The Sustainable Development Goals define global priorities and aspirations for 2030. Where does your company strategy align with these global goals? Learn how the SDGs affect your business, and gain the tools and knowledge needed to maximize your company's contribution to the success of the SDGs.
GreenBiz 17 In-Depth Tutorials are intensive half-day sessions held prior to the start of the conference. These are designed to offer participants an opportunity to dive deeper into a topic of interest and develop tangible knowledge and skills. In addition, attendees will have a greater opportunity to network with their peers in these interactive sessions. Concurrent tutorials will be held the morning of Tuesday, February 14, and are available only to those who purchase an All Access Pass.
A business lens on the Sustainable Development Goalsfveglio
The Sustainable Development Goals (SDGs) represent an ambitious and transformative agenda. They provide companies with a powerful framework to translate global needs and ambitions into business solutions.
Businesses that take an active role in leading this transformation and position the SDGs as a strategic lens at the core of their operations will ultimately be better placed to unlock market opportunities, manage emerging risks, and consolidate an enduring license to operate on the road to 2030.
This presentation by Filippo Veglio of the World Business Council for Sustainable Development (WBCSD), delivered in Stockholm on 27 November 2018, lays out the Council's perspectives on the key business implications of the SDGs – taking a lens of risk, opportunities, governance & transparency, and collaboration.
What New EU Reporting Standards Mean for North AmericaGreenBiz Group
Significant changes are coming to sustainability reporting in Europe. From 2022, the Corporate Sustainability Reporting Directive (CSRD) will bring in mandatory ESG disclosure for all large or listed companies operating in the EU – expanding current non-financial reporting requirements from 11,000 companies to more than 50,000. As a result, many North American companies who do business in the EU will be included. This session will review the incoming changes and updates on the new sustainability reporting standards that will apply, for which GRI has been appointed by the European Commission to co-construct. Requiring double-materiality reporting of impacts and building on the widespread adoption of the GRI Standards, these developments will have a significant role in the global convergence of sustainability reporting.
A business lens on the Sustainable Development Goalsfveglio
The Sustainable Development Goals (SDGs) represent an ambitious and transformative agenda. They provide companies with a powerful framework to translate global needs and ambitions into business solutions.
Businesses that take an active role in leading this transformation and position the SDGs as a strategic lens at the core of their operations will ultimately be better placed to unlock market opportunities, manage emerging risks, and consolidate an enduring license to operate on the road to 2030.
This presentation by Filippo Veglio of the World Business Council for Sustainable Development (WBCSD), delivered in Stockholm on 27 November 2018, lays out the Council's perspectives on the key business implications of the SDGs – taking a lens of risk, opportunities, governance & transparency, and collaboration.
What New EU Reporting Standards Mean for North AmericaGreenBiz Group
Significant changes are coming to sustainability reporting in Europe. From 2022, the Corporate Sustainability Reporting Directive (CSRD) will bring in mandatory ESG disclosure for all large or listed companies operating in the EU – expanding current non-financial reporting requirements from 11,000 companies to more than 50,000. As a result, many North American companies who do business in the EU will be included. This session will review the incoming changes and updates on the new sustainability reporting standards that will apply, for which GRI has been appointed by the European Commission to co-construct. Requiring double-materiality reporting of impacts and building on the widespread adoption of the GRI Standards, these developments will have a significant role in the global convergence of sustainability reporting.
What is Green Finance? How to structure a market to attrach green investments? Which are the instruments and mechanism to make it succesfull operative and monitorable?
As managing ESG and sustainability issues have become mainstream business practice, there is no doubt in the minds of corporate leaders that ESG/sustainability issues should be a top priority agenda in boardrooms. However, it is still challenging to integrate ESG/sustainability considerations fully into business practices due to the difference between short-term financial goals and longer-term ESG/sustainability performance. Thus, top executives usually give weight to the shorter-term financial metrics when trade-offs between financial and ESG/sustainability performance come into focus. How can companies achieve short-term profits and ESG/sustainability goals at the same time?
Agenda
ESG/Sustainability Imperative v. Conundrum
Stakeholder Capitalism v. Purpose
Sustainable Economic GrowthValue Innovation for Sustainable Economic Growth
Business Model Innovation for Profitable and Sustainable Business
Sustainability Balanced Scorecard for TBL
Industry/Business Specific Cases
The purpose of the Organisational Sustainability slide show is to present a way organisations, both private and public sector, can :
a) Improve theirs and others sustainability, and in doing so also
b) Show how their progress can be measured in economic, community, and environmental terms .
Presentation defines Sustainability, Sustainability Management, and presents some basic tools the Sustainability Professional can use to design and implement a Sustainability strategy.
These slides cover briefly the concept of circular economy, how it aims at reducing waste to a minimum. When a product reaches the end of its life, its materials are kept within the economy wherever possible. These materials would then be productively used again and again, thereby creating further value. Circular economy has enormous benefits when compared against the traditional linear and recycling economies.
Business and sustainability: Understanding what being sustainable means, how to be aware of greenwash, and changes that every business should implement.
What is Green Finance? How to structure a market to attrach green investments? Which are the instruments and mechanism to make it succesfull operative and monitorable?
As managing ESG and sustainability issues have become mainstream business practice, there is no doubt in the minds of corporate leaders that ESG/sustainability issues should be a top priority agenda in boardrooms. However, it is still challenging to integrate ESG/sustainability considerations fully into business practices due to the difference between short-term financial goals and longer-term ESG/sustainability performance. Thus, top executives usually give weight to the shorter-term financial metrics when trade-offs between financial and ESG/sustainability performance come into focus. How can companies achieve short-term profits and ESG/sustainability goals at the same time?
Agenda
ESG/Sustainability Imperative v. Conundrum
Stakeholder Capitalism v. Purpose
Sustainable Economic GrowthValue Innovation for Sustainable Economic Growth
Business Model Innovation for Profitable and Sustainable Business
Sustainability Balanced Scorecard for TBL
Industry/Business Specific Cases
The purpose of the Organisational Sustainability slide show is to present a way organisations, both private and public sector, can :
a) Improve theirs and others sustainability, and in doing so also
b) Show how their progress can be measured in economic, community, and environmental terms .
Presentation defines Sustainability, Sustainability Management, and presents some basic tools the Sustainability Professional can use to design and implement a Sustainability strategy.
These slides cover briefly the concept of circular economy, how it aims at reducing waste to a minimum. When a product reaches the end of its life, its materials are kept within the economy wherever possible. These materials would then be productively used again and again, thereby creating further value. Circular economy has enormous benefits when compared against the traditional linear and recycling economies.
Business and sustainability: Understanding what being sustainable means, how to be aware of greenwash, and changes that every business should implement.
by Yuko Suzuki, Global Policy Advisor on Effective Development Cooperation, UNDP & UNDP-OECD Joint Support Team for GPEDC and Alejandro Guerrero, Monitoring Team Coordinator, UNDP-OECD Joint Support Team for GPEDC
Delivering on the Sustainable Development Goals: The inclusive business approachfveglio
An issue brief launched in early March 2016 by the World Business Council for Sustainable Development (WBCSD) highlights how inclusive business solutions can deliver both business and societal value, in full alignment with the Sustainable Development Goals (SDGs). The short publication (8 pages) articulates the business case for targeting the base of the economic pyramid, illustrates how inclusive business solutions link up to each of the 17 SDGs, and presents an overview of common internal and external challenges faced by companies when developing and scaling these solutions.
GreenBiz 17 Tutorial Slides: "Putting Circular Economy Principles to Work"GreenBiz Group
The Circular Economy presents an incredible opportunity for transformative growth and change, but taking the concept from theory to implementation requires what can be a challenging exercise in rethinking systems. Join this session to explore how to put these principles into practice. Actual business case studies will set the stage for a group brainstorming session on how to apply circular models to various business scenarios. Key concepts to be covered include:
How adopting a Circular Economy mindset can deliver value to your business
The key drivers for a Circular Economy business
How to integrate lifecycle thinking and circular economy
How to select the right metrics and quantify circularity
What Europe’s Circular Package means for your company
GreenBiz 17 In-Depth Tutorials are intensive half-day sessions held prior to the start of the conference. These are designed to offer participants an opportunity to dive deeper into a topic of interest and develop tangible knowledge and skills. In addition, attendees will have a greater opportunity to network with their peers in these interactive sessions. Concurrent tutorials will be held the morning of Tuesday, February 14, and are available only to those who purchase an All Access Pass.
GreenBiz 17 Workshop Slides: "Applying Lifecycle Thinking to Zero Waste Goals"GreenBiz Group
For the past twenty-five years, Americans have embraced recycling as an important measurement of environmental performance. The idea that more recycling must be better has spurred the widespread adoption of zero waste goals, developed with the best intentions. However, a focus on recycling as many tons as possible does not always take into account the whole picture of the environmental impact of waste. Join this session to understand how a lifecycle thinking approach can help you develop waste goals and programs for your company that will achieve the greatest environmental benefits and business results.
GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through L...GreenBiz Group
Many sustainability programs struggle because they are developed or integrated in ways that miss important organizational dimensions. Participants will learn how to incorporate four key pillars of success for lasting, sustainable change: leadership, strategy, communication and global-context. This cross-functional team of expert practitioners and faculty will provide insights on how to:
Create and identify sustainability strategies that promote broad organizational success through an effective suite of actions.
Apply global sustainability principles to your specific organizational context by integrating your organization's own perspective through a lens of sustainability with a global-context.
Employ leadership competencies and behaviors that are critical to leading lasting, transformational change.
Communicate effectively about sustainability with key stakeholders and audiences.
Partnering with Civil Society. 12 Lessons from DAC Peer Reviews. OECDDominique Gross
This booklet is about partnerships between DAC members and civil society organisations (CSOs) which can serve many purposes. These include, as reflected in the Busan Partnership for Effective Development Co-operation (2011), supporting the vital role that CSOs play in enabling people to claim their rights, in promoting rights-based approaches, in shaping development policies and partnerships and in overseeing their implementation, in providing services in areas that are complementary to those provided by states and in contributing to and raising public awareness about global development challenges and results. Partnerships related to humanitarian assistance are examined in more detail in an earlier publication in this series: “Towards Better Humanitarian Donorship: 12 Lessons from DAC Peer Reviews” (OECD, 2012a).
Despite the significant share of official development assistance (ODA) flowing to and through CSOs (16.2% of ODA of DAC member countries in 2010), there are few shared guidelines, benchmarks or documented good practices that DAC members can follow when partnering with civil society. At the same time, DAC peer reviews provide recommendations, evidence and examples of how different members work with CSOs, the challenges they face and good practice.
REDD+ in Indonesia: A project or a new mode of governance?CIFOR-ICRAF
Presented by Cynthia Maharani, from the Center for International Forestry Research (CIFOR), at the Knowledge Sharing Event in Addis Ababa, Ethiopia, on May 29, 2017.
Strengthening peatland restoration and management governance in IndonesiaCIFOR-ICRAF
Presented by Monica Tanuhandaru, from Kemitraan - Partnership for Governance Reform, during CIFOR's session 'Collective Actions for Peatlands Restoration in Indonesia' at UNFCCC's COP23 in Bonn, Germany, on November 9, 2017.
Contribuyendo con los Negocios Inclusivos a los Objetivos del Desarrollo Sost...Fundación CODESPA
Actualmente, y con la aprobación de los nuevos Objetivos de Desarrollo Sostenible, donde todos jugamos un papel importante, se requieren ideas innovadoras para poder construir un mundo más justo y menos desigual.
Desde CODESPA, creemos que algunas de estas ideas innovadoras pueden surgir a través de los negocios inclusivos, un puente perfecto que ayudará a satisfacer necesidades existentes entre las personas más vulnerables, involucrando a las empresas en la consecución de una sociedad más justa y equitativa.
WBCSD (The World Business Council for Sustainable Development) nos cuenta su experiencia de cómo los negocios inclusivos pueden acelerar el progreso y que alcancemos las metas de los ODS.
WBCSD - Business implications of the Sustainable Development Goals fveglio
The Sustainable Development Goals (SDGs) provide business with a powerful framework to translate global needs and ambitions into business solutions. They enable companies to better manage their risks and unlock opportunities. Radical transformation is required to deliver the Global Goals, allowing business to demonstrate leadership and apply its creativity to innovate for a more sustainable and inclusive future.
Business is not being asked to deliver the SDGs alone, but the goals will not be achieved without a significant contribution from the private sector. With our work programs we aim to provide meaningful avenues for our members to lead, transform and succeed on the journey to 2030.
Our planet faces massive economic, social and environmental challenges.
To combat these, the Sustainable Development Goals (SDGs) define global priorities and aspirations for 2030. They
represent an unprecedented opportunity to eliminate extreme poverty and put the world on a sustainable path.
Governments worldwide have already agreed to these goals. Now it is time for business to take action.
The SDG Compass explains how the SDGs affect your business – offering you the tools and knowledge to put sustainability
at the heart of your strategy.
With a decade remaining to achieve the #SDGs, the UN Global Compact highlights the progress made by participating companies over the past twenty years.
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.
Impact Investing Masterclass – Deck for Future VC 2021Dama Sathianathan
Here's my deck all about impact investing used in the Future VC Masterclass, providing new talent breaking into VC with an overview of what impact investing is and how it applies to the venture capital industry.
UN Global Compact: SDG Stocktake Report 2023- Private SectorEnergy for One World
At the halfway point to achieving the 2030 Agenda for the Sustainable Development Goals (SDGs), the world is not on track, according to the United Nations Global Compact-Accenture Global Private Sector SDG Stocktake.
Business is a key stakeholder in SDG success. This report offers an appraisal of private sector contributions to the SDGs so far—and outlines a clear pathway for private sector action over the next seven years.
Frank Mantero, director of corporate citizenship at General Electric, discussed corporate social responsibility (CSR) and it's role in PR and driving business growth.
A brief overview of finance for development, to encourage business enterprises to seek opportunity in the new global Sustainable Development Goals (SDGs)
The Breakthrough Pitch - stretch the sustainability ambitions of your executi...Volans
This is a slide deck designed to help business change agents, inside or outside corporations, to present top teams with the case for 'breakthrough change’. Stretch your company’s sustainability ambitions beyond incremental solutions to exponential outcomes.
Its purpose is to empower you to be an effective champion of the Sustainable Development Goals, by showing how companies can use the Goals as a springboard for success in tomorrow’s markets.
Spend time absorbing the pitch and thinking about how it applies to your company’s context. Customise the deck by adding or removing slides to make it more relevant to your audience. Have next steps in mind before you present and be clear about the specific ask you want to make at the end of your pitch.
The User Guide, linked within the pitch and available at projectbreakthrough.io, contains detailed speaker notes, including key messages, useful background and links to further reading for each slide. The Guide will also help prepare you to deal with questions and challenges your audience might raise.
***
Project Breakthrough is a collaboration between London-based change agency Volans, and the UN Global Compact. For more information, visit projectbreakthrough.io.
[Salterbaxter Directions] Moving The Goal PostsMSL
Is your business goal-ready to move beyond 2020? Explore a new generation of emerging sustainability goals that are unlocking business returns and driving transformational change.
Similar to GreenBiz 17 Tutorial Slides: "How Corporates are Aligning with the Sustainable Development Goals" (20)
VERGE 23 Water Forum Slide Deck 23Oct23.pdfGreenBiz Group
The inaugural VERGE 23 Water Forum was an invitation-only, half-day gathering of leaders — from businesses, governments, investors, NGOs, solution providers and startups — focused on creating sustainable, resilient and equitable water systems. Participants were introduced to innovative technologies and services to achieve their global water commitments while ensuring beneficial outcomes for local communities and ecosystems.
Artificial Reefs by Kuddle Life Foundation - May 2024punit537210
Situated in Pondicherry, India, Kuddle Life Foundation is a charitable, non-profit and non-governmental organization (NGO) dedicated to improving the living standards of coastal communities and simultaneously placing a strong emphasis on the protection of marine ecosystems.
One of the key areas we work in is Artificial Reefs. This presentation captures our journey so far and our learnings. We hope you get as excited about marine conservation and artificial reefs as we are.
Please visit our website: https://kuddlelife.org
Our Instagram channel:
@kuddlelifefoundation
Our Linkedin Page:
https://www.linkedin.com/company/kuddlelifefoundation/
and write to us if you have any questions:
info@kuddlelife.org
"Understanding the Carbon Cycle: Processes, Human Impacts, and Strategies for...MMariSelvam4
The carbon cycle is a critical component of Earth's environmental system, governing the movement and transformation of carbon through various reservoirs, including the atmosphere, oceans, soil, and living organisms. This complex cycle involves several key processes such as photosynthesis, respiration, decomposition, and carbon sequestration, each contributing to the regulation of carbon levels on the planet.
Human activities, particularly fossil fuel combustion and deforestation, have significantly altered the natural carbon cycle, leading to increased atmospheric carbon dioxide concentrations and driving climate change. Understanding the intricacies of the carbon cycle is essential for assessing the impacts of these changes and developing effective mitigation strategies.
By studying the carbon cycle, scientists can identify carbon sources and sinks, measure carbon fluxes, and predict future trends. This knowledge is crucial for crafting policies aimed at reducing carbon emissions, enhancing carbon storage, and promoting sustainable practices. The carbon cycle's interplay with climate systems, ecosystems, and human activities underscores its importance in maintaining a stable and healthy planet.
In-depth exploration of the carbon cycle reveals the delicate balance required to sustain life and the urgent need to address anthropogenic influences. Through research, education, and policy, we can work towards restoring equilibrium in the carbon cycle and ensuring a sustainable future for generations to come.
WRI’s brand new “Food Service Playbook for Promoting Sustainable Food Choices” gives food service operators the very latest strategies for creating dining environments that empower consumers to choose sustainable, plant-rich dishes. This research builds off our first guide for food service, now with industry experience and insights from nearly 350 academic trials.
Willie Nelson Net Worth: A Journey Through Music, Movies, and Business Venturesgreendigital
Willie Nelson is a name that resonates within the world of music and entertainment. Known for his unique voice, and masterful guitar skills. and an extraordinary career spanning several decades. Nelson has become a legend in the country music scene. But, his influence extends far beyond the realm of music. with ventures in acting, writing, activism, and business. This comprehensive article delves into Willie Nelson net worth. exploring the various facets of his career that have contributed to his large fortune.
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Introduction
Willie Nelson net worth is a testament to his enduring influence and success in many fields. Born on April 29, 1933, in Abbott, Texas. Nelson's journey from a humble beginning to becoming one of the most iconic figures in American music is nothing short of inspirational. His net worth, which estimated to be around $25 million as of 2024. reflects a career that is as diverse as it is prolific.
Early Life and Musical Beginnings
Humble Origins
Willie Hugh Nelson was born during the Great Depression. a time of significant economic hardship in the United States. Raised by his grandparents. Nelson found solace and inspiration in music from an early age. His grandmother taught him to play the guitar. setting the stage for what would become an illustrious career.
First Steps in Music
Nelson's initial foray into the music industry was fraught with challenges. He moved to Nashville, Tennessee, to pursue his dreams, but success did not come . Working as a songwriter, Nelson penned hits for other artists. which helped him gain a foothold in the competitive music scene. His songwriting skills contributed to his early earnings. laying the foundation for his net worth.
Rise to Stardom
Breakthrough Albums
The 1970s marked a turning point in Willie Nelson's career. His albums "Shotgun Willie" (1973), "Red Headed Stranger" (1975). and "Stardust" (1978) received critical acclaim and commercial success. These albums not only solidified his position in the country music genre. but also introduced his music to a broader audience. The success of these albums played a crucial role in boosting Willie Nelson net worth.
Iconic Songs
Willie Nelson net worth is also attributed to his extensive catalog of hit songs. Tracks like "Blue Eyes Crying in the Rain," "On the Road Again," and "Always on My Mind" have become timeless classics. These songs have not only earned Nelson large royalties but have also ensured his continued relevance in the music industry.
Acting and Film Career
Hollywood Ventures
In addition to his music career, Willie Nelson has also made a mark in Hollywood. His distinctive personality and on-screen presence have landed him roles in several films and television shows. Notable appearances include roles in "The Electric Horseman" (1979), "Honeysuckle Rose" (1980), and "Barbarosa" (1982). These acting gigs have added a significant amount to Willie Nelson net worth.
Television Appearances
Nelson's char
Characterization and the Kinetics of drying at the drying oven and with micro...Open Access Research Paper
The objective of this work is to contribute to valorization de Nephelium lappaceum by the characterization of kinetics of drying of seeds of Nephelium lappaceum. The seeds were dehydrated until a constant mass respectively in a drying oven and a microwawe oven. The temperatures and the powers of drying are respectively: 50, 60 and 70°C and 140, 280 and 420 W. The results show that the curves of drying of seeds of Nephelium lappaceum do not present a phase of constant kinetics. The coefficients of diffusion vary between 2.09.10-8 to 2.98. 10-8m-2/s in the interval of 50°C at 70°C and between 4.83×10-07 at 9.04×10-07 m-8/s for the powers going of 140 W with 420 W the relation between Arrhenius and a value of energy of activation of 16.49 kJ. mol-1 expressed the effect of the temperature on effective diffusivity.
Micro RNA genes and their likely influence in rice (Oryza sativa L.) dynamic ...Open Access Research Paper
Micro RNAs (miRNAs) are small non-coding RNAs molecules having approximately 18-25 nucleotides, they are present in both plants and animals genomes. MiRNAs have diverse spatial expression patterns and regulate various developmental metabolisms, stress responses and other physiological processes. The dynamic gene expression playing major roles in phenotypic differences in organisms are believed to be controlled by miRNAs. Mutations in regions of regulatory factors, such as miRNA genes or transcription factors (TF) necessitated by dynamic environmental factors or pathogen infections, have tremendous effects on structure and expression of genes. The resultant novel gene products presents potential explanations for constant evolving desirable traits that have long been bred using conventional means, biotechnology or genetic engineering. Rice grain quality, yield, disease tolerance, climate-resilience and palatability properties are not exceptional to miRN Asmutations effects. There are new insights courtesy of high-throughput sequencing and improved proteomic techniques that organisms’ complexity and adaptations are highly contributed by miRNAs containing regulatory networks. This article aims to expound on how rice miRNAs could be driving evolution of traits and highlight the latest miRNA research progress. Moreover, the review accentuates miRNAs grey areas to be addressed and gives recommendations for further studies.
UNDERSTANDING WHAT GREEN WASHING IS!.pdfJulietMogola
Many companies today use green washing to lure the public into thinking they are conserving the environment but in real sense they are doing more harm. There have been such several cases from very big companies here in Kenya and also globally. This ranges from various sectors from manufacturing and goes to consumer products. Educating people on greenwashing will enable people to make better choices based on their analysis and not on what they see on marketing sites.
2. Our mission:
Accelerate progress to a world where more
sustainable companies are recognized and rewarded,
and therefore are more successful
200 global
member
companies
$9tn Aggregate
revenue of
members
19m Employees
in WBCSD member
companies
The World Business Council for
Sustainable Development (WBCSD)
3. This morning
Business alignment &
engagement with the SDGs
Understanding the SDGs
in a (big) business context
Challenges, opportunities,
and implications for business
on this agenda
4. Session agenda
8:30 Welcome and introduction: Understanding the SDGs
Filippo Veglio, Managing Director, Social Capital, WBCSD
8:50 Populism, trust and the opportunity for business
Bob Knott, Global Chair of Business + Social Purpose, Edelman
9:15 Audience feedback: What do the SDGs mean for your company?
9:30 The SDG Compass: 5 steps to align with the SDGs
Kitrhona Cerri, Director, Social Impact, WBCSD
9:45 Alignment in practice: Defining priorities, setting goals and integrating the SDGs
Gabriela Burian, Senior Director, Sustainable Agriculture, Monsanto
Dawn Rittenhouse, Director, Sustainability, DuPont
Ari Kobb, Director, Energy & Sustainability Solutions, Siemens Building Technologies
Arlan Peters, Head of Sustainability, Novozymes North America
11:00 Break
11:30 Reporting and Communication: GRI Reporting and the SDGs
Alyson Genovese, Head of Corporate/Stakeholder Relations – North America, GRI
11:50 Audience discussion: Defining priorities, setting goals and integrating the SDGs
12:20 Wrap up and close
Filippo Veglio
6. 17 goals have relevance and implications for
all countries across the world
Provide a shared narrative and generate
understanding of challenges
A historic opportunity for business to
engage as a positive force for society
The new language of sustainability
The Sustainable Development Goals
7. 17
Goals
169 Targets
230 Indicators
Go into great detail on exactly
what needs to be achieved across
social, environmental and
economic aspects
Highlight key data sets for
governments to monitor with a
view to achieving the goals
Wh a t a r e t h e S D G s ?
Complex & Detailed
8. • It is impossible to talk
about any one of the
Global Goals in isolation.
They are all
interconnected and form
part of an intricate web.
• Many of the goals are
complimentary however
some can pull in opposite
directions. It is therefore
crucial to have an
integrated approach that
looks at the whole
spectrum.
Source: Business & the SDGs- A guide to getting started, Innove, 2016 (adapted from Le Blanc)
Wh a t a r e t h e S D G s ?
Highly Interconnected
9. • Research conducted by ODI has assessed what
chances selected targets for each goal have of being
achieved by 2030 if current trends continue.
• Study ranked three key targets linked to poverty,
growth and biodiversity with a grade ‘B’, noting that
current trends will get the world close to meeting
these goals.
• The majority of the targets scored ‘C’, ‘D’ and ‘E’.
This group are moving in the right direction but will
require radical innovation to have a chance of
success by 2030.
• A final group, graded ‘F’, are assessed as needing a
complete reversal of current trends.
Source: ODI - http://www.developmentprogress.org/sdgs-scorecard
Wh a t a r e t h e S D G s ?
Ambitious and transformational
10. • Unlike the MDGs, the SDGs are not a
telescope through which richer
countries look at the developing world
– they have relevance and implications
for all geographies.
• Report by Bertelsmann Stiftung
examines the performance of countries
across the 17 SDGs concluding that
countries vary greatly in their capacity
to meet the goals.
• No one country performs outstandingly
in every goal; each country has lessons
to learn from the others.
Wh a t a r e t h e S D G s ?
A Universal Agenda
Source: SDG Index - http://www.sdgindex.org/
11. see the SDGs providing a clear framework to
structure sustainability efforts70%
believe the SDGs provide an opportunity to rethink
approaches to sustainable value creation87%
believe that business will be the single most
important actor in delivering the SDGs49%
Source: UN Global Compact-Accenture Strategy CEO Study 2016
B u s i n e s s & t h e S D G s
How CEOs See the SDGs
12. B u s i n e s s & t h e S D G s
Barriers to Engagement
Complexity:
Perceived as a “cost on business” as opposed to a
vast economic opportunity.
Wording of SDGs does not instantly resonate with
business.
Dismissed as responsibility of governments. Better to
wait until public sector take action
Agenda is extremely broad and challenging; has not been
made immediately accessible or appealing to business.
Language:
N.M.P:
Cost:
13. SDGs will not
be delivered
without
business
Technology & Innovation
Engine of Employment
Source of Finance
Wh a t t h e S D G s m e a n f o r b u s i n e s s
The Crucial Role of Business
14. Implications for Business
Risks of
inaction
Capturing
Opportunities
Reporting Collaboration
From a business
perspective it is
important to
understand the
implications of the
SDGs across four key
areas
Wh a t t h e S D G s m e a n f o r b u s i n e s s
15. • Costs of inaction: Failures in today’s economic model are adding
to a swelling list of environmental and social burdens placing
restraints on future growth prospects. These burdens represent a
mounting business cost and ultimately are turning the world into
a less viable place in which to conduct business.
• Regulatory risk: The SDGs reflect future policy direction at the
international, national and regional levels. A failure to integrate
them strategically represents long-term regulatory risk.
• Market disruption: Forward-thinking businesses are forging ahead
with disruptive new business models which threaten to radically
reshape markets.
• Reduced license to operate: The latest global report on trust in
business from Edelman shows a double-digit decline in the
credibility of CEOs in 80 percent of countries.
Implications for Business
Risks of
inaction
Wh a t t h e S D G s m e a n f o r b u s i n e s s
16. Capturing
Opportunities
• New growth markets: There is a massive market incentive for
companies who are able to offer SDG-relevant technologies and
solutions through sustainable and inclusive business models - an
economic prize worth at least US$12 trillion per year by 2030.
• SDGs as policy roadmap: Companies that align themselves with
the SDGs and are able to communicate clearly about how their
business helps governments to achieve the SDGs are likely to be
able to consolidate a strong license to operate and to
differentiate themselves from competitors.
• Regaining trust: Through aligning with the common language and
shared purpose of the Goals, companies will be able to forge a
new and improved social contract.
Implications for Business
Wh a t t h e S D G s m e a n f o r b u s i n e s s
17. Reporting
• Reporting requirements: UN Global Compact and GRI are jointly
developing a publication on SDG reporting, to be presented at
the UN Private Sector Forum, at the UN General Assembly in
September 2017.
• Rankings: Plans underway to develop corporate
benchmarks against SDG-related indicators. Will rank
companies from specific sectors and geographies on SDG
performance.
• New language of sustainability: Stakeholders will expect to see
companies communicating around their contribution to the
SDGs.
Implications for Business
Wh a t t h e S D G s m e a n f o r b u s i n e s s
18. Collaboration
• Sector Approach: Business as usual will not achieve the SDGs,
nor will innovation by a few pioneers. A new course is
required for entire sectors and industries. This is beyond the
reach of any one company. Realizing the goals means
collaboration among a critical mass of companies at the
industry level.
• Public Private Partnerships: These will also be needed, in
particular to drive to drive innovative solutions to unlock the
financing required to achieve the SDGs.
Implications for Business
Wh a t t h e S D G s m e a n f o r b u s i n e s s
19. The Commission brings together three
dozen leaders from business, finance,
civil society, labor, and international
organizations, with the twin aims of
mapping the economic prize that
could be available to business if the
SDGs are achieved, and describing
how business can contribute to
achieving them.
The Commission
Wh a t t h e S D G s m e a n f o r b u s i n e s s
20. Better Business, Better World Report
• The Commission’s flagship Better Business,
Better World report shows how pursuing the
SDGs could raise trillions in new market
opportunities in ways that extend prosperity
to all.
• Online resource includes, power-point
presentation, videos, and a library of case
studies.
The Commission
Wh a t t h e S D G s m e a n f o r b u s i n e s s
http://report.businesscommission.org
21. Creating more than
380 million jobs
$12 trillion
Achieving the SDGs would unlock
The Commission
Wh a t t h e S D G s m e a n f o r b u s i n e s s
22. 1. Build support for the SDGs as the right growth strategy in your
companies and across the business community
2. Incorporate the SDGs into company strategy.
3. Drive the transformation to sustainable markets with sector
peers.
4. Work with policy-makers to pay the true cost of natural and
human resources.
5. Push for a financial system oriented towards longer-term
sustainable investment.
6. Regain society’s trust and secure their licence to operate by
working with governments, consumers, workers and civil
society to achieve the whole range of SDGs
6 key
recommendations
for business
leaders
The Commission
Wh a t t h e S D G s m e a n f o r b u s i n e s s
25. Informed
Public
9 years in 20+ markets
Represents 13% of total global population
500 respondents in U.S. and China; 200
in all other countries
Must meet 4 criteria:
Ages 25-64
College educated
In top 25% of household income per
age group in each country
Report significant media consumption
and engagement in business news
General Online
Population
6 years in 25+ markets
Ages 18+
1,150 respondents
per country
All slides show General
Online Population unless
otherwise noted
2017 Edelman Trust Barometer
Methodology
28-country global data margin of error: General Population +/-0.6% (N=32,200), Informed Public +/- 1.2% (N=6,200), Mass Population +/- 0.6% (26,000+). Country-
specific data margin of error: General Population +/- 2.9 ( N=1,150), Informed Public +/- 6.9% (N = min 200, varies by country), China and U.S. +/- 4.4% (N=500),
Mass Population +/- 3.0 to 3.6 (N =min 740, varies by country), half sample Global General Online Population +/- 0.8 (N=16,100).
25
17 years of data
33,000+ respondents total
All fieldwork was conducted
between October 13th and
November 16th, 2016
Online Survey in
28 Countries
Mass
Population
All population not including
Informed Public
Represents 87% of total
global population
26. 2016: The Inversion of Influence
26
Source: 2017 Edelman Trust Barometer. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs. Informed
Public and Mass Population, 28-country global total.
Mass
Population
85%
of
population
48 Trust Index
15% of
population
60 Trust Index
Informed
Public
12pt
Gap
Influence
& Authority
Influence
Authority
27. 2017: Mass Population Rejects Established Authority
27
Mass population now has influence
and authority
Establishment left empty-handed
Influence
& Authority
28. 45 Global
70 India
67 Indonesia
62 China
59 Singapore
59 UAE
52 Netherlands
50 Colombia
50 Mexico
47 Brazil
47 Canada
47 Italy
47 Malaysia
47 U.S.
45 Argentina
42 Hong Kong
41 S. Africa
41 Spain
41 Turkey
40 Australia
39 Germany
38 France
37 U.K.
36 S. Korea
36 Sweden
35 Ireland
34 Japan
34 Poland
31 Russia
Trust Index
Mass Population
Left Behind
Average trust in institutions,
Informed Public vs. Mass Population
The Mass Population
distrusts
their institutions in
20 of 28 countries
Source: 2017 Edelman Trust Barometer.
The Trust Index is an average of a country’s trust in the
institutions of government, business, media and NGOs.
Informed Public and Mass Population, 28-country global
total.
Mass
Population
Informed
Public
28
60 Global
80 India
79 China
78 Indonesia
77 UAE
71 Singapore
68 U.S.
62 Canada
62 Netherlands
61 Italy
61 Mexico
57 Malaysia
57 Spain
56 France
56 U.K.
55 Colombia
54 Australia
54 Germany
53 Hong Kong
51 Argentina
51 Brazil
50 S. Korea
50 Turkey
49 Japan
49 S. Africa
47 Sweden
45 Russia
44 Ireland
43 Poland
Trusters
(60-100)
Neutrals
(50-59)
Distrusters
(1-49)
29. 2017: Trust Gap Widens
Source: 2017 Edelman Trust Barometer. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs.
Informed Public and Mass Population, 25-country global total.
29
Percent trust in the four institutions of government,
business, media and NGOs, 2012 to 2017
21 pts
19 pts
18 pts
53
60 60
44
48
45
2012 2016 2017
Informed
Public
15pt
Gap
9pt
Gap
A 3-point
increase in
the last
year
12pt
Gap
Largest Gaps
Mass
Population
31. 50% 55 53
48
42
53 52
43
41
Trust in All Four Institutions Declines
Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right
using a nine-point scale, where one means that you “do not trust them at all” and nine means that you “trust them a great deal.” (Top 4 Box, Trust) General Population,
28-country global total.
31
Percent trust in the four institutions of government,
business, media and NGOs, 2016 vs. 2017
Business MediaNGOs Government
Two of four institutions distrusted
Neutral
Trusted
Distrusted
-2 -1 -5 -1
20172016
33. How true is
this for you?
Sense of injustice
Lack of hope
Lack of confidence
Desire for change
53%
32%
15%
Majority Believe the
System is Failing Them
Source: 2017 Edelman Trust Barometer Q672-675, 678-680, 688-690.
For details on how the “system failing” measure was calculated, please refer to the Technical Appendix.
33
Not at all true
9 8 7 6 5 4 3 2 1
1 in 3 are uncertain
Completely true
System failing System working
Approximately
34. Even Those at the Top Are Disillusioned
Percent who believe the system is not working
Source: 2017 Edelman Trust Barometer S8. Thinking about your annual household income in 2015, which of the following categories best describes your total
household income that year? S7. What is the last grade in school you completed? S9. How often do you follow public policy matters in the news? S10. How often do
you follow business news and information? General Population, 28-country global total, cut by ‘system failing’ measure. For details on how the “system failing”
measure was calculated, please refer to the Technical Appendix.
High-Income College-Educated Well-Informed
Top quartile of income College degree or higher
Follow business and public policy
information several times a week or
more
48% 49% 51%
21
35. Source: 2017 Edelman Trust Barometer Q672-675, 678-680, 688-690.
For details on how the “system failing” measure was calculated, please refer to the Technical Appendix. The margin of error for the countries scores was added and subtracted from
the global mean. Countries were considered above the global average if their score was higher than the global mean plus the margin of error. Countries were considered below the
global average if their score was lower than the global mean minus the margin of error. All other scores were considered aligned.
35
Global
France
Italy
Mexico
S.Africa
Spain
Poland
Brazil
Colombia
Germany
U.K.
Australia
Ireland
U.S.
Netherlands
Canada
Sweden
Argentina
Malaysia
Turkey
Russia
S.Korea
Indonesia
Japan
India
HongKong
Singapore
China
UAE
System failing 53 72 72 67 67 67 64 62 62 62 60 59 59 57 56 55 55 53 52 51 48 48 42 42 36 35 30 23 19
Uncertain 32 22 24 25 24 25 25 25 27 26 29 30 26 33 33 30 29 29 37 31 28 41 40 45 45 50 43 47 40
In 14 countries, the percent of
population that has lost faith is
above the global average
Systemic loss of faith
restricted to Western-
style democracies
1 in 2 Countries Have Lost
Faith in the System
Percent of population who believe
the system is not working
Above
global average
Aligned with
global average
Below
global average
37. Corruption Globalization Eroding Social Values Immigration Pace of Innovation
Widespread corruption
Compromising the safety of
our citizens
Makes it difficult to institute the
changes necessary to solve our
problems
Protect our jobs from
foreign competition
Foreign companies/influence
damaging our economy/
national culture
Foreign corporations favor their
home country
Most countries cannot be
trusted to engage in fair
trade practices
Values that made this country
great are disappearing
Society changing too quickly and
not in ways that benefit people
like me
Influx of people from other
countries damaging our economy
and national culture
Technological innovations
happening too quickly and leading
to changes not good for
people like me
Concerns Have Become Fears
Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of innovation Q677.
For details on how the societal fears were measured, please refer to the Technical Appendix.
37
Percent of respondents who are concerned or fearful regarding each issue
69% Concerned
40% Fearful
55% Concerned
28% Fearful
56% Concerned
25% Fearful
62% Concerned
27% Fearful
51% Concerned
22% Fearful
38. Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of innovation Q677.
System is failing: Q672-675, 678-680, 688-690. For details on how the societal fears and the “system failing” measure were calculated, please refer to the Technical Appendix.
38
Fears Further Erode
Belief in the System
Percent of respondents with various fears
who also believe the system has failed them
When fears collide
with a belief that
the system is
failing, conditions
are ripe for
populist action
Corruption Globalization
Eroding
Social Values
Immigration
Pace of
Innovation
77 79 83 72 68
39. 11
34
A Case in Point: U.S.
39
Trust Barometer Supplement: Post-U.S. Election Flash Poll,
1,000+ General Population Respondents, Nov. 28 to Dec. 11, 2016
Trump Voters Clinton Voters
25
42
67%
are fearful
45%
are fearful
Source: 2017 Edelman Trust U.S. Flash Poll Q14. Who did you vote for? Audience: U.S. General Population, grouped by “system failing” segments and level of fear from the Trust
Barometer. For details on how systemic distrust and societal fears were measured, please refer to the Technical Appendix. Respondents were labeled as “fearful” if they were fearful
of at least one of the following societal issues: corruption, immigration, globalization, eroding social values, and pace of innovation.
System Failing
and Fearful Fearful
40. 7
20
A Case in Point: U.K.
40
Trust Barometer Supplement: UK Supplement, 1,150 General
Population Respondents, December 23, 2016 to January, 7 2017
Leave
the EU
Remain
in the EU
54%
are fearful
27%
are fearful
Source: 2017 UK Trust Supplement Q15. Did you vote…? Audience: UK General Population, grouped by ‘system failing’ segments and level of fear from the Trust
Barometer. For details on how the societal fears and the “system failing” measure were calculated, please refer to the Technical Appendix. Respondents were
labeled as ‘fearful’ if they were fearful of at least one of the following societal issues: corruption, immigration, globalization, eroding social values, and pace of
innovation.
System Failing
and Fearful Fearful
LEAVE
10
44
42. 42
The Echo Chamber in Action
Facts matter less Bias is the filter No humans needed
1 in 2 agree
“I would support politicians
I trust to make things better
for me and my family
even if they
exaggerated the truth”
53%
Do not regularly listen to
people or organizations
with whom they often
disagree
Nearly
4x more likely
to ignore information
that supports a position
they do not believe in
More likely
to believe
59%
Search
Engines
41%
Human
Editors
53%52% Never or rarely change their
position on important social issues
Source: 2017 Edelman Trust Barometer Q709-718. For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) Q755 Have you ever changed your position on an important social issue? (Sum
of “Yes, but rarely,” “No, never”) General Population, 28-country global total. Q749. When someone you know provides you with some information that supports a position that you do NOT believe, which of following do you typically
do with it? Q752. How often do you read or listen to information or points of view from people, media sources or organizations with whom you often disagree? (Sum of “Never,” “Almost Never,” “Several Times a year,” “Once or
Twice a Month”) Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format for presenting information, or a different style of communicating information. For each
pair, we want you to choose the one that you are more likely to believe is giving you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two options given--the one
that is most likely to be true most often. General Population, 28-country global total, question asked of half the sample.
Nearly
43. 43
2012 2017
Search engines* 61 64
Traditional media 62 57
Online-only
media**
46 51
Owned media 41 43
Social media 44 41
Media as an
institution
46 43
57
51
41
64
2012 2013 2014 2015 2016 2017
Traditional Media Shows Steepest Decline
Source: 2017 Edelman Trust Barometer Q178-182. When looking for general news and information, how much would you trust each type of source for general news and
information? Please use a nine-point scale where one means that you “do not trust it at all” and nine means that you “trust it a great deal.” (Top 4 Box, Trust) General
Population, 25-country global total, question asked of half the sample.
*From 2012-2015, “Online Search Engines” were included as a media type. In 2016, this was changed to “Search Engines.”
**From 2012-2015, “Hybrid Media” was included as a media type. In 2016, this was changed to “Online-Only media.”
Percent trust in each source for general news and information
43
Change,
2012 - 2017
+3
-5
+5
+2
-3
-3
Owned media now
as trusted as media
as an institution
Traditional media
down 5 points
43
44. Source: 2017 Edelman Trust Barometer Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format
for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are more likely to believe is giving
you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two options given--the one that is most likely to
be true most often. General Population, 28-country global total, choices shown to half the sample.
44
Official Sources Are Suspect
Percent who find each source more believable than its pair
55%
Individuals
45%
Institutions
71%
Reformer
29%
Preserver of
Status Quo
64%
Leaked
Information
36%
Company Press
Statements
45. 1
60 60 60
48 46 43
37 35
29
Aperson
like
yourself
Technical
expert
Academic
expert
Employee
Financial
industry
analyst
NGO
representa
tive
CEO
Boardof
directors
Governme
ntofficial/
regulator
Peers Now as Credible as Experts
Source: 2017 Edelman. Trust Barometer Q130-747 Below is a list of people. In general, when forming an opinion of a company, if you heard information about a company from each
person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box, Very/Extremely Credible) General
Population, 28-country global total, question asked of half the sample.
45
Percent who rate each spokesperson as extremely/very credible,
and change from 2016 to 2017
CEO credibility decreased the
most, dropping to an all-time low
-7 -5
“People in this
country have
had enough
of experts.”
– Michael Gove,
Member of Parliament, U.K.
A person like yourself now tied
for most credible spokesperson
-3 -7 -5 -4 -7 -5 -12 -10 -6
Y-to-Y Change+−
47. Business Plays a Role in Stoking Societal Fears
Source: 2017 Edelman Trust Barometer Q693-762. Some people say they worry about many things while others say they have few concerns. We are interested in
what you worry about. Specifically, how much do you worry about each of the following? Please indicate your answer using a nine point scale where one means “I do
not worry about this at all” and nine means “I am extremely worried about this”. (Top 4 Box, Worried) Q709-718. For each of the statements below, please indicate
how much you agree or disagree. (Top 4 Box, Agree) General Population, 28-country global total. Q349-671. For the statements below, please think about the pace of
development and change and select the response that most accurately represents your opinion. (Top 4 Box, Too Fast) General Population, 28-country global total,
question asked of half the sample.
47
Global population worries about
losing their jobs due to:
50% globalization
is taking us in the
wrong direction
53% the pace of change
in business and industry is
too fast
54%
55%
58%
60%
60%
Automation
Jobs moving to cheaper
markets
Immigrants who work for less
Foreign competitors
Lack of training/skills
48. Support for Anti-Business Policies
Source: 2017 Edelman. Trust Barometer Q709-718 For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) General
Population, 28-country global total.
48
Nearly 1in2 agree 69%agree 72%agree
Protectionism Slower Growth
“The government
should protect our
jobs and local
industries, even if
it means that our
economy grows
more slowly.”
“We need to
prioritize the
interests of our
country over those
of the rest of the
world.”
“We should not
enter into free
trade agreements
because they hurt
our country’s
workers.”
Protectionism
49. 49
Business Expected
to Lead
Source: 2017 Edelman Trust Barometer Q249-757. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree). General
Population, 28-country global total, question asked of half the sample.
.
75% agree
“A company can take specific
actions that both increase
profits and improve the economic
and social conditions in the
community where it operates.”
51. 51
Most Trusted
Business is the most trusted
among the 1 in 3 who are
uncertain about the system
The Last Retaining Wall:
Business Most Trusted
by the Uncertain
Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right
using a 9-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal”. (Top 4 Box, Trust) General Population, 28-
country global total, cut by “the system is failing’ segments. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer
to the Technical Appendix.
NeutralDistrust Trust
% trust in each
institution
Among those
who believe the
System
is Working
Among those
who are
Uncertain
Among those
who believe the
System
is Failing
Most Trusted
Most Trusted
NGOs 51 57 52
Business 47 58 58
Media 37 50 47
Government 29 53 62
52. When the System is Failing,
Companies Must Do More
Source: 2017 Edelman Trust Barometer Q80-639. How important is each of the following attributes to building your TRUST in a company? Use a 9-point scale where one means
that attribute is “not at all important to building your trust” and nine means it is “extremely important to building your trust” in a company. (Top 2 Box, Importance) Data
displayed is mean Top 2 Box rating for the listed items. Items were included if they were considered important by 50% or more of those who believe the system is failing. General
Population and cut by “the system is failing segments”, 28-country global total. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated,
please refer to the Technical Appendix.
52
Percent who rate each attribute as important in building trust in a company
(top 5 most important shown)
56
56
58
59
62
65
66
67
68
72
Ethical business practices
Pays its fair share of taxes
Listens to customers
Offers high-quality
products/services
Treats employees well
Among those who have
lost faith in the system,
expectations are higher
across the board
On average
+9pts
higher expectations
System Failing
General Population
53. Partnerships/
programs to address
societal issues
Business practices/
crisis handling
Financial earnings &
operational
performance
Employees Most Credible
Source: 2017 Edelman Trust Barometer Q610. Who do you trust MOST to provide you with credible and honest information about a company's financial earnings and operational
performance, and top leadership’s accomplishments? Q611. A company’s business practices, both positive and negative, and its handling of a crisis? Q612. A company’s employee
programs, benefits and working conditions, and how a company serves its customers and prioritizes customer needs ahead of company profits? Q613. A company’s partnerships
with NGOs and effort to address societal issues, including those to positively impact the local community? Q614. A company’s innovation efforts and new product development?
Q615. A company’s stand on issues related to the industry in which it operates? General Population, 28-country global total, question asked of one-quarter of the sample.
53
Most trusted spokesperson to communicate each topic
Innovation effortsTreatment of
employees/customers
Views on
industry issues
Company CEO
Senior executive
Employee
Activist consumer
Academic
Media spokesperson
17
20 21
24 26
2121 22 23
31
26
23
53
38 37
33 32 3028 29 29
25
22
29
16
22 22 21 23 22
9 9 11 11 13 14
54. Which is more believable?
Talk With, Not At
54
Source: 2017 Edelman Trust Barometer Q754. You are about to see a series of two choices. Each choice describes a different source of information, a
different format for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are
more likely to believe is giving you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two
options given-the one that is most likely to be true most often. General Population, 28-country global total, choices shown to half the sample.
51%
Personal
experience
49%
Data
57%
Spontaneous
speaker
43%
Rehearsed
speaker
54%
Blunt and
outspoken
46%
Diplomatic
and polite
62%
Company’s
social media
38%
Advertising
57. Audience feedback & reflections
• How familiar are you & your company with the
SDGs?
• Is your organization already working on
addressing / aligning with the SDGs?
• Why are the SDGs important from the
perspective of your company?
• What is the business case for tackling SDGs
within your organization?
59. www.sdgcompass.org
• Guides companies on how they can align
their strategies as well as measure and
manage their contributions to the SDGs.
• Consists of a set of thorough guidelines as
well as an online inventory of indicators
and tools mapped against the SDGs.
• 2-page briefing notes for each of the 17
SDGs.
H o w s h o u l d b u s i n e s s e n g a g e ?
Navigating the SDGs
60. • A core component of
the SDG Compass is the
guidelines that it puts
forward in terms of
how to integrate the
SDGs into business.
• This guidance revolves
around a 5 step
iterative process.
H o w s h o u l d b u s i n e s s e n g a g e ?
SDG Compass Guidelines
61. Raw materials Suppliers Operations Distribution Product
use
Product
end life
INCREASING
POSITIVE IMPACT
MINIMIZING
NEGATIVE IMPACT
K e y c h a l l e n g e s
Value Chain Approach
62. Credible
SDG alignment
Cherry picking &
“SDG-wash”
vs
Source: Ethical Corporation
Most Popular SDGs for Business
K e y c h a l l e n g e s
Meaningful Engagement
65. Alignment in practice: Panel
discussion
• Monsanto – Gabriela Burian, Senior Director, Sustainable
Agriculture
• DuPont – Dawn Rittenhouse, Director, Sustainability,
DuPont
• Siemens – Ari Kobb, Director, Energy & Sustainability
Solutions, Building Technologies
• Novozymes – Arlan Peters, Head of Sustainability, North
America
67. No Poverty
End poverty in all its
forms everywhere
Zero Hunger
End hunger, achieve food
security and improved
Nutrition and promote
sustainable Ag
Good Health and Well
Being
Ensure healthy lives and
promote well-being for all
at all ages
Quality Education
Ensure inclusive and quality
education for all and
promote lifelong learning
Gender Equality
Achieve gender equality
and empower women and
girls
Clean Water and
Sanitation
Ensure access to water
and sanitation for all
Affordable and Clean
Energy
Ensure access to affordable,
reliable, sustainable and modern
energy for all
Decent Work and Economic
Growth
Promote inclusive and sustainable
economic growth, employment
and decent work for all
Industry, Innovation and
Infrastructure
Build resilient infrastructure,
promote sustainable
industrialization and foster
innovation
Reduced Inequalities
Reduce inequalities within and
among countries
Sustainable Cities and
Communities
Make cities inclusive, safe,
resilient and sustainable
Responsible Consumption
and Production
Ensure sustainable consumption
and production patterns
Climate Action
Take urgent action to
combat climate change
and its impacts
Life Below Water
Conserve and
sustainably use the
oceans, seas and marine
resources
Life on Land
Sustainably manage
forests, combat
desertification, halt and
reverse land degradation,
halt biodiversity loss
Peace, Justice and
Strong Institutions
Promote just, peaceful
and inclusive societies
Partnerships for the
Goals
Revitalize the global
partnership for
sustainable
development
Monsanto’s Work Contributes to All 17 SDGs
68. Identify the degree to which Monsanto’s top material issues
align with each of the UN Sustainable Development Goals (SDGs)
70. 70
Three SDGs high in importance that represent
how we are working to impact the six core goals
Strongest alignment represent
the areas where we can have the most impact
71. BETTER
PLANET
Take Action on Climate
Change and Protect Natural
Resources
BETTER
COMPANY
Engage Employees & Business
Partners to Succeed with
Integrity and Transparency
Growing Better Together
• Water
Efficiency
& Quality
• Carbon
Neutral
Agriculture
• Biodiversity
• Soil Health
• Farmer
Livelihoods
• Product Safety &
Stewardship
• Human Rights
• Corporate
Governance
• Business Ethics
• Supplier
Accountability
• Employee
Well-being,
Development &
Inclusion
• Community
Engagement
& Support
• Better
Harvests
• Nutritional
Well-being
• Reduced Food
Loss & Waste
BETTER
LIVES
Make A Balanced Meal
More Accessible for All and
Help Farmers and Society
72. The DuPont Sustainability Journey
V
a
l
u
e
Business Integration
1970 1989 2000 2006
Corporate
Environmentalism
Marketplace
Compliance
Sustainable
Growth
2015
Footprint
Reduction
Goals
Energy Goals
Market-Facing
Goals
SDGs & 2020
Sustainability Goals
72
Pollution
Reduction
t
Innovation
78. Novozymes
Business and Sustainability
Journey
• Insert text
2000 – 2008
2009 – 2014
2015 - …
Manage Reputation Grow current Business
10 in 10 10 Bn DKK in turnover in
2010
Change the world
together with our
customers
Develop New Business
78
79. Novozymes
Impact Categories
Goals
17 15Targets
169
We break down the complexity within the
Global Goals (SDGs) to impact categories
relevant to our business
Nutrification
Land use
Food supply
Health
Chemicals
Climate change
Energy supply
Sanitation
Poverty
Resources
Forest
Acidification
Water supply
Gender
Waste
Global Goal assessment
and management
From GG complexity to quantifiable and operational
impact categories most relevant to our business
80. Our impact categories enable us to prioritize for the SDGs
Novozymes innovation pipeline
GG Assessment “Globe Stars”
Business models
Partnerships
Products, Applications
Etc. …
Global Goal assessment and management
Innovation opportunities are evaluated and prioritized based on their:
1. Market potential, 2. Strategic fit and 3. GG impact potential
GG
assessment
Extraordinar
y
GG
Contributors
81. Novozymes stands strong to ride the Global Goal waves!
• Nature based solutions delivering to many world needs
• Company Purpose, Strategy and Long Term Targets in sync with GGs
• GG assessment and management tool developed and applied
84. Enabling and tracking private sector
contribution to the Sustainable
Development Goals (SDGs)
Alyson Genovese, Head of Corporate/Stakeholder
Relations – North America
85. About GRI
OurVision: create a future where sustainability is integral to every
organization's decision making process.
Our Mission: empower decision makers everywhere, through our
sustainability standards and multi-stakeholder network, to take action
towards a more sustainable economy and world.
We Believe:
• Transparency is a catalyst for change
• Standards empower informed decision making
• Public interest should drive every decision that an organization makes
86. Achieving the SDGs
“Business is a vital partner in
achieving the Sustainable
Development Goals. Companies
can contribute through their
core activities, and we ask
companies everywhere to
A call for action to businesses
Ban Ki-moon, United
Nations Secretary-General
assess their impact, set ambitious
goals and communicate
transparently about the results.”
87. GRI Standards and the SDGs
Indicators for all 17 Goals
The set of GRI Standards includes:
• 3 universal Standards, applicable
to all organizations
• 33 topic-specific Standards,
organized into Economic,
Environmental, and Social series
Organizations select and use only the
relevant topic-specific Standards, based
on their material topics
GRI Standards offer a global
common language for non-
financial information to meet all
reporting needs
88. Sustainable Development Goals
GRI’s role in enabling business & government action
• Data source for 12.6.
• Make accessible policy
developments and
reporting data at country
level
• Work with UN,
statistical agencies and
governments on business
and the SDGs
• Help companies
understand, align and
report contributions
• Convene private sector in
dialogue to understand
how to best report
against SDGs
Corporate
Leadership
w/ UNGC
SDG
Compass
Target 12.6
Tracker
Active
Policy
Dialogue
89. Building trust through transparency
The sustainability reporting process enables:
• Transparency
• Better decision-making
• Trust
Adding SDG reporting enables:
• Forward-focus vs. past issues/
accomplishments
• Better context to material impacts and
scope
91. Get Involved
Corporate Action Group (CAG) business engagement and peer learning
forum, where members work together to define and promote their business
contributions to the SDGs.
Multi-stakeholder Advisory Committee (MAC) CAG and dozens of
stakeholders will act as an international leadership group to guide companies to
embrace and report against the SDGs. MAC findings to be presented during the
UN High-level Political Forum on Sustainable Development
Expected Outcomes:
Better integration and alignment of
SDGs into frameworks
Publication on best practice SDG
reporting
List of business disclosures
92. Thank you
www.globalreporting.org
GRI
Barbara Strozzilaan 336
1083 HN Amsterdam
The Netherlands
Amsterdam | NewYork | Beijing | Sydney | New Delhi | Johannesburg | Bogotá | São Paulo
info@globalreporting.orgAlyson Genovese
genovese@globalreporting.org
603.834.5585
260 Madison Avenue, Suite 204
NewYork, NY 10016
94. This is what we set out to do
this morning
Business alignment &
engagement with the SDGs
Understanding the SDGs
in a (big) business context
Challenges, opportunities,
and implications for business
on this agenda
95. Road ahead for WBCSD
C on t in u in g t o e n gage arou n d SDG de v e l op m ent s
re l e v an t t o b u s in e s s
• Development & scale up of business solutions
• Alignment of measurement & reporting
agenda with SDGs
• Bi-monthly written briefings for WBCSD
members
• Executive roundtables throughout 2017 on
the basis of the Better Business, Better World
report
• “Learning by sharing” sessions (incl. webinars)
• Business advocacy at intergovernmental
forums
• Development of sector roadmaps
• Heads up: CEO Guide to the SDGs to be issued
at the end of March 2017