This document summarizes trends in sustainability and integrated reporting in 2013. Key points include: sustainability has become mainstream and boosts profits; companies are setting tough sustainability goals and reaping benefits from sustainability reporting; reporting is becoming more integrated across financial and non-financial metrics; and materiality or issues most important to investors are becoming a priority in reporting. Implementation of integrated reporting requires organizational change and will take 3-5 years for many companies.
The document introduces the concept of integrated performance management (IPM), which aims to address financial, social, and environmental aspects of business performance equally. IPM follows a plan-do-check-act management cycle to develop strategy, implement key performance indicators, monitor progress, and use results to improve decisions. Companies are moving to IPM to comply with regulations, manage risks, meet investor demands, and attract employees. The document analyzes IPM practices at 16 major companies and defines key concepts like business value, materiality, and methodology.
The document provides a framework for developing and implementing a corporate sustainability strategy plan. It begins by discussing surveys that found awareness of sustainability's importance is growing among executives, but there is lack of consensus on what matters and how to measure its impact. The plan's goals are to help the company be recognized as accountable, assure capital market access, outperform on sustainability returns, and build reputation. The proposed framework involves 6 phases: 1) creating a sustainability culture, 2) mapping strategy areas, 3) benchmarking governance and finance standards, 4) assessing issues, 5) setting strategies and goals, and 6) an action plan. Benchmarking to standards like the Equator Principles and Dow Jones Sustainability Index can help lower costs
Partnerships for the Goals - 11 Best Practice Examples from the Chemicals Ind...Finch & Beak
The chemicals industry may be one of the most active sectors when it comes to collaborating and partnering, particularly in (open) innovation models. However, sector-wide industry data from eRevalue on what chemical companies report on in terms of SDGs showed that reporting on goals 9 (industry, innovation and infrastructure) and 17 (partnerships for the goals) stays far behind.
Are chemical players being too modest, or take this for granted? We have selected a number of partnerships that illustrate how the industry collaborates in order to create impact across a range of the sector’s most material Sustainable Development Goals.
How Innovation and Technology Will Fuel the Transition to Sustainable Enterpr...EricCuka
This report has been created to provide insight as to why businesses should adopt sustainability practices into their core business strategies. Innovation and technology have not only created increased pressure and transparency, they have also created enormous opportunity for businesses in today's high-demand economy. There are incredible examples covered in the included research which demonstrate how organizations have utilized eco-efficiencies to increase margins while simultaneously benefiting both core and fringe stakeholders. The key concept of this paper is to encourage companies to embrace sustainability into their corporate culture in order to fuel innovation and create competitive advantages. Technology can be leveraged in a wide array of possibilities to maximize operational efficiencies, increase margins, and impact society at the same time. The research conducted to support the main argument of this report includes readings from Saint Cloud State University's MBA 605 - Strategies for Sustainable Development class, as well as multiple external readings from credible internet sources.
Anyone who is employed in a technology field will find this report especially interesting; however, the content is relevant to multiple areas of business and business strategy. Whether you are passionate about sustainability or not, the research in this paper will apply to you if you are interested in maximizing operational efficiencies through innovation and technology. The key eco-efficiencies covered include: reduced material and waste expenses, reduced energy expenses, and reduced water expenses. As companies embrace technology, combined with a sustainable strategy, additional innovations will be constructed as these companies strive towards becoming sustainable. The bottom line is that technology and innovation will fuel the transition to sustainable enterprises. Is your company going to be left behind?
This document introduces the Value Driver Model as a tool for companies to communicate the business value of sustainability to investors. The model focuses on measuring the impact of sustainability on three key value drivers: 1) Sustainability-advantaged growth (S/G), which measures revenue from sustainable products/services. 2) Sustainability-driven productivity (S/P), which measures cost savings from sustainability initiatives. 3) Sustainability-related risk management (S/R), which measures performance on sustainability risks. The goal is to quantify how sustainable business strategies impact financial results like revenues and costs. Case studies show some companies already using this approach successfully.
The document discusses recent changes in sustainability and ESG reporting standards. It notes that organizations are working to develop comprehensive and consistent global standards to increase transparency and comparability. Initiatives are underway to merge existing standards and develop a unified framework for sustainability reporting. Stakeholders are calling for standardized metrics and disclosures to better measure performance and contributions to sustainable development goals.
The document provides guidance for sustainability reporting for the oil and gas industry. It was created by organizations focused on environmental and social issues in the oil and gas sector. The guidance outlines 21 issue areas and 42 performance indicators across 5 modules to help companies structure sustainability reports. It also discusses how reporting can demonstrate contributions to UN Sustainable Development Goals and benefits of transparency, such as gaining contracts and mitigating supply chain risks.
The document discusses 7 best practices for sustainability that have helped organizations stay at the leading edge. These practices include: 1) setting sustainability goals and measuring success, 2) stakeholder engagement, 3) sustainability issues mapping, 4) sustainability management systems, 5) product life cycle assessment and design, 6) sustainability reporting, and 7) integrating sustainability into brands. It argues that while sustainability can generate revenue and reduce costs, most organizations are not taking full advantage of these tools and should prioritize implementing as many of these practices as possible to improve.
The document introduces the concept of integrated performance management (IPM), which aims to address financial, social, and environmental aspects of business performance equally. IPM follows a plan-do-check-act management cycle to develop strategy, implement key performance indicators, monitor progress, and use results to improve decisions. Companies are moving to IPM to comply with regulations, manage risks, meet investor demands, and attract employees. The document analyzes IPM practices at 16 major companies and defines key concepts like business value, materiality, and methodology.
The document provides a framework for developing and implementing a corporate sustainability strategy plan. It begins by discussing surveys that found awareness of sustainability's importance is growing among executives, but there is lack of consensus on what matters and how to measure its impact. The plan's goals are to help the company be recognized as accountable, assure capital market access, outperform on sustainability returns, and build reputation. The proposed framework involves 6 phases: 1) creating a sustainability culture, 2) mapping strategy areas, 3) benchmarking governance and finance standards, 4) assessing issues, 5) setting strategies and goals, and 6) an action plan. Benchmarking to standards like the Equator Principles and Dow Jones Sustainability Index can help lower costs
Partnerships for the Goals - 11 Best Practice Examples from the Chemicals Ind...Finch & Beak
The chemicals industry may be one of the most active sectors when it comes to collaborating and partnering, particularly in (open) innovation models. However, sector-wide industry data from eRevalue on what chemical companies report on in terms of SDGs showed that reporting on goals 9 (industry, innovation and infrastructure) and 17 (partnerships for the goals) stays far behind.
Are chemical players being too modest, or take this for granted? We have selected a number of partnerships that illustrate how the industry collaborates in order to create impact across a range of the sector’s most material Sustainable Development Goals.
How Innovation and Technology Will Fuel the Transition to Sustainable Enterpr...EricCuka
This report has been created to provide insight as to why businesses should adopt sustainability practices into their core business strategies. Innovation and technology have not only created increased pressure and transparency, they have also created enormous opportunity for businesses in today's high-demand economy. There are incredible examples covered in the included research which demonstrate how organizations have utilized eco-efficiencies to increase margins while simultaneously benefiting both core and fringe stakeholders. The key concept of this paper is to encourage companies to embrace sustainability into their corporate culture in order to fuel innovation and create competitive advantages. Technology can be leveraged in a wide array of possibilities to maximize operational efficiencies, increase margins, and impact society at the same time. The research conducted to support the main argument of this report includes readings from Saint Cloud State University's MBA 605 - Strategies for Sustainable Development class, as well as multiple external readings from credible internet sources.
Anyone who is employed in a technology field will find this report especially interesting; however, the content is relevant to multiple areas of business and business strategy. Whether you are passionate about sustainability or not, the research in this paper will apply to you if you are interested in maximizing operational efficiencies through innovation and technology. The key eco-efficiencies covered include: reduced material and waste expenses, reduced energy expenses, and reduced water expenses. As companies embrace technology, combined with a sustainable strategy, additional innovations will be constructed as these companies strive towards becoming sustainable. The bottom line is that technology and innovation will fuel the transition to sustainable enterprises. Is your company going to be left behind?
This document introduces the Value Driver Model as a tool for companies to communicate the business value of sustainability to investors. The model focuses on measuring the impact of sustainability on three key value drivers: 1) Sustainability-advantaged growth (S/G), which measures revenue from sustainable products/services. 2) Sustainability-driven productivity (S/P), which measures cost savings from sustainability initiatives. 3) Sustainability-related risk management (S/R), which measures performance on sustainability risks. The goal is to quantify how sustainable business strategies impact financial results like revenues and costs. Case studies show some companies already using this approach successfully.
The document discusses recent changes in sustainability and ESG reporting standards. It notes that organizations are working to develop comprehensive and consistent global standards to increase transparency and comparability. Initiatives are underway to merge existing standards and develop a unified framework for sustainability reporting. Stakeholders are calling for standardized metrics and disclosures to better measure performance and contributions to sustainable development goals.
The document provides guidance for sustainability reporting for the oil and gas industry. It was created by organizations focused on environmental and social issues in the oil and gas sector. The guidance outlines 21 issue areas and 42 performance indicators across 5 modules to help companies structure sustainability reports. It also discusses how reporting can demonstrate contributions to UN Sustainable Development Goals and benefits of transparency, such as gaining contracts and mitigating supply chain risks.
The document discusses 7 best practices for sustainability that have helped organizations stay at the leading edge. These practices include: 1) setting sustainability goals and measuring success, 2) stakeholder engagement, 3) sustainability issues mapping, 4) sustainability management systems, 5) product life cycle assessment and design, 6) sustainability reporting, and 7) integrating sustainability into brands. It argues that while sustainability can generate revenue and reduce costs, most organizations are not taking full advantage of these tools and should prioritize implementing as many of these practices as possible to improve.
The UN Global Compact-Accenture CEO Study on Sustainability 2013Sustainable Brands
This document is a report from the UN Global Compact and Accenture on their 2013 CEO study on sustainability. It provides an overview of the study, which included over 1,000 CEO surveys and 100 in-depth interviews with business leaders. The report finds that while sustainability has grown in importance, business may have reached a plateau in progress due to a lack of systemic change. However, sustainability leaders are pioneering new collaborative approaches focused on impact and value creation. The report aims to help articulate new global priorities and an architecture to better align business with sustainable development goals.
Mr. James. M. Donovan, CEO of ADEC Innovations, speaks to a group of AIM graduate students about how he grew a small operation providing back office services into a global organization.
This document discusses the need for organizations to reinvent their management models for the 2020s and beyond. It argues that while business models have changed due to new technologies and customer demands, organizational models have not fundamentally changed since the 1990s. The COVID-19 crisis both exposed weaknesses in current models but also showed that organizations can overcome bureaucracy with urgency. The document proposes 10 "ground rules" for reinventing management, such as aligning around a clear purpose and definition of winning, focusing resources on top priorities, eliminating matrix structures, and making customer value the core operating principle.
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ...Sustainable Brands
In this data-rich session, top-notch researchers will share their latest observations around the state of play of corporate sustainability within the broader economy, focusing on appetizing new market conditions, incentives, ROI studies and risk management opportunities. Each presentation will be followed by Q&A allowing attendees to glean additional insight on the spot and identify knowledge gaps by discussing the landscape of available data. Expect a wealth of hard information, accompanied by a great opportunity for Q&A with researchers and peers to help inform your strategy for 2014 and beyond.
A framework is proposed to help executives develop effective corporate strategies for delivering outstanding value to customers despite limited resources. The framework involves mapping stakeholders' needs and available resources, developing business models, ensuring mutually beneficial exchanges, focusing on critical mass and network effects, and aligning vision with market opportunities.
This document outlines an 8-step strategy for developing effective sustainability reporting. The steps include: creating a roadmap; identifying key players; developing accountability structures; leveraging technology; identifying quick ROI opportunities; communicating successes; continually assessing and refining the strategy; and creating a sustainable culture from the top down. The overall strategy is meant to help companies capture and report on sustainability goals in the face of challenges collecting and analyzing sustainability data from different business units.
2018 presentation on resources to support csr business case john heckbert -...John Henry Heckbert
I created a brief presentation to summarize some research we compiled on the business value of certain dimensions of CSR - Diversity, Community Investment, and Volunteering.
Six growing trends in corporate sustainability 2013Jaime Sakakibara
Earlier this month Ernst & Young and GreenBiz Group released a new study, entitled ‘2013 Six Growing Trends in Corporate Sustainability.’ Based primarily on a survey of the GreenBiz Intelligence Panel of executives and thought leaders engaged in sustainability, this study reveals that “companies are increasingly connecting the dots between risk management and sustainability by making sustainability issues more prominent on corporate agendas.”
Sustainability Knowledge Group has launched a new digital reporting tool through a partnership with APlanet. The tool will allow SKG's clients to easily manage and track sustainability performance and ESG criteria. It provides dashboards to unify sustainability data in one place and create reports aligned with standards like GRI and SASB. The partnership will digitalize SKG's services and revolutionize how it collaborates with clients.
'The Role of Leadership & Innovation in Business Sustainability'johnsts
This document discusses the roles of leadership and innovation in developing business sustainability. It argues that leadership is critical to implementing a holistic sustainability strategy and establishing sustainability values throughout an organization. Innovation is also key, including innovating business models, processes, products, and ways of thinking. The document provides examples of how leadership can guide an organization's sustainability culture and how businesses can demonstrate leadership in their industries and supply chains through cooperation on sustainability initiatives.
The survey found that CSR is taken seriously in Birmingham, with 83% of businesses having formal CSR policies. Social issues are the main focus of CSR programs, particularly employability, education, children and young people. While larger businesses tend to have more formalized CSR structures, smaller businesses dedicate similarly high proportions of resources. There is a strong focus on local issues and causes. CSR is seen as important for enhancing brands and recruiting/retaining employees. Most respondents see a moral imperative to CSR.
This document provides information about IHS Inc., a leading information and analytics company, and its approach to corporate sustainability. It discusses IHS's financial performance, sectors and global operations. It emphasizes that corporate sustainability helps attract talent, drive innovation and supports long-term profitability. The document outlines IHS's sustainability initiatives including establishing sustainability as a corporate goal and participation in sustainability index assessments to improve performance. IHS aims to be a sustainability leader and integrate it throughout its culture and solutions to enable efficiency and long-term success.
ESG DX enables effective integration of ESG sustainability into business strategy, model, and operations based on data-driven material ESG risks/opportunities/impacts assessment across supply and value chain.
ESG DX enables ESG sustainability data informed decision-making to lead an ESG sustainable company.
ESG DX enables ESG sustainability data gathering and sharing for sustainable development of innovative products/services and their manufacturing/providing.
ESG DX enables ESG sustainability serve as a growth engine by innovating company’s operations, products and services, as well as creating new revenue streams.
ESG DX enables automation of ESG sustainability performance measurement and reporting process.
The Evolution of Aggregation and Reporting of ESG Data: Observations from a L...Sustainable Brands
Bloomberg is a rather unique player in the sustainability space – it is an aggregator and provider of ESG data, a media outlet following and analyzing key developments in the space, and a company with sustainability-minded leadership that just issued an impact report following both GRI and SASB reporting standards, all in one. In this presentation, Bloomberg LP’s Global Head of Sustainable Business & Finance Curtis Ravenel will share his latest observations on overall progress in aggregating and reporting ESG performance data.
Accenture sustainability academy_overviewAndy Green
The Sustainability Academy provides online sustainability training to help organizations develop a sustainability mindset among employees. It offers courses, webinars, and articles on topics like economic impacts of sustainability. This flexible learning solution addresses skills challenges through affordable global access. By operating virtually, it also supports sustainability goals through reduced carbon emissions compared to in-person training.
Discussion on the economic value of implementing sustainable business practices in small and mid-sized companies. Includes three case studies and resource links.
The document summarizes information about the Sustainability Knowledge Group, a global advisory firm focused on CSR and sustainability solutions. It provides an overview of the services offered, including sustainability reporting, strategy, and training. It also discusses how the GRI and SASB sustainability reporting standards work together to provide a comprehensive picture of a company's ESG performance and meet the needs of different stakeholders.
Presented during Tshikululu's first Serious Social Investing workshop, which took place on 25 and 26 February 2010. Sarah Morrison (client relationship manager, Tshikululu Social Investments) discusses strategy in corporate social investment.
How to measure the impact and return on investment of social/community investment and development. This presentation contains evidence of successful measurement and provides case studies of typical measurement aspects. More information is provided on: www.nextgeneration.co.za
The UN Global Compact-Accenture CEO Study on Sustainability 2013Sustainable Brands
This document is a report from the UN Global Compact and Accenture on their 2013 CEO study on sustainability. It provides an overview of the study, which included over 1,000 CEO surveys and 100 in-depth interviews with business leaders. The report finds that while sustainability has grown in importance, business may have reached a plateau in progress due to a lack of systemic change. However, sustainability leaders are pioneering new collaborative approaches focused on impact and value creation. The report aims to help articulate new global priorities and an architecture to better align business with sustainable development goals.
Mr. James. M. Donovan, CEO of ADEC Innovations, speaks to a group of AIM graduate students about how he grew a small operation providing back office services into a global organization.
This document discusses the need for organizations to reinvent their management models for the 2020s and beyond. It argues that while business models have changed due to new technologies and customer demands, organizational models have not fundamentally changed since the 1990s. The COVID-19 crisis both exposed weaknesses in current models but also showed that organizations can overcome bureaucracy with urgency. The document proposes 10 "ground rules" for reinventing management, such as aligning around a clear purpose and definition of winning, focusing resources on top priorities, eliminating matrix structures, and making customer value the core operating principle.
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ...Sustainable Brands
In this data-rich session, top-notch researchers will share their latest observations around the state of play of corporate sustainability within the broader economy, focusing on appetizing new market conditions, incentives, ROI studies and risk management opportunities. Each presentation will be followed by Q&A allowing attendees to glean additional insight on the spot and identify knowledge gaps by discussing the landscape of available data. Expect a wealth of hard information, accompanied by a great opportunity for Q&A with researchers and peers to help inform your strategy for 2014 and beyond.
A framework is proposed to help executives develop effective corporate strategies for delivering outstanding value to customers despite limited resources. The framework involves mapping stakeholders' needs and available resources, developing business models, ensuring mutually beneficial exchanges, focusing on critical mass and network effects, and aligning vision with market opportunities.
This document outlines an 8-step strategy for developing effective sustainability reporting. The steps include: creating a roadmap; identifying key players; developing accountability structures; leveraging technology; identifying quick ROI opportunities; communicating successes; continually assessing and refining the strategy; and creating a sustainable culture from the top down. The overall strategy is meant to help companies capture and report on sustainability goals in the face of challenges collecting and analyzing sustainability data from different business units.
2018 presentation on resources to support csr business case john heckbert -...John Henry Heckbert
I created a brief presentation to summarize some research we compiled on the business value of certain dimensions of CSR - Diversity, Community Investment, and Volunteering.
Six growing trends in corporate sustainability 2013Jaime Sakakibara
Earlier this month Ernst & Young and GreenBiz Group released a new study, entitled ‘2013 Six Growing Trends in Corporate Sustainability.’ Based primarily on a survey of the GreenBiz Intelligence Panel of executives and thought leaders engaged in sustainability, this study reveals that “companies are increasingly connecting the dots between risk management and sustainability by making sustainability issues more prominent on corporate agendas.”
Sustainability Knowledge Group has launched a new digital reporting tool through a partnership with APlanet. The tool will allow SKG's clients to easily manage and track sustainability performance and ESG criteria. It provides dashboards to unify sustainability data in one place and create reports aligned with standards like GRI and SASB. The partnership will digitalize SKG's services and revolutionize how it collaborates with clients.
'The Role of Leadership & Innovation in Business Sustainability'johnsts
This document discusses the roles of leadership and innovation in developing business sustainability. It argues that leadership is critical to implementing a holistic sustainability strategy and establishing sustainability values throughout an organization. Innovation is also key, including innovating business models, processes, products, and ways of thinking. The document provides examples of how leadership can guide an organization's sustainability culture and how businesses can demonstrate leadership in their industries and supply chains through cooperation on sustainability initiatives.
The survey found that CSR is taken seriously in Birmingham, with 83% of businesses having formal CSR policies. Social issues are the main focus of CSR programs, particularly employability, education, children and young people. While larger businesses tend to have more formalized CSR structures, smaller businesses dedicate similarly high proportions of resources. There is a strong focus on local issues and causes. CSR is seen as important for enhancing brands and recruiting/retaining employees. Most respondents see a moral imperative to CSR.
This document provides information about IHS Inc., a leading information and analytics company, and its approach to corporate sustainability. It discusses IHS's financial performance, sectors and global operations. It emphasizes that corporate sustainability helps attract talent, drive innovation and supports long-term profitability. The document outlines IHS's sustainability initiatives including establishing sustainability as a corporate goal and participation in sustainability index assessments to improve performance. IHS aims to be a sustainability leader and integrate it throughout its culture and solutions to enable efficiency and long-term success.
ESG DX enables effective integration of ESG sustainability into business strategy, model, and operations based on data-driven material ESG risks/opportunities/impacts assessment across supply and value chain.
ESG DX enables ESG sustainability data informed decision-making to lead an ESG sustainable company.
ESG DX enables ESG sustainability data gathering and sharing for sustainable development of innovative products/services and their manufacturing/providing.
ESG DX enables ESG sustainability serve as a growth engine by innovating company’s operations, products and services, as well as creating new revenue streams.
ESG DX enables automation of ESG sustainability performance measurement and reporting process.
The Evolution of Aggregation and Reporting of ESG Data: Observations from a L...Sustainable Brands
Bloomberg is a rather unique player in the sustainability space – it is an aggregator and provider of ESG data, a media outlet following and analyzing key developments in the space, and a company with sustainability-minded leadership that just issued an impact report following both GRI and SASB reporting standards, all in one. In this presentation, Bloomberg LP’s Global Head of Sustainable Business & Finance Curtis Ravenel will share his latest observations on overall progress in aggregating and reporting ESG performance data.
Accenture sustainability academy_overviewAndy Green
The Sustainability Academy provides online sustainability training to help organizations develop a sustainability mindset among employees. It offers courses, webinars, and articles on topics like economic impacts of sustainability. This flexible learning solution addresses skills challenges through affordable global access. By operating virtually, it also supports sustainability goals through reduced carbon emissions compared to in-person training.
Discussion on the economic value of implementing sustainable business practices in small and mid-sized companies. Includes three case studies and resource links.
The document summarizes information about the Sustainability Knowledge Group, a global advisory firm focused on CSR and sustainability solutions. It provides an overview of the services offered, including sustainability reporting, strategy, and training. It also discusses how the GRI and SASB sustainability reporting standards work together to provide a comprehensive picture of a company's ESG performance and meet the needs of different stakeholders.
Presented during Tshikululu's first Serious Social Investing workshop, which took place on 25 and 26 February 2010. Sarah Morrison (client relationship manager, Tshikululu Social Investments) discusses strategy in corporate social investment.
How to measure the impact and return on investment of social/community investment and development. This presentation contains evidence of successful measurement and provides case studies of typical measurement aspects. More information is provided on: www.nextgeneration.co.za
This presentation follows on our previous work from measuring the impact and return on investment of social, community, enterprise development programs. This presentation provides evidence of our work, our methodology and the impact that we measure of development practices. Our impact assessment methodology was developed for Africa, by Africa and is aimed at practitioners from both the investment and development fraternity.
This presentation follows on previous (2013,2014,2015) presentations and provides an overview of the latest trends as well insight into the future for social, community investment and development practitioners in South Africa.
Next Generation Consultants provides consulting services to organizations in the community investment and development sectors. They conduct research on global and local trends and forecasts in these areas. Their 2016/2017 report identifies several prevailing trends between 2013-2016, including the resource squeeze due to scarce funding, an upward spiral of increased need, and the need for advocacy to address systemic barriers. Other trends include demands for increased transparency about outcomes, acknowledging the true costs of operations and grantmaking, and greater scrutiny of governance and financial practices. The report also notes emerging issues like data visualization, online engagement, leadership and skills challenges, and experimentation with new organizational structures for social good.
The document provides an overview of a briefing on impact investment from Next Generation Consultants. Some key points:
1) The briefing discusses the need for an impact investment index for Africa that takes into account the complexities of development contexts on the continent. Existing global models of impact measurement are not always applicable.
2) The proposed Impact Investment Index aims to create a shared performance measurement system for social investment and community development organizations to improve coordination, reduce costs, and better assess collective impact.
3) Impact assessments should distinguish between measuring performance, outcomes, and long-term impacts. The ultimate goal is to understand the tangible and intangible effects of investments and determine what changes can be attributed to interventions.
This presentation was given at Det norske Veritas (DNV) headquarters for a seminar arranged by YoungShip and young professionals at DNV. My introduction was given in a joint session with Elisabeth Grieg, part-owner of the Grieg Group and former President of the Norweigan Shipowner's Association.
Avoiding the Reporting Trap - A Frontrunner Approach for Building 'Investor P...Finch & Beak
From 18 years of experience and supported by 2014 Dow Jones Sustainability Index data from the chemical, pharmaceutical, food and telecommunication industries, this report is created for companies that are looking to improve their ROI from sustainability by embedding it into the business strategy. Using best practice examples on sustainable innovations , it shows an effective approach to actively avoid the reporting trap.
Aligning ESG with Corporate Strategy to Gain a Competitive Advantage - SG Ana...SG Analytics
From the sudden surge in the popularity of green finance to the pervasive impact of ESG factors on consumers and their purchasing decisions
Visit: https://us.sganalytics.com/blog/aligning-esg-with-corporate-strategy-to-gain-a-competitive-advantage/
The adoption of the Sustainable Development Goals (SDGs) in 2015 has made a U-turn in how organizations and companies perceive a business model that has been used for almost three decades.
This document summarizes the key findings of a report on European companies' sustainability efforts. It finds that over half of companies maintained sustainability commitments despite financial obstacles. Senior leadership is key to implementing strategies, but few formally link executive compensation to sustainability targets. While costs savings are popular initiatives, some companies link sustainability to innovation and competitive advantage through partnerships, reporting, and new technologies. Overall progress is being made, but greater collaboration and fully integrating sustainability is needed.
Sustainability Reporting: Definition, Benefits, And Challenges | Enterprise W...Enterprise Wired
Sustainability reporting has emerged as a critical tool for organizations to transparently communicate their environmental, social, and governance (ESG) performance.
The business of sustainability putting it into practiceZubin Poonawalla
Sustainability issues like environmental, social, and governance factors are becoming increasingly important for companies to consider strategically. Integrating sustainability into business models can help companies capture value in areas like returns on capital, growth, and risk management. Leading companies treat sustainability as a top priority and systematically pursue opportunities in areas like sustainable operations, products/services, and value chains. Doing so helps optimize costs and drives innovation to tap new markets and customers. Fully integrating sustainability requires understanding impacts across the entire value chain and actively seeking ways to invest in growth opportunities arising from sustainability trends.
Sustainability report is published by companies mostly on an annual basis and includes disclosures related to the company’s performance on the environmental, social and economic performance. Most of the companies to prepare an annual financial report however many of them do not measure, monitor or publish information on their environmental and social impact.
This document discusses the growing importance of sustainability for businesses and the role that CFOs and finance professionals can play in leading sustainability efforts. It outlines key aspects of sustainability including the environmental, social and economic impacts of business activities. The document argues that embracing sustainability can help businesses enhance competitiveness, strengthen financial performance, attract talent and gain competitive advantages. It provides an overview of sustainability reporting frameworks and standards that can help companies integrate sustainability into strategic planning and decision-making.
Brighter Planet Employee Engagement and Sustainability Survey 2009Elizabeth Lupfer
An Analysis of the Extent and Nature of Employee Sustainability Programs . This report sheds light on the interactions between employers and their employees around sustainable actions in the
workplace. Includes useful social media data as a communications channel.
Source: Brighter Planet, http://brighterplanet.com/research
Driving Revenue Growth Through Sustainable Products and ServicesSustainable Brands
The document summarizes key findings from a report on how select companies in the S&P Global 100 are driving revenue growth through sustainable products and services. On average, sustainable products accounted for 21% of revenues in 2013, up from 18% in 2010. Revenues from sustainable products grew 91% between 2010-2013, compared to 15% for overall company revenues. Some companies have set measurable goals to increase sustainable product revenues, with most goals already achieved. Inclusion in sustainable product portfolios is typically determined by products' performance on environmental criteria like reducing emissions and improving efficiency.
The sustainability and compliance agenda is constantly moving forward. Companies are finding new innovative ways of addressing sustainability challenges. New compliance issues emerge. Stakeholders voice a wide range of demands and requirements. In this volume of Sustainability & Compliance Trends, we highlight five trends that focus on creating value either through new innovative approaches or through understanding how
to navigate in an increasingly complex compliance agenda.
Enjoy!
Aligning ESG with Corporate Strategy to Gain a Competitive AdvantageLuke Holland
Organizations can no longer choose to prioritize ESG. Sustainable plans are at the very center of the policies of those who wish to be competitive and profitable. However, the optimal strategy for ESG integration services differs based on the business. Furthermore, if ESG strategies are not evaluated holistically, they may clash with other operational goals. Companies are utilizing the strategy and actions of stakeholders willing to back their vision of a sustainable framework by putting the most successful practices based on brand values in place.
This document summarizes a study conducted by the Boston College Center for Corporate Citizenship and Ernst & Young LLP on the value of sustainability reporting. Some key findings from the study include:
- Sustainability reporting can provide major value to companies in areas like improved reputation, increased employee loyalty, risk management, and access to capital.
- The majority (95%) of large global companies now issue sustainability reports, with the Global Reporting Initiative framework being the most widely used standard.
- While data availability and resources remain challenges, transparency with stakeholders is a major motivation for companies to report across all industries.
Sustainability reporting guidelines are essential tools for businesses committed to responsible corporate citizenship. As companies worldwide increasingly recognize the value of transparency and accountability in driving sustainable growth, these guidelines have emerged as crucial components of modern business practices. By understanding and implementing comprehensive sustainability guidelines within your organization, you can effectively demonstrate your commitment to sustainability, enhance stakeholder relations, and contribute to a more sustainable global economy.
Tools, techniques and strategies for understanding, measuring and communicating impact. 19th-20th June 2018, London. This two-day conference will highlight the latest methods being applied by business to measure the impact of their sustainability programs. We’ll discuss and debate the pros and cons of the different tools and techniques available, whilst assessing what has really worked for companies in practice.
This document discusses dispelling myths about perceived trade-offs between profitability and sustainability. It finds that:
1) While business leaders recognize sustainability's importance, many see it conflicting with short-term profits. However, research found this trade-off may be a myth not backed by evidence.
2) Sustainable products and business models are not scaling fast enough to meet demands. New criteria are needed to give leaders license to accelerate sustainable transformation.
3) Research with leaders found pursuing sustainability is seen as slower and less reliable than traditional approaches. However, sticking to "business as usual" is seen as more complex and costly than embracing sustainability.
An Exploratory Study of Factors Influencing Corporate Sustainability on busin...AkashSharma618775
This study evaluates the effect of corporate sustainability on business performance of manufacturing
industries in USA, from 2012 to 2015. These Manufacturing industries are listed in Corporate Social
Responsibility Hub (CSRHub), Morning Star and Global Reporting Initiative (GRI). All data used in this report
were extracted from 37 manufacturing companies’ Sustainability, corporate social responsibility (CSR) and
annual reports. These companies are of diverse sectors such as Automobile, Health care, consumer goods, food,
beverages and technology. Quantitative method of research is used in this study; this also includes the use of
explanatory and descriptive research design. The main issues to be discussed in this study are Donation, Incident
rate reduction and Water Recycled as the independent variables, while Revenue is the dependent variable. Data
analysis was carried out using the regression analysis, descriptive statistics and correlation. E-views software
generated the data for further analysis. The findings imply that donation has a positive insignificance effect on
revenue, reduced incident rate reduction had positive significance effect on revenue and water recycling has
negative insignificant effect on revenue. In the future researches, larger samples of companies form diverse sectors
and subsectors should be studied to broaden the research on company performance especially the non-financial
aspect.
Similar to 2013 - Integrated and Sustainability Reporting (20)
Executive Summary: 2020 Research Report: This presentation focuses on the status of the social and impact investment sectors, and provides hindsight, foresight and insight into trends and emerging (best) practices globally, but also with a specific focus on development practice in Africa.
The document summarizes trends in social investment and development in Africa in 2017 based on research conducted by Next Generation Consultants. Some of the key trends discussed include:
1) The growth of blended finance models that combine different types of funding like grants, loans, equity and impact investment, indicating a larger pool of resources and new investment themes.
2) An increased focus on measurement, evaluation and impact assessment to understand social interventions and ensure return on investments.
3) The rise of social enterprises, impact investors and for-profit models of development, showing it is possible to address social issues through economic solutions.
4) Younger generations of donors and investors prioritizing causes around inclusiveness, gender
How to measure the impact of social and impact investments. A guide to measure both impact and return on investment. Specifically developed for development practitioners who want to enrich their M&E or MEL practices.
Impact assessment methodology specifically developed for measuring impact of development programs.
Reana Rossouw
Next Generation Consultants
www.nextgeneration.co.za
Extensive research report of trends, forecasts and impacts for the social investment and development sectors in Africa. Challenges, opportunities, impact and return on investment
A detailed impact assessment methodology developed by Next Generation Consultants for determining impact and return on investment for the grantmaking and social development sectors.
Grantmaking: Executive Summary of research report 2017/2018: Reflections and insights from Africa regarding the social investment and development sectors.
This document provides an overview of trends in the grantmaking sector in 2016 based on research conducted by Next Generation Consultants. Key findings include:
- Less than 10% of grantmakers conducted impact assessments or evaluations to measure the impact of their programs.
- Collaboration and transparency in the sector remained low despite acknowledgement of their importance.
- The education system faced major challenges such as high dropout rates and unemployment despite funding from grantmakers. However, interventions by grantmakers tended to be short-term and siloed rather than aimed at systemic issues.
- Overall the research found that the sector failed to adequately address complex social issues and missed opportunities to adapt to changing needs. New approaches that take interconnected systems into account
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This presentation was given at the Sustainable Brands Africa Conference in May 2016. It provides case studies and lessons learnt of conducting numerous impact assessments. It also provides advice of how to conduct impact assessments, what indicators to consider and how to determine return on investment
The document discusses trends in corporate social investment and partnerships with NGOs. It outlines how approaches have shifted from traditional philanthropy to more strategic, long-term investments aligned with business objectives. Common reasons for social investment failures include a lack of local context understanding, insufficient community participation, unclear objectives, and failure to ensure sustainability or measure impact. The document provides suggestions for best practices like multi-year funding and common performance metrics to improve partnerships between companies and NGOs.
The document discusses the challenges that mining companies face in effectively engaging with stakeholders. It provides evidence that poor stakeholder relations have negatively impacted production at mines. Common mistakes made by companies include inadequate risk assessments, not involving stakeholders in engagement processes, and a lack of strategic engagement across the project lifecycle. Effective stakeholder engagement requires identifying the right stakeholders, choosing appropriate engagement activities, dedicating sufficient resources, and establishing clear rules of engagement. It also discusses considerations for including marginalized groups and handling opponents. Overall, the key message is that stakeholder engagement is complex and critical for mining project success but often done poorly.
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2. The Headlines
Sustainability has moved into the
main stream
Sustainability boosts the bottom line
The financial fraternity is taking
notice
Companies commit to though goals
Companies reap the benefit from
sustainability and integrated
reporting
Reporting contributes to increased
internal efficiencies and become
management tools
Companies report on increased
competitiveness brought about by
sustainability strategies
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3. An idea whose time has come
Both companies and countries are at different levels of
understanding and implementing sustainability strategies,
processes, plans, and policies
Emerging markets are increasingly engaging with the agenda
and, in some instances, leading
There is a need for developing appropriate skills and
leadership across all sectors to embed sustainability issues
into strategy and operations
Global regulations, standards and initiatives are increasing in
influence
Regulation and reporting alone cannot ensure a sustainable
future for all - culture and leadership is key
Engagement is critically important to ensure priority and
focus on the right drivers
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4. After Round One
Silo reporting is still evident in
financial, sustainability,
governance and operations
sections
A lot of information still has no
context
Key performance indicators are
not always relevant to strategies
Issues arising from stakeholder
engagement are not always
adequately dealt with
Challenges that will need to be
addressed include the efficient
gathering of non-financial
information
South African companies already
see clear benefits in adopting the
principles of Integrated Reporting
Full implementation could take
three to five years for many
organizations
Many companies feel the
principles of Integrated Reporting
have helped them better
understand and manage their
business
Implementation requires
organisational change at all
levels, and is not a single event
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5. Companies are taking stock of natural capital
Natural capital creates value through ecosystem services,
the “free” deliverables provided to business and society
by
A healthy planet, including clean water, breathable air,
pollination, recreation, habitat, soil formation, pest control, a
liveable climate, and other things we generally take for granted
because we don’t directly pay for them.
Companies are under increasing pressure to measure, if not manage,
their impacts on and dependence to natural capital.
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6. Sustainability becomes a matter of risk and resilience
Companies in a world of constraints relates to the
availability of energy, water, and other resources; where
the toxicity of products or manufacturing processes
present perils all the way up the supply chain; and where
climate shifts can disrupt the availability of raw materials
and threaten the well-being of employees and customers.
Understanding risk and sustainability meant learning a new language
and translating it into their companies’ far-flung operations.
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7. Corporate Reporting gets integrated
Integrated reporting – i.e.
combining conventional
financial information along
with key sustainability data,
in a much more investor-
friendly way.
Sustainability reporting is not
likely to go away —
companies have invested too
much reputational capital in
telling stories and providing
detailed information, and
stakeholders have come to
view them as a minimum
requirement of a company’s
sustainability commitment.
But as integrated reporting
ramps up, sustainability
reports will need to provide
more detailed performance
data relevant to broader
stakeholders, insight into
what is driving changes in
metrics, and deeper
explanations of
management responses to
social, resource, and
pollution challenges
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8. Materiality becomes material for investors
For more than 20 years, the Holy Grail for sustainable
business has been to engage investors NOW investors are
voting with their dollars and companies have no choice
but to adjust their strategy and operations to align with
investor interests.
In 2010, the U.S. Securities & Exchange Commission (SEC) issued
guidance regarding disclosure material risks related to climate change.
With the global push toward standardising information relevant to
investors, and the growing interest in ESG disclosure by regulatory
bodies companies will find themselves exposed to new questions and
concerns on the part of shareholders and stakeholders
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9. Companies look past their goals
An interesting challenge has emerged for companies that
have been focusing on sustainability for a half decade or
more: What do they do after they’ve met their goals?
Of course, no company of any size has yet claimed to be
sustainable, and is therefore “done.”
As more companies look at their current and next set of goals
and commitments, they would do well to consider a mix of
goals that lead not just to reducing environmental harm, but to
creating solutions that help customers
reach their sustainability goals, too.
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10. The Reset Button
Budgets Shrink, Teams Grow
While budgets have stayed relatively small, the size of
sustainability teams at large companies continues to grow.
The New Convergence
The evolution toward a broader executive role to manage a
combined EHS and ESG function is elevating the strategic
nature of the role of sustainability within corporations. More
and more environmental and social issues overlap across a
company’s extended supply chain, from raw materials through
to end-of-life responsibilities for products. This increasingly
requires a single point of responsibility to coordinate these
important activities.
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11. Challenges Ahead
In the drive for greater transparency,
companies are losing sight of the bigger
sustainability picture
Companies are increasingly providing reliable accounts of their
sustainability programmes. However, on a global scale they are far
from delivering solutions to the most pressing sustainability
problems.
Companies are increasingly aware of sustainability issues and
actively integrate sustainability into core business strategy and
decision-making. They are opening up and describing in detail how
they define material issues, engage stakeholders and join multi-
stakeholder initiatives. However, as they become more responsive to
the sustainability reporting guidelines and other reporting
frameworks, they are failing to adequately put their performance
into context.
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12. How can we become better?
Innovation is the key
A common theme of successful sustainability programmes is
innovation. These are specific business innovation approaches:
embedding sustainability into systematic innovation, applied
company-wide, disseminated to supply chains and throughout
product lifecycles, based on internal and external stakeholder
feedback.
We can learn from the high-risk industries
The most robust management and governance arrangements
continue to be demonstrated by the traditional ‘high-risk’ industries.
In these sectors – petroleum, mining, heavy manufacturing – the
primary corporate responsibility is to deliver the building blocks of
society and growth in a manner that is, put simply, less bad.
Although companies in these sectors are rarely invoked as models of
sustainability, many have pioneered in some of the most important
areas.
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13. Leadership challenges
The largest companies fall short of sustainability
leadership:
A lack of balance still pervades reporting
Many large companies, including those who demonstrate some
advanced sustainability practices, still tend to gloss over some
significant negative social and environmental impacts.
The most important leadership challenge facing business
today is the integration of sustainability into core
business functions. And integrating sustainability into
business is perceived to be the most important focus for
business in order to fast-forward progress on
sustainability.
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14. How far we have come
Stakeholder engagement basics are in place
Most companies now engage stakeholders across a variety of channels –
in particular, surveys, materiality workshops and NGO/multi-stakeholder
initiatives. Even so, genuine two-way engagement at board level is rare.
There is a trend towards the use and reporting of indicators and
targets
One of the key trends last year has been the growth in indicators and
targets. Most companies continue to expand the number of indicators
against which they report. While target-setting isn’t quite as impressive,
we have seen an increase in the number of companies committing to
sustainability targets.
Take-up of web-based and interactive reports continues to grow
Most leading reporters provide content duplicated across both their
website(s) and downloadable reports. Websites themselves are
becoming more interactive and even some downloadable PDF format
reports are interactive.
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15. Global Research – Reporting Progress
What the best reporters did best in 2012
Focused on real important stuff - presenting strategy, marketplace,
KPIs, risk – in a joined-up way
Explained their business model and how sustainability contribute to
and support value creation
Supported strategic discussion with information about the key
resources and relationships necessary to successfully deliver their
objectives
Discussed key trends across their markets, backed up with relevant
data
Updated their risk disclosures to reflect developments in
2011/2011. And discussed risk management frameworks and
processes.
Gave equal billing to financial and non-financial KPIs – and
integrated both through the business review
Explained the business case for sustainability. The very best linked
sustainability to strategy
Reconsidered how governance is communicated
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16. Reporting Progress – Some challenges
Telling a story - the overall quality of reporting has improved across
sectors, with more companies using reporting as an opportunity to
tell their sustainability story, rather than a compliance exercise
Progressive disclosure - the use of digital channels to provide detail
that sits outside 'the report' is becoming more routine
Targets - more reports feature sustainability targets, though these
are frequently too qualitative
Assurance and standards - there's been more extensive use of
external assurance and compliance with GRI guidelines
Stakeholder engagement - remains weak in terms of evidence of
impact and dialogue
KPIs - clearly defined KPIs are still largely absent, and data remains
patchy
Interactivity - there's plenty of room for improvement in online
reporting, with baffling user journeys being common practice,
signposting leaving a lot to be desired, and limited usage of online
dialogue and interactivity
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17. Where to place the focus?
Integrated reporting is still in its infancy
An increasing number of companies are moving towards the
integrated reporting of sustainability and financial issues. However,
this continues to be challenging for the largest companies.
The first major hurdle is comparability. Sustainability impacts, when they
can be measured in financial terms, tend to pale in comparison to the
fiscal impacts of more traditional business drivers. More often than not, it
is difficult to determine quantitative metrics for sustainability aspects, let
alone monetary figures.
The second hurdle is that obtaining meaningful data on non-financial
performance at the scale needed remains elusive
Some companies have simply combined financial and non-financial
issues into one report without consideration of how these issue areas
compare in significance. Others have moved toward summary reports
and highlights of sustainability to supplement the annual financial
report. There is little consensus yet on the future shape of integrated
reporting.
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18. Challenges in specific areas
Significant progress is perceived to have been made over
the past 20 years on sustainability reporting
Health and safety has made the most significant progress over
the past 20 years.
Water is one of the issues in which business has made the
least progress on over the past 20 years.
Two other areas in which business has made the least
progress, is sustainable consumption and public policy, and
these are areas that appear to be the greatest challenges for
future progress.
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19. Going Forward
Human rights, workers’ rights, and climate change seems
to be the priority focus of organisation’s sustainability
efforts over the next year.
Energy management in operations is overwhelmingly
seen as the main priority in carbon reduction strategies.
Other areas requiring focus:
The challenges of establishing an impactful strategy, scaling up
projects globally, and gaining resource commitments from
senior management are seen as significant challenges.
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20. What stakeholders want
More balanced reporting – reports are not a reflection of
reality
More information on employee diversity and equality
Not enough long term targets set
Not enough focus on most material issues
Approach to sustainability not clear
Lack of accessibility of information
Lack of satisfactory explanations for poor performance
More information on specific sustainability programs
Inaccuracy in reporting information
More local information – business opportunities and impacts
More benchmarking/comparability/explaining of data
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21. Some constraints remain - Organisational
Time and resource (financial and human) constraints
Lack of organisational buy-in and commitment
Difficulties in evaluating and measuring performance
Managing impact and risk – risk aversion
Difficulty integrating sustainability with organisational values
and priorities
Understanding and managing regulatory impacts
Developing new products and services that consider / mitigate
/ reduce environmental and social impact
Improving supply chain practices and policies
New themes – corruption, collusion, bribery, ethics, carbon tax
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22. Contact
Reana Rossouw
Next Generation Consultants
Specialists in Corporate Sustainability and Integrated Sustainability as well Social
Investment and Development
Tel: (011) 2750315
E-mail: rrossouw@nextgeneration.co.za
Web: www.nextgeneration.co.za
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