recently engaged in an exclusive interview with Nareit, the worldwide representative voice for REITs and listed real estate companies with an interest in U.S. Real Estate and Global Capital Markets.

AccountAbility, the trusted global ESG Consulting and Standards firm with a three-decade history in guiding leaders to build better companies, is pleased to announce that CEO Sunil (Sunny) A. Misser recently engaged in an exclusive interview with Nareit, the worldwide representative voice for REITs and listed real estate companies with an interest in U.S. Real Estate and Global Capital Markets.

In the interview, Mr. Misser shared insights on the latest trends in ESG practices, and the evolving landscape of sustainability within the corporate sector. This was framed against the ESG predictions and patterns observed by Mr. Misser over the past decade. Notably, the Consolidation and Standardization of ESG Frameworks and Standards at the highest level, and the significant shift as ESG metrics sit alongside financial metrics in predicting the future health of a company.

“Standardization and Consolidation of ESG Standards, Frameworks, Reporting, and Disclosure has occurred. ESG Metrics are now entering the mainstream of business. With this, ESG metrics will not be used to just report and disclose a company’s financial health, but more importantly predict it,” comments AccountAbility CEO Sunil (Sunny) A. Misser.

Mr. Misser spoke in detail on emerging ESG Trends that are shaping the corporate agenda, including the impact of geopolitical disruption across all facets of the global economy: Disruption of Supply Chains, Cost of Capital, Managing Inflation, Access and Cost of Energy, and Clear Direction of Monetary Policy. Business will need to respond to this New “G” (Geopolitics) in ESG while maximizing resilience to macro shocks and prioritizing uninterrupted service delivery.

Corporate Boards have long played a key role in setting an organizations culture, values, and business practices. Now, the structure of Boards is changing. Mr. Misser spoke to this trend and the emergence of Boards that will be purpose built with diversity of thinking (beyond just diversity of pigmentation) sitting alongside gender, socio-economic, professional, and cultural backgrounds as central to effective, future-focused Boards.

These emerging trends, as detailed within the AccountAbility 7 Sustainability Trends 2023 Report, together with the economic factors impacting specific geographies and industries, make clear the need for companies to integrate sustainability into their core business strategies to remain competitive and resilient in today’s rapidly evolving global market.

The AccountAbility 7 Sustainability Trends 2023 – Highlights

  1. The Net Zero Landscape: Against an unprecedented volume of net zero commitments, what are the risks for those that fail to act, and the opportunities for businesses to lead? 
  2. Stakeholder Activism Is Getting Louder: As businesses face increasing pressure to take a stance and demonstrate actionable progress on a range of ESG issues, how best can leaders balance this with the imperative to maximize shareholder value? 
  3. Geopolitics: The New “G” In ESG: In an era of increasingly globalized business operations, how can organizations address the outsized role that the new G (Geopolitics) is playing in the business landscape? 
  4. Building an Effective, Future-Focused Board: As demands and expectations shift, how best to equip future-focused Boards to meet the requirements of the evolving business environment? 
  5. Next Generation ESG Disclosure and Reporting: A shift from voluntary to mandatory ESG Disclosure is set to heighten attention on corporate sustainability disclosure practices. How will these changes impact ESG Reporting? 
  6. The Road to a Sustainable Value Chain: How can the integration of sustainability criteria into supply chains drive organizational shifts towards a more context-aware and competitive value chain? 
  7. Nature Based Assets Will Drive Valuations: As nature-based assets are increasingly recognized for their significant impact on valuations, what steps can companies take to achieve nature-based performance goals?

AccountAbility is committed to fostering knowledge sharing and collaboration and to helping advance the Global ESG agenda. By engaging in discussions with industry leaders such as Nareit, and with their 7 Sustainability Trends 2023 Report, the firm continues to advance the collective understanding of ESG trends, challenges, and opportunities that are shaping the business landscape.

The full Nareit interview with Mr. Misser can be viewed here.

Download the AccountAbility 7 Sustainability Trends 2023 Report.

To see the original post, follow this link: https://www.csrwire.com/press_releases/778726-accountability-ceo-sees-esg-metrics-key-predictors-corporate-financial-health


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How To Implement Philanthropy Into Your Work Culture

14 07 2023

Photo: Getty Images


By TH Herbert, Forbes Councils Member, Forbes Business Council via Forbes • Reposted: July 14, 2023

TH Herbert is the CEO of Semarchy, a data software company that enables organizations to leverage their data to create business value.

Giving back to those in need via your time, money or resources can be an incredibly rewarding experience. For businesses, giving back is a chance to use your status as a force for positive change and build a stronger teamwork culture in the process.

More people than ever are paying attention to brands that are taking a stance on something they care about, and employees are increasingly looking for more than just a paycheck. Aligning yourself with charitable work not only sets a great example but allows you and your team to play an active role in community improvement. With more conscious consumers and added corporate pressure to maximize short-term profits, however, many businesses need help understanding how to prioritize philanthropy.

While you don’t have to be a philanthropy-focused business to help your community, I believe that you do need to install some philanthropic spirit into your workplace. While philanthropy is essential in building a reputation for your company as a form of corporate social responsibility (CSR), it shouldn’t be exclusively a tactic to promote your brand image and profit through advertising or cause-related marketing. It’s much more than bolstering your reputation in the media—consider how your business can significantly impact the lives of others, including those within your own company.

Showing that your business is committed to positively impacting society beyond recognition and core business activities, which naturally helps build trust and goodwill among consumers, employees and other stakeholders, is what will ultimately lead to increased brand loyalty and support as a by-product.

According to America’s Charities, employee participation increases when a business decides to make a charitable choice. The company culture notably shapes how employees see their profession, so philanthropic acts, no matter how often, allow employees to use their knowledge and experience while doing good within a community. According to America’s Charities, workplace giving (donating directly from a paycheck) is the most common type of employee engagement. Approximately $5 billion is raised through workplace giving annually, according to America’s Charities.

But there are many more ways to act. Through a philanthropic culture, businesses can differentiate themselves and create a unique selling proposition that appeals to clients looking for socially responsible companies and dedicated to making a change in the world.

Philanthropy In Practice

As an example of how to put this in practice, my company celebrates an annual “Day of Giving.” Even as a highly virtual company, our team finds creative ways to make a positive impact, banding together to raise awareness and money for things like medical research, planting trees or volunteering at local charities.

It’s up to the organization to set an example. For example, during our annual day of giving, my company supplies software and services at huge discounts to nonprofits like Cancer Research U.K. I’ve found that these types of efforts can significantly raise your employer net promoter score(eNPS).

How To Incorporate Philanthropy Into Your Workplace

There are many ways to establish a culture of giving within your workplace. First off, your company itself must make giving a priority. Whether by donations, matching programs or allowing employees time away for charitable endeavors, taking steps to create a culture of generosity adds value to your business, meaning to your employees and instills why giving back is necessary.

Once people start getting involved, I’ve found that it becomes a domino effect. More employees will continue participating, and healthy, friendly competition will often develop between offices. Eventually, volunteer opportunities can expand into much larger endeavors, allowing your company to adopt a philanthropic culture on its own. Employees will feel encouraged to think outside the box, looking for ways to make a difference.

Value Your People

Before encouraging your employees to donate or volunteer for any cause with the company, you must show them that you value them. A business that treats its workers poorly won’t be able to promote a culture of giving back. If employees are unhappy, why would they want to spend more time volunteering with co-workers or contributing to company-wide charity events?

You must listen, support and properly acknowledge your employees for their work if you want to inspire them to share that value with those in need. An organizational health assessment is a good starting point. Ensure that time is taken to understand the feedback and make it actionable is key.

Volunteer As A Team

Establishing camaraderie creates a community within your work environment, allowing people to know one another more deeply. Seeing one member do something wholesome tends to encourage others to participate. Good deeds and kindness can be highly contagious.

I also recommend that you utilize suggestions from employees on charities they may have a connection with—making them a part of the decision making. You can rotate through ideas and make it a time your company looks forward to multiple times a year. It shouldn’t just be a one-time thing.

Donate More Than Money

Donating money is not the only option for charitable giving. Organizations need supplies, volunteers and resources right away, not the money to buy them later. Collecting items or organizing a volunteer day are often much better alternatives. This can also help everyone play a personal role in helping others, knowing that their items will improve other lives.

Giving back can be a great challenge for an organization; it takes time, planning and commitment. But I think you’ll be surprised about the benefits that come along with it. Creating a work environment with opportunities for community initiatives and charitable giving incites motivation for your team to succeed. Incorporating philanthropy into your business model can make your employees more responsible, inspired and satisfied with their jobs.

To see the original post, follow this link: https://www.forbes.com/sites/forbesbusinesscouncil/2023/07/13/how-to-implement-philanthropy-into-your-work-culture/?sh=56343b41447d


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Categories : corporate social responsibility, DEI, ESG, responsible brands, sustainability, sustainable branding, sustainable brands

Sustainability Still Extrinsic to Many Companies’ Cultures

13 07 2023

Graphic: CFO

But progress is being made in laying the strategic groundwork for embedding sustainability into organizations’ DNA. By Vincent Ryan from CFO • Reposted: July 13, 2023

“Sustainability is probably one of the biggest culture change jobs or change management jobs within a company,” said Levi Strauss’s chief sustainability officer at a National Retail Federation trade show earlier this year. “And if you’re working for a company with a very strong culture, I often find that you can use it to pull your strategy forward,” reported Sourcing Journal.

Building a culture that embraces sustainability can serve as an accelerant, agreed the Conference Board and accounting firm Baker Tilly in a report released on July 10. For example, a prime benefit of embedding sustainability into the culture is ensuring “that sustainability is integrated into the company’s business planning processes and the microdecisions employees make daily,” according to the Conference Board report.

Environmental, social, and governance efforts and sustainability — which the Conference Board defines as “the full range of initiatives designed to promote the long-term welfare of a company, its multiple stakeholders, society at large, and the environment” — are increasingly on the minds of business stakeholders. 

In addition to upcoming regulatory mandates, it’s why 494 companies in the S&P 500 disclosed some level of ESG-related information for reporting periods ending in 2021, 30 more than in 2020, according to a recent release from the Center for Audit Quality. And 320 S&P 500 companies disclosed having some ESG metrics audited, up from 282 the year before.

Slow Progress

But reporting is one thing, shifting company culture another.

So far, not many companies that participated in the Conference Board research have reached the goal of deeply embedding sustainability into their companies’ cultures. (The data is from a working group of more than 250 executives from 160 companies that the Conference Board interviewed in multiple sessions over eight months in 2022.)

According to the Conference Board, many companies are laying the essential groundwork before focusing on the cultural aspects. 

It may take two to three years before a company begins to make tangible progress on the cultural front.

According to the Conference Board, the “prerequisites” for building a company culture infused with an ethos of sustainability are: 

Conducting a strategic analysis to determine the sustainability areas the company should focus on; 

  1. determining whether those areas intersect with the company’s business and processes; 
  2. setting goals in those key areas and deciding how to provide incentives to achieve them; 
  3. establishing appropriate governance structures at the board and management level to achieve those goals; and 
  4. developing a core narrative that tells the company’s sustainability story. 

“Once a company has those strategic elements in place, it can turn to culture — recognizing that changing culture will take time and resources,” according to the Conference Board report. “Indeed, it may take two to three years before [a] company begins to make tangible progress on the cultural front.”

The CFO’s Role

The CFO would be crucial in at least four of those strategic tasks. But a CFO also has a big responsibility to help the CEO (who the Conference Board says should take the leadership role) build the business case for sustainability and, as part of that, bring in the perspective of investors, business partners, and regulators.

However, CFOs should note that making the case for building a sustainability culture involves “both the positive ROI (return on investment) and the negative ROI (risk of inaction),” according to the Conference Board.

“Explaining the negative consequences of failing to change can be a powerful initial motivator that supports the positive case for how increasing the organization’s focus on sustainability will improve the company’s performance in the marketplace, including the markets for products and services, talent, and capital,” the report said.

Positive ROI shouldn’t be neglected, however. As columnist Steve McNally suggested on CFO.com more than a year ago, “Sustainability initiatives can impact long-term planning and value creation. Seek sustainability initiatives with a positive ROI to benefit the organization’s bottom line.”

Target Middle Management

For a cultural change to take root, it must have widespread employee buy-in. A culture of sustainability requires training employees, instilling in them a sense of personal responsibility and accountability, encouraging cross-functional collaboration, and providing incentives like senior management recognition, compensation, or both to change behaviors.

To do that, the Conference Board recommends focusing on middle management — the people making business unit-level decisions and running day-to-day operations.

“Savvy and well-resourced middle managers build buy-in and participation by translating company vision [into] day-to-day execution.”

To see the original post, follow this link: https://www.cfo.com/strategy/sustainability/2023/07/sustainability-culture-esg-roi-business-case-employee-training-incentives/


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Categories : corporate social responsibility, ESG, reputation management, responsible brands, social responsibility, sustainable branding, sustainable brands

How To Be An Impactful Sustainability Leader

13 07 2023

Image: Getty

By Claire Simier, Forbes Councils Member & Forbes Coaches Council • Reposted: July 13, 2023

Claire Simier is the founder and managing principal of Simier Partners.

Within enterprises today, there is an increasing focus on sustainability, with both internal and external stakeholders demanding sustainable initiatives and culture. Within the context of organizational leadership, sustainability refers to both environmental and social outcomes.

This includes everything from minimizing an organization’s negative impact on the environment to being ecologically responsible and reducing or reversing the effects of pollution and climate change. It also involves supporting the well-being of a company’s employees and stakeholders and implementing programs to reduce economic and social inequality in the various communities in which the business operates.

Given the impact of business on people and on the planet, organizations need leaders with a clear sustainability leadership commitment. These leaders must be able to effectively integrate sustainability into organizational strategy and operations, leveraging a sustainable mindset with the skills and initiative to drive the transformation needed to achieve sustainability and commercial profitability.

Adopting A Sustainable Mindset

To implement meaningful sustainable transformation, leaders must develop a sustainable mindset. Plainly stated, a sustainable leader puts sustainability at the core of the business model and is committed to the belief that the commercial success and performance of a business is directly linked with the social and environmental framework in which it operates. A leader with this mindset recognizes sustainability as a source of competitive advantage and is driven by implementing and incorporating changes with the greatest ecological and social impact—for both the short and long term. (This sometimes means taking actions at some short-term cost to profit margins, or operating in a more logistically complex way to keep sustainability at the forefront, understanding the long-term effects will result in environmental, social and economic profitability.)

Sustainable leaders consistently reflect on sustainable values and are able to respond in the most effective way to social and environmental complexities, sometimes challenging traditional approaches to business if necessary. This means promoting sustainable practices in their organizations and surrounding communities, as well as encouraging others to do the same. They both have the intention and the commitment to truly be purpose-driven, with sustainability and long-term profitability as their guiding principles.

Communicating And Relationship-Building

Conveying the mindset of sustainability relies on effective communication to create a shared vision among individuals and organizations, cultivating an environment for collective progress with similar goals. As with any good communicator, sustainable leaders are clear and direct about their sustainable goals and values, which allows them to inspire others to join in the work ahead. These leaders have a knack for breaking down complex information and data about sustainable strategy into understandable message points that are accessible for a range of different audiences. They are skilled at active listening and storytelling and are able to pivot and adapt to the shifting and growing challenges that the environment is facing.

Moreover, these individuals use their skills to build bridges between sometimes disparate groups. They understand the need to build relationships in order to broaden knowledge on numerous topics with one or two strong pillars of expertise and to convey knowledge across sectors to achieve long-term sustainability goals. They know when it’s time to engage ecosystems with specialties beyond those of their organization and can effectively collaborate with leaders in different roles to integrate action plans and key strategies.

Inspiring Others To Look Ahead

Sustainable leaders understand that they must lead by example—by living an authentic and sustainable lifestyle themselves. To get alignment on sustainability goals, they must establish their own credibility, by their passion and personal values, to inspire others. These leaders generate trust which, in turn, increases others’ willingness to work collaboratively towards shared sustainability goals.

Aligning their words with actions, they demonstrate what leading with authenticity looks like, which allows them to inspire others and shift the culture around them. They aren’t intimidated by doing the hard work of reexamining a company’s core values to ensure that the way it operates reflects their commitment to sustainability.

Moreover, these leaders have the courage to look toward an uncertain future, organizationally, ecologically and globally. The complexity of sustainability initiatives can sometimes be financially daunting to reexamine in the short-term; taking a long-term perspective requires patience and perspicacity, but can help leaders make decisions while carefully considering their far-reaching impact on the organization and its stakeholders. Sustainability leaders must recognize the long-term impacts of both climate change and social changes, and provide resources that have the potential to deliver long-lasting results. Those who can embrace and lead with purpose-driven objectives, as well as accountability and progress check-points to keep them from resorting to outdated ways of operating, will be more successful in the long term.

Bringing Everyone Together

A key component of relationship-building is involving a range of stakeholders in decision-making and taking action about sustainable approaches. Sustainable leaders who implement long-term strategies that cast a wider net of goals can better engage stakeholders. They are keenly aware and able to illustrate how integration of sustainability in businesses is both environmentally and socially responsible. Doing so will, in turn, create a competitive distinction, allowing businesses to retain investor support and attract top talent.

When employees, clients and other stakeholders encounter truly sustainable leadership—evidenced by a stated intention, practice and implementation of initiatives that meaningfully support social and environmental goals—it fosters an unusual and enduring relationship of trust and transparency. As organizations all over the world continue to shift their priorities, seek to reduce their environmental impact, save costs, engage employees, enhance their reputation and comply with regulations, leaders who embody a sustainable mindset will be at a strategic and competitive advantage.

To see the original post, follow this link: https://www.forbes.com/sites/forbescoachescouncil/2023/07/12/how-to-be-an-impactful-sustainability-leader/?sh=66f6fddb6a66


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New Certification Raises Bar for Restaurant Sustainability Practices

12 07 2023

IMAGE: ELENA REYGADAS’ ROSETTA RESTAURANT IN MEXICO CITY

The Food Made Good Sustainability Standard is the only certification designed to measure restaurants’ social and environmental impacts, wherever they are in the world. It also highlights areas for improvement and provides credibility in communicating sustainability practices to customers. From Sustainable Brands * Reposted: July 12, 2023

After 15 years of operating in the UK, the Sustainable Restaurant Association (SRA) has launched a globally accessible platform to allow hospitality businesses everywhere to take 360-degree accountability for sustainability to a standard that is recognized by industry and consumers alike.

In response to the universal scale of food-system issues within hospitality, juxtaposed by a genuine desire from chefs and industry workers to contribute to a solution, the SRA has developed the holistic, functional and global Food Made Good Sustainability Standard— which aims to level the playing field by providing businesses with trustworthy, expert-led and up-to-date accreditation, as well as guidance on continued improvement in their commitment to sustainability and credibility in communicating sustainable business practices to customers.

Developed with input from leading food businesses and international experts — including the Ellen McArthur Foundation, WRAP and the Ethical Trade Initiative — the newly global Standard is the only certification specifically designed to measure a restaurant’s social and environmental impact, wherever they are in the world.

The Food Made Good Sustainability Standard builds on The SRA’s signature Food Made Good assessment — which has been the sustainability accreditation of choice for UK foodservice businesses – covering more than 12,000 sites – since its launch in 2010, and has been used as the basis for judging the sustainability award for The World’s 50 Best Restaurants and Bars and all of its regional offshoots since 2013. Used by world-renowned chefs — including France’s Raymond Blanc OBE, Mexico’s Elena Reygadas, The Netherlands’ Richard Ekkebus and Spain’s Ángel León, all of whom embrace sustainability as a cornerstone of their cuisine — the new Standard is designed to measure a business’s social and environmental impact and is built on a 10-point framework, organised across three pillars: Sourcing, Society and Environment. In order to be both effective and globally applicable, the Food Made Good Standard is closely aligned with international norms — including the UN Sustainable Development Goals.

“In an environment in which chefs and restaurant operators understand the need to act urgently and decisively, we recognized the need for a holistic framework defining what ‘good’ looks like across both environmental and social issues,” explains Juliane Caillouette Noble, Managing Director of The SRA. “Issues like food waste, treating staff fairly and animal welfare are universal. Now’s the moment for a global conversation about what it means to be a good restaurant in every sense — with a certification that is digestible for every business, supplier, owner and guest. We are setting the Standard by which a restaurant in Buenos Aires, Beijing or Birminghamcan accurately compare its sustainability achievements and join the Food Made Good movement to build a better industry for our planet.”

Since 2010, The SRA has worked to advance sustainability in hospitality across the UK. Now, with the global Food Made Good Standard, it aims to connect businesses around the world to accelerate change towards a hospitality sector that is socially progressive and environmentally restorative. Areas of focus within each of the three pillars include:

Sourcing
1. Celebrate provenance
2. Support farmers and fishers
3. Serve more plants, better meat
4. Source seafood sustainably

Society
5. Treat staff fairly
6. Feed people well
7. Support the community

Environment
8. Reduce your footprint
9. Waste no food
10. Reduce, reuse and recycle

To achieve the Food Made Good Standard, restaurants must submit answers and evidence on the Food Made Good digital platform and must score at least 50% in the evaluation across the three pillars. Each submission is evaluated, evidence-checked and subjected to a final enquiry from SRA experts, before a final report is completed with a score and an action plan for improvement. Those that score 50-59% will be awarded a 1-Star rating; those scoring 60-69%, 2 Stars; and 70%+, 3 Stars.

“The work The SRA is doing through globally standardizing sustainability in our industry is not only inspired but essential,” Chef Blanc says. “We, as restaurateurs and business operators, need to understand where we are today to work out where we’re going tomorrow. By creating the tools needed to turn the individual’s commitment to sustainability into measurable, reportable action, the Standard is offering accountability and transparency, which are fundamental to the future of our livelihoods and indeed our lives.”

The SRA invites any restaurant, anywhere in the world to start its journey at standard.foodmadegood.org. Its ambition is to help 100,000 restaurants to transform what we eat, how we eat and the impact this has on the world by 2030.

To see the original post, follow this link: https://sustainablebrands.com/read/walking-the-talk/certification-raises-bar-restaurant-sustainability-practices


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