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.
How Life Cycle Management is being integrated into Zespri’s operations, strat...LCANZ
1) Developing sustainability as a core competency requires companies to understand their environmental footprint across the entire value chain and integrate sustainability into business strategy and innovation.
2) Zespri, a kiwifruit marketer, conducted studies to quantify its greenhouse gas emissions and water usage to identify opportunities to reduce environmental impacts through innovations on orchards, in packing facilities, and transportation.
3) Understanding how sustainability initiatives influence consumer value drivers is important for targeting R&D investments and partnerships that improve efficiency and the environment without compromising consumer benefits.
Sustainability leaders from Campbell Soup, Roche, BASF, Ingersoll Rand and the NJ Board of Public Utilities present business cases for how their “green” efforts resulted in significant short-term cost savings and Return-on-Investment (ROI). Presented at Fairleigh Dickinson University’s Jumpstarting the New Green Economy Conference, May 19-21, 2009.
Explore the Value of LEED Green Building in the Market TodayTorkBetterBusiness
www.torkusa.com
Small businesses can be reimbursed up to $25,000 in grants to acquire equipment or adopt processes that promote energy efficiency. In this presentation, Tork shows how to maintain your beautiful building design while still building green. Visit the Tork Better Business Center at betterbusiness.torkusa.com for business tips and advice.
The document discusses an organization's approach to sustainable sourcing of ingredients. It outlines the company's philosophy of leaving things better than they found them and balancing the needs of people, planet and profit. It then details the organization's strategy for sustainable ingredients which includes focusing on nutrition, ingredients, production, packaging and legacy impacts. The strategy involves working closely with suppliers, setting their own standards, keeping implementation practical, and tailoring their approach for different ingredients and geographies. Examples provided include working with Rainforest Alliance certified bananas and a project to promote climate adaptation of mango farming in India.
I2SD Final-Project-slideshow - Fall 2012Trixeldesign
Slideshow presentation of the final project for the Introduction to Sustainable Design course at MCAD.
This project focuses on two main certifications for sustainable design and industrial production: B Corporation and Cradle to Cradle, and how they can be applied in the local context of Colombia (South America), for the manufacturing process of skateboards made from local colombian bamboo.
Our white paper highlights the commercial returns that can be achieved by investing in the latest energy management skills.
The position of Energy Manager is evolving into someone who is comfortable in the board room as well as the boiler room, with technical and commercial knowledge – and the increasing ability to impact on margins and revenues.
Commentary from high-profile industry experts from BT, Marks and Spencer, Siemens and Johnson Controls.
The paper looks at how companies in a stagnant economy are increasingly turning to energy efficiency as a way to increase profit – impacting the scope and function of their energy teams.
Margate, Florida is committed to sustainability through various public works projects that reduce environmental impacts and costs while improving quality of life. The city implemented initiatives like water conservation, energy efficiency, renewable energy, recycling, and green buildings. This reduced energy and water usage and costs while creating economic benefits through jobs, savings, and development. Margate's sustainability efforts addressed environmental, economic, and social issues through a holistic approach.
Chevron has a long history in California dating back over 130 years. As the largest company based in California, Chevron contributes significantly to the state's economy through its oil production, refining operations, and network of gas stations. Chevron supports over 70,000 jobs in California, provides $9.2 billion in total economic output, and invests heavily in communities through charitable donations, volunteerism, and support for education and small businesses.
How Life Cycle Management is being integrated into Zespri’s operations, strat...LCANZ
1) Developing sustainability as a core competency requires companies to understand their environmental footprint across the entire value chain and integrate sustainability into business strategy and innovation.
2) Zespri, a kiwifruit marketer, conducted studies to quantify its greenhouse gas emissions and water usage to identify opportunities to reduce environmental impacts through innovations on orchards, in packing facilities, and transportation.
3) Understanding how sustainability initiatives influence consumer value drivers is important for targeting R&D investments and partnerships that improve efficiency and the environment without compromising consumer benefits.
Sustainability leaders from Campbell Soup, Roche, BASF, Ingersoll Rand and the NJ Board of Public Utilities present business cases for how their “green” efforts resulted in significant short-term cost savings and Return-on-Investment (ROI). Presented at Fairleigh Dickinson University’s Jumpstarting the New Green Economy Conference, May 19-21, 2009.
Explore the Value of LEED Green Building in the Market TodayTorkBetterBusiness
www.torkusa.com
Small businesses can be reimbursed up to $25,000 in grants to acquire equipment or adopt processes that promote energy efficiency. In this presentation, Tork shows how to maintain your beautiful building design while still building green. Visit the Tork Better Business Center at betterbusiness.torkusa.com for business tips and advice.
The document discusses an organization's approach to sustainable sourcing of ingredients. It outlines the company's philosophy of leaving things better than they found them and balancing the needs of people, planet and profit. It then details the organization's strategy for sustainable ingredients which includes focusing on nutrition, ingredients, production, packaging and legacy impacts. The strategy involves working closely with suppliers, setting their own standards, keeping implementation practical, and tailoring their approach for different ingredients and geographies. Examples provided include working with Rainforest Alliance certified bananas and a project to promote climate adaptation of mango farming in India.
I2SD Final-Project-slideshow - Fall 2012Trixeldesign
Slideshow presentation of the final project for the Introduction to Sustainable Design course at MCAD.
This project focuses on two main certifications for sustainable design and industrial production: B Corporation and Cradle to Cradle, and how they can be applied in the local context of Colombia (South America), for the manufacturing process of skateboards made from local colombian bamboo.
Our white paper highlights the commercial returns that can be achieved by investing in the latest energy management skills.
The position of Energy Manager is evolving into someone who is comfortable in the board room as well as the boiler room, with technical and commercial knowledge – and the increasing ability to impact on margins and revenues.
Commentary from high-profile industry experts from BT, Marks and Spencer, Siemens and Johnson Controls.
The paper looks at how companies in a stagnant economy are increasingly turning to energy efficiency as a way to increase profit – impacting the scope and function of their energy teams.
Margate, Florida is committed to sustainability through various public works projects that reduce environmental impacts and costs while improving quality of life. The city implemented initiatives like water conservation, energy efficiency, renewable energy, recycling, and green buildings. This reduced energy and water usage and costs while creating economic benefits through jobs, savings, and development. Margate's sustainability efforts addressed environmental, economic, and social issues through a holistic approach.
Chevron has a long history in California dating back over 130 years. As the largest company based in California, Chevron contributes significantly to the state's economy through its oil production, refining operations, and network of gas stations. Chevron supports over 70,000 jobs in California, provides $9.2 billion in total economic output, and invests heavily in communities through charitable donations, volunteerism, and support for education and small businesses.
1. The document outlines steps that companies can take to integrate sustainability into their business strategies and operations, including building a business case, committing senior resources, setting baselines and goals, addressing organizational resistance through collaboration and innovation, and fully integrating sustainability into the company's culture and processes.
2. It provides examples of sustainability goals and strategies from companies like Unilever and Dow Chemical that create value for both business and society.
3. The document concludes by discussing emerging views that the purpose of business needs to change to bring more value to society through approaches like shared value creation.
Exciting times for business: the value of farm carbon footprinting up the sup...Farming Futures
This document discusses why an individual's carbon footprint matters. It notes that consumers are increasingly concerned about sustainability and the environment. Many companies are taking steps to reduce their carbon emissions in response to this consumer demand. Reducing carbon footprints also makes financial sense as farmers with lower emissions have lower costs of production. The entire supply chain from farm to consumer must work together to lower carbon footprints in order to remain competitive and defend against potential criticism of their environmental impacts.
The Green Race is On is the title of the WBCSD's Annual Review 2009 ( 28.8 MB) . It is only in the past five years that thoughtful companies have begun to understand the vast opportunities of moving toward a sustainable world, and that science has made clear the global catastrophes inherent in un-sustainable development.
This Annual Review celebrates both the 15 year anniversary of the WBCSD and how member companies are engaging with sustainable development. In it we cover the pertinent issues challenging us, including:
Energy, climate, development and urbanization and the link between them
The re-invention of “green jobs”
Smarter grids, new investments in energy supply and distribution
Sustainable consumption, with consumers beginning to look at individual purchasing patterns and their impacts on the planet
Global and local water challenges
Advanced green energy technologies
Business opportunities associated with the sustainable management and stewardship of ecosystems and the creation of market mechanisms for ecosystem services.
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.
This document discusses materiality in corporate sustainability reporting. It begins by defining what constitutes a material issue according to standards bodies like the Global Reporting Initiative and Sustainability Accounting Standards Board. Material issues are those that reflect significant economic, environmental or social impacts, or would influence stakeholder assessments. The document then outlines how materiality analysis has evolved in sustainability reporting frameworks over time. It provides examples of how different companies integrate materiality analysis into their business strategies and sustainability reporting.
This is a compilation of 5 presentations given at the FutureM conference in Boston on October 24, 2012. The speakers were: Beth Zonis of Eco Marketing, Lisa Lillelund of Mango Networks, Laura Koss of the FTC, Amy Cannon of Beyond Benign, and Mike Enberg of e-Stewards.
Profitable Green Strategies for Small Enterpriseschrisyalonis
This 2010 slide presentation was presented to an SBA development center group by Chris Yalonis. It covers the business case for sustainability in small businesses.
Presentation to provide a general overview of sustainability to young professional engineers. Additional slides in the deck that we never got a chance to go through in the class but included here for your information
1. The document discusses how associations can leverage their unique strengths to create sustainable value and drive innovation in their industries through large-scale collaborations and Appreciative Inquiry summits.
2. It provides the example of a dairy industry sustainability summit that engaged 250 stakeholders to generate initiatives to reduce greenhouse gas emissions and increase business value across the dairy supply chain.
3. Three essential success factors for associations to create sustainable value are avoiding the temptation to just "do good" and instead focus on opportunities to create sustainable value, embracing and playing to their strengths in convening, accelerating innovation, and scaling solutions, and recognizing that sustainability is a major business opportunity and management trend for the 21st century.
The Industry Familiarisation Book provides an in-depth analysis of the industry setting for the case study. This book helps students develop a sound commercial awareness of the industry, which is an essential element to analysing options and providing recommendations.
This document summarizes a forum on sustainable consumption convened by L'Oreal USA and Forum for the Future. It discusses macro forces driving the need for more sustainable consumption like population growth, resource depletion, and climate change. Barriers to sustainable consumption identified include short-term business incentives and lack of consumer demand. Conditions needed include common sustainability standards, affordable sustainable options, and new business models. Future actions proposed integrating sustainability across businesses, making it aspirational, and collaborating on specific issues like water conservation.
CongreUEM 09. Madrid 2016: Más que un evento.
Otro de los aspectos importantes a cuidar en nuestra candidatura en el acondicinamiento para las personas con alguna discapacidad.
The document describes BASF's Sustainable Solution Steering methodology, which provides a comprehensive sustainability evaluation of BASF's large portfolio of over 50,000 solutions. The methodology was developed to gain transparency and consistency in assessing solutions based on their sustainability performance and contribution to sustainability needs. It acts as an early warning system to identify sustainability obstacles or benefits. The process involves input from over 1,500 experts across regions and divisions. It evaluates solutions at the business unit level based on industry and regional factors. The goal is to differentiate BASF's offering and identify business opportunities through a dialogue with customers about sustainability needs.
Jos van Haastrecht - Securing stakeholder understanding and engagementDSM
This presentation was given at the EACD Regional Debate on 18 October in Amsterdam and deals with securing stakeholder understanding and engagement at DSM.
Iowa Fresh Farms plans to locate a sustainable bio-ag campus in north central Iowa comprising a 5,000-cow dairy operation and waste-to-fuel facility. The campus will produce milk, heifers, beef, synthetic diesel fuel, bio-char, purified water and other by-products. It will employ 56 people and be owned by multiple investors. The $42 million campus includes a $21 million dairy and $22 million waste-to-fuel reactor to process biomass into synthetic diesel and biochar fertilizer, generating $15 million annually. The operation aims to meet growing global food and energy demand sustainably through waste recycling and environmental stewardship.
Produção e Consumo Sustentável - Arab HoballahHumanidade2012
The document discusses sustainable consumption and production (SCP) and the 10 Year Framework of Programmes on SCP. It provides background on the Marrakech Process, which aimed to develop the 10 Year Framework to accelerate the global shift towards SCP. Through multi-stakeholder consultation and projects, the Marrakech Process helped establish SCP strategies in many regions and develop tools to promote SCP, but governments failed to adopt a 10 Year Framework at the UN Conference on Sustainable Development in 2011.
Intrinsically linked: The role of consumers and the role of business CSCP
1) The document discusses the intrinsically linked roles of consumers and businesses in promoting sustainable consumption and innovations.
2) It argues that while consumer attitudes support sustainability, there remains a large gap with actual purchasing behaviors, and that consumers prioritize performance, convenience and price.
3) The document proposes that businesses can influence more sustainable consumer choices and behaviors through innovation, marketing, and product selection/removal, and outlines Henkel's sustainability efforts across its value chain, products, and communication strategies.
How a Breakthrough Product Portfolio Assessment is Changing Business Strategy...Sustainable Brands
Dirk Voeste of BASF Corporation discusses how BASF is changing its business strategy through a breakthrough product portfolio assessment that evaluates the sustainability of its solutions. Key points:
- BASF categorized all of its products into four categories based on their sustainability contributions. It aims to increase the percentage of "Accelerator" products that substantially contribute to sustainability.
- The assessment analyzed 60,000+ product applications representing €66.3 billion in sales. It found that 23% were Accelerators that outgrow markets with higher margins. Over 60% of BASF's R&D pipeline are Accelerators.
- BASF integrates sustainability fully into its investment decisions and portfolio management as a major lever to
The Crucial Role of Structuring and Executing Innovative Partnerships in Brin...Sustainable Brands
The Crucial Role of Structuring and Executing Innovative Partnerships in Bringing Sustainable Product Design to Market
More Related Content
Similar to SB'12 - Cristian Barcan - BASF, Charlene Wall-Warren - BASF, James Reagan - National Cattlemen’s Beef Association, Jeff Rice - Walmart, Mike Fuepel - The Sustainability Consortium
1. The document outlines steps that companies can take to integrate sustainability into their business strategies and operations, including building a business case, committing senior resources, setting baselines and goals, addressing organizational resistance through collaboration and innovation, and fully integrating sustainability into the company's culture and processes.
2. It provides examples of sustainability goals and strategies from companies like Unilever and Dow Chemical that create value for both business and society.
3. The document concludes by discussing emerging views that the purpose of business needs to change to bring more value to society through approaches like shared value creation.
Exciting times for business: the value of farm carbon footprinting up the sup...Farming Futures
This document discusses why an individual's carbon footprint matters. It notes that consumers are increasingly concerned about sustainability and the environment. Many companies are taking steps to reduce their carbon emissions in response to this consumer demand. Reducing carbon footprints also makes financial sense as farmers with lower emissions have lower costs of production. The entire supply chain from farm to consumer must work together to lower carbon footprints in order to remain competitive and defend against potential criticism of their environmental impacts.
The Green Race is On is the title of the WBCSD's Annual Review 2009 ( 28.8 MB) . It is only in the past five years that thoughtful companies have begun to understand the vast opportunities of moving toward a sustainable world, and that science has made clear the global catastrophes inherent in un-sustainable development.
This Annual Review celebrates both the 15 year anniversary of the WBCSD and how member companies are engaging with sustainable development. In it we cover the pertinent issues challenging us, including:
Energy, climate, development and urbanization and the link between them
The re-invention of “green jobs”
Smarter grids, new investments in energy supply and distribution
Sustainable consumption, with consumers beginning to look at individual purchasing patterns and their impacts on the planet
Global and local water challenges
Advanced green energy technologies
Business opportunities associated with the sustainable management and stewardship of ecosystems and the creation of market mechanisms for ecosystem services.
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.
This document discusses materiality in corporate sustainability reporting. It begins by defining what constitutes a material issue according to standards bodies like the Global Reporting Initiative and Sustainability Accounting Standards Board. Material issues are those that reflect significant economic, environmental or social impacts, or would influence stakeholder assessments. The document then outlines how materiality analysis has evolved in sustainability reporting frameworks over time. It provides examples of how different companies integrate materiality analysis into their business strategies and sustainability reporting.
This is a compilation of 5 presentations given at the FutureM conference in Boston on October 24, 2012. The speakers were: Beth Zonis of Eco Marketing, Lisa Lillelund of Mango Networks, Laura Koss of the FTC, Amy Cannon of Beyond Benign, and Mike Enberg of e-Stewards.
Profitable Green Strategies for Small Enterpriseschrisyalonis
This 2010 slide presentation was presented to an SBA development center group by Chris Yalonis. It covers the business case for sustainability in small businesses.
Presentation to provide a general overview of sustainability to young professional engineers. Additional slides in the deck that we never got a chance to go through in the class but included here for your information
1. The document discusses how associations can leverage their unique strengths to create sustainable value and drive innovation in their industries through large-scale collaborations and Appreciative Inquiry summits.
2. It provides the example of a dairy industry sustainability summit that engaged 250 stakeholders to generate initiatives to reduce greenhouse gas emissions and increase business value across the dairy supply chain.
3. Three essential success factors for associations to create sustainable value are avoiding the temptation to just "do good" and instead focus on opportunities to create sustainable value, embracing and playing to their strengths in convening, accelerating innovation, and scaling solutions, and recognizing that sustainability is a major business opportunity and management trend for the 21st century.
The Industry Familiarisation Book provides an in-depth analysis of the industry setting for the case study. This book helps students develop a sound commercial awareness of the industry, which is an essential element to analysing options and providing recommendations.
This document summarizes a forum on sustainable consumption convened by L'Oreal USA and Forum for the Future. It discusses macro forces driving the need for more sustainable consumption like population growth, resource depletion, and climate change. Barriers to sustainable consumption identified include short-term business incentives and lack of consumer demand. Conditions needed include common sustainability standards, affordable sustainable options, and new business models. Future actions proposed integrating sustainability across businesses, making it aspirational, and collaborating on specific issues like water conservation.
CongreUEM 09. Madrid 2016: Más que un evento.
Otro de los aspectos importantes a cuidar en nuestra candidatura en el acondicinamiento para las personas con alguna discapacidad.
The document describes BASF's Sustainable Solution Steering methodology, which provides a comprehensive sustainability evaluation of BASF's large portfolio of over 50,000 solutions. The methodology was developed to gain transparency and consistency in assessing solutions based on their sustainability performance and contribution to sustainability needs. It acts as an early warning system to identify sustainability obstacles or benefits. The process involves input from over 1,500 experts across regions and divisions. It evaluates solutions at the business unit level based on industry and regional factors. The goal is to differentiate BASF's offering and identify business opportunities through a dialogue with customers about sustainability needs.
Jos van Haastrecht - Securing stakeholder understanding and engagementDSM
This presentation was given at the EACD Regional Debate on 18 October in Amsterdam and deals with securing stakeholder understanding and engagement at DSM.
Iowa Fresh Farms plans to locate a sustainable bio-ag campus in north central Iowa comprising a 5,000-cow dairy operation and waste-to-fuel facility. The campus will produce milk, heifers, beef, synthetic diesel fuel, bio-char, purified water and other by-products. It will employ 56 people and be owned by multiple investors. The $42 million campus includes a $21 million dairy and $22 million waste-to-fuel reactor to process biomass into synthetic diesel and biochar fertilizer, generating $15 million annually. The operation aims to meet growing global food and energy demand sustainably through waste recycling and environmental stewardship.
Produção e Consumo Sustentável - Arab HoballahHumanidade2012
The document discusses sustainable consumption and production (SCP) and the 10 Year Framework of Programmes on SCP. It provides background on the Marrakech Process, which aimed to develop the 10 Year Framework to accelerate the global shift towards SCP. Through multi-stakeholder consultation and projects, the Marrakech Process helped establish SCP strategies in many regions and develop tools to promote SCP, but governments failed to adopt a 10 Year Framework at the UN Conference on Sustainable Development in 2011.
Intrinsically linked: The role of consumers and the role of business CSCP
1) The document discusses the intrinsically linked roles of consumers and businesses in promoting sustainable consumption and innovations.
2) It argues that while consumer attitudes support sustainability, there remains a large gap with actual purchasing behaviors, and that consumers prioritize performance, convenience and price.
3) The document proposes that businesses can influence more sustainable consumer choices and behaviors through innovation, marketing, and product selection/removal, and outlines Henkel's sustainability efforts across its value chain, products, and communication strategies.
Similar to SB'12 - Cristian Barcan - BASF, Charlene Wall-Warren - BASF, James Reagan - National Cattlemen’s Beef Association, Jeff Rice - Walmart, Mike Fuepel - The Sustainability Consortium (20)
How a Breakthrough Product Portfolio Assessment is Changing Business Strategy...Sustainable Brands
Dirk Voeste of BASF Corporation discusses how BASF is changing its business strategy through a breakthrough product portfolio assessment that evaluates the sustainability of its solutions. Key points:
- BASF categorized all of its products into four categories based on their sustainability contributions. It aims to increase the percentage of "Accelerator" products that substantially contribute to sustainability.
- The assessment analyzed 60,000+ product applications representing €66.3 billion in sales. It found that 23% were Accelerators that outgrow markets with higher margins. Over 60% of BASF's R&D pipeline are Accelerators.
- BASF integrates sustainability fully into its investment decisions and portfolio management as a major lever to
Building Harmony: How to Champion Sustainability from Grain to BiscuitSustainable Brands
Mondelēz International is focused on sustainability across its biscuit operations in Europe. Albert Mathieu, President of the Biscuit Category Europe, discusses how the company works with farmers to grow crops sustainably and reduces environmental impact at factories. The goal is to champion sustainability from grain to finished biscuit.
Market Insights from Top Researchers: The Latest Intelligence on Customer Att...Sustainable Brands
This document discusses how companies can drive business model transformation from within by recognizing changing markets, fitting new models with corporate strategy, and building support networks. It provides examples of innovative business models and recommends mapping current models, planning the customer journey, and assembling all elements like market needs and strategic aims to form a new "jigsaw" business model. The goal is to help businesses develop profitable approaches to sustainability through the REBus project which provides free support for pilot programs across Europe.
Market Insights from Top Researchers: The Latest Intelligence on Customer Att...Sustainable Brands
This document summarizes research from the Natural Marketing Institute (NMI) on global sustainability trends. NMI conducts an annual tracking study of over 150,000 consumer interviews in 23 countries to understand attitudes and behaviors related to environmental and social responsibility. The research compares perspectives between developed countries like the US, UK, Germany and Japan, and emerging countries like Russia, China, India and Brazil. It finds that consumers in emerging countries generally care more about environmental protection and socially responsible business. The research also shows increases since 2010 in consumers choosing sustainable products over conventional options.
Market Insights from Top Researchers: The Latest Intelligence on Customer Att...Sustainable Brands
This document summarizes a presentation on the future of living spaces and workplaces given at Sustainable Brands London in November 2015. The presentation discusses research that identifies different consumer attitudes towards sustainability and circular concepts. It also outlines several emerging trends, like the squeeze on living space in urban areas, the blurring of work and personal life, the rise of responsive smart home technologies, community-focused "maker" movements, and a growing focus on zero waste solutions. These underlying technological and social changes are creating more opportunities for sustainable living than can be achieved through messaging alone. The presentation argues that businesses should focus on aligning with these emerging needs rather than just "selling sustainability."
Market Insights from Top Researchers: The Latest Intelligence on Customer Att...Sustainable Brands
1) The document summarizes a report by Wolff Olins investigating how leadership practices are changing to adapt to employees who are independent and individualistic.
2) It discusses tensions leaders face in creating an "uncorporation" culture that liberates employees while still meeting corporate goals. It also outlines shifts in leadership approaches over time from command-and-control to more distributed and purpose-driven models.
3) Key leadership approaches highlighted include acting as a "Designer in Chief" who focuses on culture rather than outputs, distributed leadership that trusts employees, and providing a "rough sense of purpose" rather than rigid ideologies.
New Tactics in Contextual Promotion of Healthy LifestylesSustainable Brands
Disney has had a longstanding commitment to promoting healthy lifestyles since 2006. This includes establishing nutritional guidelines for food and beverages, implementing promotional guidelines, and partnering with organizations like Change4Life. Disney aims to make healthy living fun and accessible for families through storytelling, experiences like Run Disney races, and partnerships with advocates, retailers, and chefs. Research shows that healthy living is universally important to parents worldwide who trust Disney to help children live active, well-balanced lives.
Sustainable Living Brands: Why Purpose Alone is Not Enough to Drive Sustainab...Sustainable Brands
Unilever's VP of Sustainable Business argues that while having a strong purpose is important for brands, it is not enough on its own to drive sustainable growth. Brands need to demonstrate their positive impact through transparency and accountability. She also stresses the importance of engaging consumers in purpose by showing how individual actions can contribute to collective change.
Leveraging the New UN Sustainable Development Goals: Expectations and Engagem...Sustainable Brands
The document discusses a presentation by Anna Swaithes from SABMiller on leveraging the UN Sustainable Development Goals for brands. SABMiller has over 200 local brands consumed in over 80 countries. SABMiller is committed to contributing to the Global Goals and having three brands in each market build sustainable development messages into their brand activations by 2020. Examples are provided of brands in India, Uganda, and Colombia that are engaging in programs focused on livelihoods, sustainable supply chains, and supporting workers and farmers.
Leveraging the New UN Sustainable Development Goals: Expectations and Engagem...Sustainable Brands
This document discusses leveraging the UN Sustainable Development Goals for brands. It provides an introduction to the goals, including ending poverty, and outlines expectations for business engagement. Civil society organizations see opportunities for businesses to contribute through their core activities. The business case for alignment with the SDGs includes access to new markets among the 4 billion living in poverty and growth in green technologies worth over $3 trillion by 2020.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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SB'12 - Cristian Barcan - BASF, Charlene Wall-Warren - BASF, James Reagan - National Cattlemen’s Beef Association, Jeff Rice - Walmart, Mike Fuepel - The Sustainability Consortium
1. MATERIALITY METRICS AND DECISION MAKING FOR
A VALUE-ADDED SUSTAINABILITY JOURNEY
Cristian Barcan, BASF
Charlene Wall-Warren, BASF
James Reagan, National Cattlemen’s Beef Association
Jeff Rice, Walmart
Mike Faupel, The Sustainability Consortium
2. MATERIALITY METRICS AND DECISION MAKING FOR
A VALUE-ADDED SUSTAINABILITY JOURNEY
Charlene Wall-Warren, BASF
4. 1 | Chemistry & connections…
2 | Agenda for today
3 | Let’s get started!
4 4
5. What new bonds can we create amongst
common elements?
n How do we …
n holistically & broadly consider the value chain
n determine & prioritize the top issues
n create a common language, common objectives
n consider the end-consumer product
n reach outside of our walls - upstream & downstream
n maximize the impact of our actions
55
6. Company Overview:
BASF – The Chemical Company
§ The world’s leading chemical company
§ Serves all major industries
§ 385 production facilities including six Verbund sites
§ World-class, innovative, high-value products
§ Intelligent, sustainable system solutions
§ 2011 Sales: €73.5 Billion
§ Employees: 111,000+
7. DRAFT
Why – our purpose
We create chemistry
for a sustainable future.
BASF Strategy: We create chemistry
7
8. Sustainability will become even more
important
SUPPLY
Earth’s
resources DEMAND +
Annual Human beings now
regenerative demand more from
capacity the Earth than can be 1976 2010
of the planet regenerated
Consumption of Earth’s resources
BASF Strategy: We create chemistry Source: Accenture.
8
9. Demographic challenges set the stage
for the future
Nine billion people in 2050 but only one earth
Resources, Food & Nutrition Quality of life
Environment & Climate
Chemistry as enabler
9 9
10. Sustainability drives innovations in new
growth fields
Resources, Environment Food & Nutrition Quality of life
& Climate
Chemistry as enabler
Customer
industries
Transportation Construction Consumer Health & Energy &
Goods Nutrition Electronics Agriculture Resources
Batteries Heat Organic Plant Energy
management Enzymes Medical management
Electronics biotechnology
Lightweight Functional Rare earth
composites crop care metals recycling
Heat
Wind energy
Growth
management
fields*
Water solutions
BASF Strategy: We create chemistry
10
11. 1 | Chemistry & connections…
2 | Agenda for today
3 | Let’s get started!
11 11
12. Agenda for today
n Need & direction for the future - Walmart
n "The increased importance of sustainability in consumer
goods value chains" Walmart, Jeff Rice - Director,
Sustainability 1:40-2:10
n Collaborative global approach - TSC
n "Enabling collaboration for sustainable consumer goods"
The Sustainability Consortium, Mike Faupel - Director,
Operations 2:10 – 2:40
n Break - 2:40 – 2:55
12
12
13. Agenda for today
n Conceptual approach - BASF
n "SET for more sustainable brands" Cristian Barcan - Applied
Sustainability Director, BASF Nutrition & Health) – 2:55 – 3:10
n Case Study - NCBA
n "More sustainable beef program" National Cattlemen's Beef
Association, J.O. Reagan - Executive VP– 3:10 – 3:25
n You guys work!
n "How to create the right chemistry along your value chain" -
3:25 – 4:20
n Conclusions…- 4:20 – 4:30
13
13
14. 1 | Chemistry & connections…
2 | Agenda for today
3 | Let’s get started!
14 14
16. DISCLAIMER:
This document, or any answers or information provided herein by BASF, does not constitute a legally binding obligation of BASF.
While the descriptions, designs, data and information contained herein are presented in good faith and believed to be accurate, it is
provided for your guidance only. Because many factors may affect processing or application/use, we recommend that you make
tests to determine the suitability of a product for your particular purpose prior to use. It does not relieve our customers from the
obligation to perform a full inspection of the products upon delivery or any other obligation. The claims and supporting data
provided in this publication have not been evaluated for compliance with any jurisdiction’s regulatory requirements and the results
reported may not be generally true under other conditions or in other matrices. Users must evaluate what claims and information
are appropriate and comply with a jurisdiction’s regulatory requirements. NO WARRANTIES OF ANY KIND, EITHER EXPRESS
OR IMPLIED, INCLUDING WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE, ARE MADE
REGARDING PRODUCTS DESCRIBED OR DESIGNS, DATA OR INFORMATION SET FORTH, OR THAT THE PRODUCTS,
DESIGNS, DATA OR INFORMATION MAY BE USED WITHOUT INFRINGING THE INTELLECTUAL PROPERTY RIGHTS OF
OTHERS. IN NO CASE SHALL THE DESCRIPTIONS, INFORMATION, DATA OR DESIGNS PROVIDED BE CONSIDERED A
PART OF OUR TERMS AND CONDITIONS OF SALE.
16
17. MATERIALITY METRICS AND DECISION MAKING FOR
A VALUE-ADDED SUSTAINABILITY JOURNEY
Jeff Rice, Walmart
18.
19. Sam Walton’s Vision
“
Give the world an opportunity to
see what it's like to save and have a
better life.”
20. Sustainability unlocks the true potential
of Walmart’s mission: Save Money, Live Better
“
Taking costs out of the business,
getting rid of waste, buying in a more
responsible way, and giving back to our
communities, is simply staying true to who
we are.
By bringing together save money with live
better, we make our business stronger.”
Mike Duke
President and CEO, Wal-Mart Stores, Inc.
21. Approach to sustainability
Operations
Operate for Less
Buy for
Less
associates suppliers
sustainability
360
Grow
Sales
Saving people money
so they can live better.
Sell for Less
communities
customers
Productivity Loop
www.walmartstores.com/sustainability
22. We began in 2005 with three aspirational goals
that guide everything we do in sustainability
To be supplied 100%
by renewable energy
To create zero waste
To sell products that sustain
people and the environment
23. Sustainability unlocks the true potential
of Walmart’s mission: Save Money, Live Better
“ As Walmart continues to grow and
become a better and more sustainable
business, those suppliers who partner
with us in building a responsible supply
chain will be the suppliers that will grow
with us. And you too will become a better
and more sustainable business.
Reducing waste, being more efficient, and
doing the right things the right way will
lower costs for your factories, for your
businesses and, ultimately, for the Walmart
customer.”
Mike Duke
President and CEO, Wal-Mart Stores, Inc.
24. First, we focused on specific product innovations
Driving scale and lowering the cost of
money saving, more efficient products. Building the market and
leveling the playing field
Supporting new product
launches
Increasing offerings, changing
assortment, adding
new suppliers.
Leading through our private brands
25. In 2009, we committed to the Sustainability Index
Sustainability Index: Tools that will…
• Improve the sustainability of the products our
customers love
• Integrate sustainability into our core business
• Drive the productivity loop by reducing cost,
increasing product quality and finding supply
chain efficiency
“If we work together, we can
create a new retail standard
• Increase customer’s trust in us and the brands
for the 21st century." we carry by leading in transparency
26. Walmart will Integrate Sustainability Into our
Business
“ we are building sustainability into the
nuts and bolts of what we do as a retailer –
buying and selling merchandise.
I believe we are at a turning point in retail
history… Working in partnership with
nearly 100 other companies, we think
we’ve found an innovative way to drive
change. The Sustainability Consortium
has begun delivering tools to our
product buyers to help us evaluate
product and supplier sustainability
Duncan Mac Naughten
President and CEO, Wal-Mart Stores, Inc.
27. TSC’s Work Can Supports Multiple Uses
▪ Training / Incentives
▪ Discussion Guides
▪ Scorecarding
▪ Prioritization and goal setting
▪ Product Design
▪ Customer Engagement
28. Sustainability Index: Core Components
Science and Alignment Integrate and Act Engage Customers
The Sustainability Integrate Into Engage Our
Consortium Business Customers
▪ Science / Standards ▪ Supplier / Category ▪ Lead industry in
metrics customer transparency
▪ Industry Alignment
▪ Incentives ▪ Build customer trust
▪ Stakeholder Engagement
▪ Business Processes ▪ Engage across channels
▪ External Credibility
▪ Training
29. We are training our buyers based on TSC science
Identify priority issues
Highlight improvement
opportunities
Sustainable Value Networks Walmart Stores, Inc.
Confidential
30. TSC KPIs are Driving Category Scorecards
Identify leaders and laggards
Highlight opportunities
Set goals, track progress
31. Walmart US: Integrating into Core Business
Processes
Annual Joint
Business Business
Planning Planning
Category Line
Strategy Reviews
32. Building into the Sam’s Club Brand Promise:
Great Quality Merchandise at an Amazing Value
EVP Portfolio Strategy
Merchandise Portfolio
Category Group SVP
Category Strategy
Joint Business
Category Planning
VP DMM
Item
Value Framework
Buyer
33. We’re going to ‘make it real’ with incentives
“ Every buyer will have sustainability
goals as part of his or her objectives,
and we will use the Index as the tool to
measure progress against those goals.
We’ll recognize and reward those
buyers and suppliers who are doing
well. We will also ask suppliers who
aren’t performing well to develop plans to
improve, and we’ll hold them
accountable for showing progress.
Duncan Mac Naughten
President and CEO, Wal-Mart Stores, Inc.
37. Measurement and reporting systems are crucial to progress in
product sustainability but are coupled with an array of challenges.
Today Challenges include
Science is enabling an Lack of a harmonized
understanding of social and measurement and reporting
environmental impacts and approach:
benefits
• Complexity driven by the
vast variety of products
Various corporate and
social initiatives launched • No holistic view of the value
in attempt to address chain
product sustainability
• No capability to credibly
differentiate products based
Global regulations on sustainability
are emerging with
unpredictable metrics • Need for consistency and
transparency in
measurement and reporting
But challenges exist…
Source: TSC team analysis
37
38. The Sustainability Consortium improves decision
making for product sustainability throughout the
entire product life cycle across all sectors.
Vision
To advance science to drive a new
generation of innovative products
and supply networks that address
environmental, social, and economic
imperatives
Enabling the consumer goods
industry to do things that matter Mission
about things that matter.
To design and implement credible,
transparent and scalable science-based
measurement and reporting systems
accessible for all producers, retailers, and
users of consumer products
Source: The Sustainability Consortium
38
39. 1 TSC is uniquely bringing together stakeholders
and creates unparalleled opportunity for collaboration.
Credibility
Leading universities and NGOs using
science-based approach to identify areas
of adverse impact in the supply chain
Efficiency
Academic
Minimizing multiple similar efforts
Institutions
and reducing supplier burden of
variable information requests
Harmonization The
Creating clear agreed upon terms Sustainability
and definitions by all stakeholders Consortium
Identifying common life cycle stages,
metrics, and reporting categories Non-profit
Corporations
organizations
Source: TSC
39
40. Translating TSC’s mission into impact requires doing four things:
Using a multi-stakeholder … to create practical
1 2
approach… measurement tools…
Approach
… that enable proactive … and unlock value in the
3 innovation in sustainability… 4 supply chain
Impact
Source: TSC team analysis
40
41. TSC tools will enable sustainable innovation
across the value chain
Current products Future products
Understand Share Declare
product category hotspots1 and
drivers information on best
Differentiate Communicate to consumers
practices products against baseline
Level 1 – Level 2 –
Category level Product level
▪ Broad product ▪ Product-specific
categories
▪ Quantitative tool to
▪ Qualitative benchmark against
assessment of hotspots1
baseline
1 Areas of adverse environmental and social impact across product supply chain
41
42. 2 TSC category-level products have 3 major components…
Category Sustainability Key Performance
Category Dossier
Profile (CSP) Indicators (KPIs)
Collection of evidence on Synthesis of product Metrics / questions to
product category and its sustainability knowledge measure and track product
supply chain, environmental and improvement category sustainability
and social hotspots, and opportunities
improvement opportunities
Source: TSC
42
43. 2 … to be used by buyers and suppliers to address
product sustainability in a cost efficient way
TSC provides Buyers
Communicate efficiently
and effectively with suppliers:
• Ask category-specific questions
• Track supplier performance using KPIs
Improved
product
• Hotspots sustainability
• Improvement and cost
opportunities Suppliers
• KPIs Address product sustainability
efficiency
more effectively and efficiently:
• Use a single reporting tool across buyers
• Enhance product development
• Reduce spending on sustainability
research and reporting
• Evaluate quality of input materials
Source: TSC
43
44. 2 TCS is working on 100 Level 1 products across 8 sectors.
Food, Beverage
Electronics Automotive
& Agriculture
Toys Paper Other
Home & Personal Care Apparel
Source: TSC Knowledge Base (please see complete list of product categories in Appendix)
44
45. 3 TSC’s tools and frameworks enable proactive innovation
Companies recognized and
Transparent,
differentiated by creating standardized
products that address areas that and harmonized
matter systems
Drives at-scale improvements by Proactive
coordinating and sharing best Innovation
practices
Collaborate with stakeholders on Key environmental
sustainability solutions and social hotspots
“TSC can bring manufacturers,
retailers, and consumer advocacy
groups together to think how to
develop a campaign to drive
consumer behavior”
TSC member company
Source: TSC member interviews; team analysis
45
46. 4 TSC’s measurement and reporting system will drive
impact by unlocking the value in the supply chain.
Harmonized and transparent system
Transparency reduces complexity and saves costs
of Reporting throughout the supply chain
Standard metrics enable suppliers
Standardization
and buyers to work together on the
of Metrics
same environmental and social goals
Reducing cost and complexity of
Reduced Cost sustainability research and reporting
and Complexity allows companies to tackle impact
areas faster and more efficiently
46
49. Product Prioritization
Selection and prioritization draws on scientific and practical considerations
• Contribu-on
to
total
impact
of
Consumer
Goods
Industry
(where
Impact
=
Consumer
spending
x
es8mated
impact
from
economic
input/
Category
Selec-on
output
data),
and
Criteria
• Member
and
Stakeholder
Preferences
(e.g.
categories
with
the
most
member
overlap
(produced
or
sold)
and/or
known
cri8cal
issues
(e.g.
WWF’s
cri8cal
agro-‐commodi8es)
Mul-ple
Criteria.
General
theme:
Efficient
delivery:
• Categories
that
are
the
most
complete
(e.g.
Laptops,
Detergents)
• Available
informa8on
or
ini8a8ves
to
build
upon
(e.g.
Milk,
Wine)
Priori-za-on
of
• Categories
with
similar
inputs
(e.g.
Breakfast
Cereals,
Beer,
Bread)
Wave
1
Products
• Spread
the
workload
(e.g.
<=3
categories
per
produc8on
group)
Waves
2
&3
–
Sector
members
have
opportunity
to
shape
sequence
of
categories
49
50. KPI Development and Use
Definition
▪ KPIs are questions that members can use to track organizational progress on issues and opportunities described in a sustainability profile.
Required Elements of KPIs
▪ Must stem from an item identified in the CSP and described on the Dossiers. KPIs must be tied to one more of the following:
▪ Hotspots
▪ Critical Issues
▪ Stakeholder Concerns
▪ Must be objective
▪ Must be actionable
Things to Consider When Developing KPIs
▪ Complexity and variety of types of products within categories
▪ Geographic variety
▪ Limits of innovation, difficulties in addressing KPIs technically and financially
▪ Verification of resulting actions
▪ Thresholds for respondent successc
50
51. Anti-Trust Statement
The Sustainability Consortium is committed to facilitating a robust, open and honest exchange of ideas and information among its participants on subjects
relevant to the agenda of Consortium meetings. It is also committed to compliance with all applicable laws, including antitrust and competition laws.
To avoid any possible problems, communications and exchanges of information at or attendant to any Consortium‐related proceeding should directly relate to the
issues on the agenda.
There should be no discussions or exchanges of information regarding (1) what price any participant has or may charge for its products or services; (2) strategic
business plans or (3) whether or not to do business with any person or entity. The Sustainability Consortium does not condone disparagement or untrue
statements in any form.
Violation of these policies could jeopardize other participants and the goals of the Consortium and will not be tolerated. Please let Kevin Dooley or Jon Johnson
know immediately if you have a concern or question about a possible violation of this policy.
51
52. MATERIALITY METRICS AND DECISION MAKING FOR
A VALUE-ADDED SUSTAINABILITY JOURNEY
Christian Barcan, BASF
53. SET for More
Sustainable Brands
Cristian Barcan
SET for Applied Sustainability,
Nutrition & Health, BASF Corporation
San Diego, June 4-7 2012
54. With 9 billion people on Earth
predicted by 2050….
… And the need to use as much as
2.5 x planets worth to satisfy
demand at current pace….
Changes Need to Happen!
August
2011
December 2011 BASF
Nutri8on
&
Health
54
54
55. Major market trends –
opportunities for growth
Aging Growing
Sustainability population urbanization Food safety
Raise of the Health &
Food security middle class Wellness
December 2011 55
Copyright BASF SE
56. Geting into the Sustainability gear
n Start thinking holistic
n Plan SUSTAINABLE (beyond
Society tomorrow)
n Strengthen partnerships with well
positioned supply chain partners
Ecology n Go beyond price: Focus on supplying
VALUE
n Collaborate
Economy n Employ measuring tools
“You cannot manage what
you don’t …know”
December 2011 BASF Nutrition & Health 56
57. Sustainability
– an opportunity, not a challenge
n A differentiation and innovation
opportunity – making sustainability
brand relevant
n Measurable along the entire value
A journey,
chain
not a
destination
n Not an “either or”: any product can
be more sustainable
n Improving a products’ sustainability
over time è continuous
improvement
December 2011 57
Copyright BASF SE
58. Sustainable development over time
is a journey
Starting point Path forward Next steps
“Better for
SET puts your product your Future”
Consumer
on a journey to Product
more sustainability or Brand
December 2011 58
Copyright BASF SE
59. Helping on The Journey
Our SET Initiative to Selective Partners
SUSTAINABLE
“Better for Your Future”
o Corporate reporting
o Stakeholder
perception analysis
(Hot Spot Analysis)
DESIRABLE DISTINCTIVE o Eco-Efficiency
Analysis®
Consumer
o Eco-Efficiency
Product or
Online Manager®
Brand
o Whole-chain
traceability program
o Consumer and
stakeholders
CREDIBLE marketing &
positioning
December 2011 59
Copyright BASF SE
60. Reliable and sustainable value chains
Our vision for tomorrow
§ Supplier reliability
§ Trust in the whole value chain
§ Sustainable value chains - the norm
§ Long term strategic partnership
§ Innovation driven collaborations
§ Fair trade practices
§ Consumer focus
§ “Better for our future” business
December 2011 60
Copyright BASF SE
61.
62. MATERIALITY METRICS AND DECISION MAKING FOR
A VALUE-ADDED SUSTAINABILITY JOURNEY
James Reagan, National Cattlemen’s Beef Association
December 2011 62
65. Global Beef Cow Numbers
220,000
215,000
Million Head
210,000
205,000
200,000
195,000
90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10
YEARS
66. Beef Cow Inventory
40
F2011
DOWN
400,000
HEAD
39
38
37
36
Million Head
35
34
33
32
31
30
80 82 84 86 88 90 92 94 96 98 00 02 04 06 08 10
Source: USDA
F
Projected 2011 YEARS
67. U.S. Beef Cow Operations
1,050,000
1,000,000
Number of Operations
950,000
900,000
850,000
800,000
750,000
700,000
650,000
600,000
YEARS
Source: USDA
68. How
Do
We
Address
the
Challenge?
§ Must
improve
the
Sustainability
of
all
Agricultural
Products
§ Develop
Sustainability
Ini8a8ves
designed
to
enhance
Efficiencies
and
drive
Sustainability
in
the
beef
industry.
69. Purpose & Approach
• Conduct
a
comprehensive
cow/calf
to
plate
sustainability
assessment
of
the
U.S.
Beef
Industry.
Ø Quan%fy
all
systems
inputs
and
outputs
Ø Iden%fy
areas
for
improvement
70. Ultimate Goal
Enhance
the
sustainability
of
U.S.
beef
to
ensure
a
beYer
quality
of
life
for
today’s
global
popula8on
as
well
as
genera8ons
to
come.
72. Project Scope
Hotspot Analysis
§ Literature review
§ Stakeholder’s survey
Life Cycle Assessment
§ Environmental, cost and
social parameters
Producer tool
§ Eco-Efficiency Mgr
Optimization Tool;
Producer Tool
73. Long-Term Sustainability Project
Benefits
• Supply chain focus in the right areas for
improvement
– Will actually make a difference
– Avoid arbitrary imposed “sustainable” practices
that are costly and impractical
• Create value for all participants in the value
chain
• Effectively address the needs for more
sustainable alternatives
74. Keep in mind
1. Continuous improvement over time
2. A journey, NOT a destination
3. More sustainable product, rather than a
sustainable product
75. Progress to Date
ü Stakeholder survey has been finalized
ü Interviews were completed in March
ü HSA was completed in April
ü First modeling was held in April
ü LCA work initiated on pre- and post-knocking box
• Industry rollout scheduled for mid-January 2013
• Eco-efficiency model; Producer tool