This document examines the role of consumers in a sustainable economy through several surveys. It finds that:
1) Over 65% of consumers say society needs to consume less to help the environment, and over 65% feel responsible to buy environmentally-friendly products.
2) While over half of consumers enjoy shopping and care about style, aspirationals are more likely to adopt sustainable behaviors like buying less, buying better, and checking ingredients.
3) Consumers show interest in collaboration, sharing, making and reusing products to reduce consumption, though adoption rates are still relatively low.
4) The document argues there is an opportunity to appeal to both environmentalism and materialism by empowering consumers
This document promotes a 2-day workshop on practical creativity and idea generation. It introduces the concept of an "Idea Machine" - a metaphor for one's innate ability to generate powerful solutions and ideas. The workshop aims to help attendees install and fuel their internal Idea Machine so they can get better, more useful and profitable ideas to get ahead in life and work. It is targeted towards corporate executives, entrepreneurs and others seeking to advance their careers or businesses. The workshop will be held in Mumbai on July 9-10, 2011 for a fee of Rs. 8500, or Rs. 7000 if booked before June 25th.
Tools in Focus: The Evolving Landscape of Social MetricsSustainable Brands
This document discusses applying social metrics to product evaluation. It outlines the Triple Bottom Line approach of considering people, planet, and profit. It then discusses the development of social metrics and defining relevant social stakeholders, themes, and aspects. Creating social metrics provides business value by increasing supply chain visibility, managing risks, and allowing for sustainability communication. The document advocates considering social, environmental, and financial indicators together rather than viewing them as a trade-off. It also discusses collaboration between PRé and DSM to develop a common approach to measuring social impacts across a product's lifecycle.
This document examines the role of consumers in a sustainable economy through several surveys. It finds that:
1) Over 65% of consumers say society needs to consume less to help the environment, and over 65% feel responsible to buy environmentally-friendly products.
2) While over half of consumers enjoy shopping and care about style, aspirationals are more likely to adopt sustainable behaviors like buying less, buying better, and checking ingredients.
3) Consumers show interest in collaboration, sharing, making and reusing products to reduce consumption, though adoption rates are still relatively low.
4) The document argues there is an opportunity to appeal to both environmentalism and materialism by empowering consumers
This document promotes a 2-day workshop on practical creativity and idea generation. It introduces the concept of an "Idea Machine" - a metaphor for one's innate ability to generate powerful solutions and ideas. The workshop aims to help attendees install and fuel their internal Idea Machine so they can get better, more useful and profitable ideas to get ahead in life and work. It is targeted towards corporate executives, entrepreneurs and others seeking to advance their careers or businesses. The workshop will be held in Mumbai on July 9-10, 2011 for a fee of Rs. 8500, or Rs. 7000 if booked before June 25th.
Tools in Focus: The Evolving Landscape of Social MetricsSustainable Brands
This document discusses applying social metrics to product evaluation. It outlines the Triple Bottom Line approach of considering people, planet, and profit. It then discusses the development of social metrics and defining relevant social stakeholders, themes, and aspects. Creating social metrics provides business value by increasing supply chain visibility, managing risks, and allowing for sustainability communication. The document advocates considering social, environmental, and financial indicators together rather than viewing them as a trade-off. It also discusses collaboration between PRé and DSM to develop a common approach to measuring social impacts across a product's lifecycle.
The document discusses the challenges businesses face in a world with climate change, resource scarcity, and greater transparency. It outlines strategies for businesses to address these "mega challenges" through a "big pivot." Specifically, it recommends businesses fight short-termism, pursue innovative solutions, set science-based goals, collaborate with others, build resilience, and inspire customers to reduce their environmental impact. The overall message is that addressing sustainability issues will require transformational change but also presents major business opportunities.
The Role of Eco-Labeling and Certification in Sustainable Brands Success - Bi...Sustainable Brands
This document summarizes O2's experience with eco-labeling and certification for mobile phones. It discusses:
1) Why O2 developed an Eco Rating system for mobile phones, which rates devices on a 0-5 scale based on corporate and device sustainability. Consumer research found sustainability would influence 44% of buyers.
2) The positive reaction to the Eco Rating from consumers, suppliers, stakeholders, and media. It provides a simple, clear picture of environmental impact.
3) O2's plans to expand the Eco Rating system within its parent company Telefonica and work with other telecom companies to develop a global sustainability standard for devices. O2 also released sustainability goals for 2015 through its Think Big
The document summarizes the findings of a survey on sustainability leadership. It finds that social entrepreneurs are perceived as the top leaders in advancing sustainability, grabbing "market share" from NGOs. Among corporations, Unilever is seen as a leader after launching their "Sustainable Living Plan". The survey involved 559 sustainability experts globally and examined perceptions of different types of leaders. It also discusses how social entrepreneurs are creating new forms of social and economic value through various business models and approaches.
Climate Commitments of Subnational Actors and BusinessSustainable Brands
This document analyzes and quantifies the projected emission reduction impacts of climate commitments made by subnational actors and businesses. It finds that these non-state initiatives could deliver significant emission reductions by 2020. Company initiatives are estimated to reduce emissions by over 1.5 GtCO2e annually by 2020 according to business-reported targets. City and regional government initiatives are projected to reduce emissions by over 1 GtCO2e annually by 2020 if current pledges are fully implemented. Various sectoral initiatives in areas such as energy efficiency, forestry, and agriculture could also deliver substantial cumulative emission reductions through 2020. The study concludes that substantial mitigation opportunities exist through increased non-state action, though some initiatives overlap and coordination with national
This document discusses measuring well-being beyond just happiness. It argues flourishing better captures a range of positive emotions and life evaluations. Flourishing requires basic needs are met, having purpose, and feeling able to achieve goals. The conversation is shifting to include life satisfaction, emotions, needs, and other domains. Companies should understand how employees define a good work life to improve retention and satisfaction. Metrics are diagnostics, not prescriptions, to help rather than dictate well-being.
This document summarizes a presentation on measuring corporate sustainability performance through perception versus reality. It introduces a Sustainability IQ Matrix that measures the gap between actual performance on ESG factors and perceived performance among key stakeholder groups. Data comes from ratings of 175 ESG metrics for over 1,200 corporations and surveys of over 16,000 respondents. The Matrix is applied to benchmark 100 global brands and compare performance within industries like IT. Case studies examine Apple's ratings versus competitors on social responsibility factors to identify opportunities.
The document provides 5 strategies for moving from incremental to radical innovation: 1) Forget that Steve Jobs ruined innovation, 2) Focus on important work, not just insights, 3) Promote openness, 4) Use data to enable predictive change, not just understanding. It advocates demystifying innovation, creating a portfolio approach, looking beyond insights, promoting openness, and using data to enable prediction and change.
SB'12 - Aaron Schiller - Causes, Jame Windon - Causes, Bryan Harding - The Na...Sustainable Brands
A global revolution is in full swing, and the Sustainable Brands Conference is where sustainability, brand and innovation leaders gather to learn, share and strategize to shape the future. SB'12 was the largest gathering to date, a kinetic convergence of innovators from more than 150 companies from around the world finding new ways to create monumental disruption in traditional models of commerce and consumption.
The document discusses international tourism trends and the growth of ecotourism. It notes that international tourist numbers grew to 866 million in 2008 and are predicted to reach 1.6 billion by 2020. However, only $5 of every $100 spent by tourists from developed countries on tours actually stays in the economy of developing country destinations. The document defines ecotourism as responsible travel to natural areas that conserves the environment and improves local well-being. It also discusses the concept of a "triple bottom line" of measuring organizational success through economic, environmental and social impacts.
A global revolution is in full swing, and the Sustainable Brands Conference is where sustainability, brand and innovation leaders gather to learn, share and strategize to shape the future. SB'12 was the largest gathering to date, a kinetic convergence of innovators from more than 150 companies from around the world finding new ways to create monumental disruption in traditional models of commerce and consumption.
The Commodity Crunch: Value at Risk from DeforestationSustainable Brands
This document summarizes CDP's 2013 forests report, which collected information from companies on risks and opportunities related to deforestation. Key findings include:
- 139 companies disclosed, with over $3 trillion in market capitalization, a 39% increase from 2012.
- Demand for commodities like beef, soy, and palm oil is a primary driver of deforestation.
- Companies dependent on these forest risk commodities are exposed to regulatory, reputational, and operational risks from deforestation.
- Disclosing companies improved their scores by an average of 27% compared to 2012, showing better understanding of risks and actions to reduce deforestation impacts.
The document discusses the challenges businesses face in a world with climate change, resource scarcity, and greater transparency. It outlines strategies for businesses to address these "mega challenges" through a "big pivot." Specifically, it recommends businesses fight short-termism, pursue innovative solutions, set science-based goals, collaborate with others, build resilience, and inspire customers to reduce their environmental impact. The overall message is that addressing sustainability issues will require transformational change but also presents major business opportunities.
The Role of Eco-Labeling and Certification in Sustainable Brands Success - Bi...Sustainable Brands
This document summarizes O2's experience with eco-labeling and certification for mobile phones. It discusses:
1) Why O2 developed an Eco Rating system for mobile phones, which rates devices on a 0-5 scale based on corporate and device sustainability. Consumer research found sustainability would influence 44% of buyers.
2) The positive reaction to the Eco Rating from consumers, suppliers, stakeholders, and media. It provides a simple, clear picture of environmental impact.
3) O2's plans to expand the Eco Rating system within its parent company Telefonica and work with other telecom companies to develop a global sustainability standard for devices. O2 also released sustainability goals for 2015 through its Think Big
The document summarizes the findings of a survey on sustainability leadership. It finds that social entrepreneurs are perceived as the top leaders in advancing sustainability, grabbing "market share" from NGOs. Among corporations, Unilever is seen as a leader after launching their "Sustainable Living Plan". The survey involved 559 sustainability experts globally and examined perceptions of different types of leaders. It also discusses how social entrepreneurs are creating new forms of social and economic value through various business models and approaches.
Climate Commitments of Subnational Actors and BusinessSustainable Brands
This document analyzes and quantifies the projected emission reduction impacts of climate commitments made by subnational actors and businesses. It finds that these non-state initiatives could deliver significant emission reductions by 2020. Company initiatives are estimated to reduce emissions by over 1.5 GtCO2e annually by 2020 according to business-reported targets. City and regional government initiatives are projected to reduce emissions by over 1 GtCO2e annually by 2020 if current pledges are fully implemented. Various sectoral initiatives in areas such as energy efficiency, forestry, and agriculture could also deliver substantial cumulative emission reductions through 2020. The study concludes that substantial mitigation opportunities exist through increased non-state action, though some initiatives overlap and coordination with national
This document discusses measuring well-being beyond just happiness. It argues flourishing better captures a range of positive emotions and life evaluations. Flourishing requires basic needs are met, having purpose, and feeling able to achieve goals. The conversation is shifting to include life satisfaction, emotions, needs, and other domains. Companies should understand how employees define a good work life to improve retention and satisfaction. Metrics are diagnostics, not prescriptions, to help rather than dictate well-being.
This document summarizes a presentation on measuring corporate sustainability performance through perception versus reality. It introduces a Sustainability IQ Matrix that measures the gap between actual performance on ESG factors and perceived performance among key stakeholder groups. Data comes from ratings of 175 ESG metrics for over 1,200 corporations and surveys of over 16,000 respondents. The Matrix is applied to benchmark 100 global brands and compare performance within industries like IT. Case studies examine Apple's ratings versus competitors on social responsibility factors to identify opportunities.
The document provides 5 strategies for moving from incremental to radical innovation: 1) Forget that Steve Jobs ruined innovation, 2) Focus on important work, not just insights, 3) Promote openness, 4) Use data to enable predictive change, not just understanding. It advocates demystifying innovation, creating a portfolio approach, looking beyond insights, promoting openness, and using data to enable prediction and change.
SB'12 - Aaron Schiller - Causes, Jame Windon - Causes, Bryan Harding - The Na...Sustainable Brands
A global revolution is in full swing, and the Sustainable Brands Conference is where sustainability, brand and innovation leaders gather to learn, share and strategize to shape the future. SB'12 was the largest gathering to date, a kinetic convergence of innovators from more than 150 companies from around the world finding new ways to create monumental disruption in traditional models of commerce and consumption.
The document discusses international tourism trends and the growth of ecotourism. It notes that international tourist numbers grew to 866 million in 2008 and are predicted to reach 1.6 billion by 2020. However, only $5 of every $100 spent by tourists from developed countries on tours actually stays in the economy of developing country destinations. The document defines ecotourism as responsible travel to natural areas that conserves the environment and improves local well-being. It also discusses the concept of a "triple bottom line" of measuring organizational success through economic, environmental and social impacts.
A global revolution is in full swing, and the Sustainable Brands Conference is where sustainability, brand and innovation leaders gather to learn, share and strategize to shape the future. SB'12 was the largest gathering to date, a kinetic convergence of innovators from more than 150 companies from around the world finding new ways to create monumental disruption in traditional models of commerce and consumption.
The Commodity Crunch: Value at Risk from DeforestationSustainable Brands
This document summarizes CDP's 2013 forests report, which collected information from companies on risks and opportunities related to deforestation. Key findings include:
- 139 companies disclosed, with over $3 trillion in market capitalization, a 39% increase from 2012.
- Demand for commodities like beef, soy, and palm oil is a primary driver of deforestation.
- Companies dependent on these forest risk commodities are exposed to regulatory, reputational, and operational risks from deforestation.
- Disclosing companies improved their scores by an average of 27% compared to 2012, showing better understanding of risks and actions to reduce deforestation impacts.
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