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2013 six growing trends
in corporate sustainability
An Ernst & Young survey in cooperation with
GreenBiz Group
Contents
Executive summary

5

Introduction

6

trend

1

trend

2

trend

3

trend

4

The “tone from the top” is key to
heightened awareness and preparedness
for sustainability risks.

13

Governments and multilateral institutions
aren’t playing a key role in corporate
sustainability agendas.

17

Sustainability concerns now include
increased risk and proximity of
natural-resource shortages.

27

Corporate risk response is not well paired
to the scale of sustainability challenges.

25

Integrated reporting is slow to take hold.

29

Inquiries from investors and shareholders
are on the rise.

33

trend

5

trend

6

Six action steps

2
2

35
Six growing trends in corporate sustainability
This report summarizes results based primarily on a survey of
the GreenBiz Intelligence Panel, consisting of executives and
thought leaders in the area of corporate environmental strategy
and performance. Panel members participate in brief monthly
surveys to provide their expertise and perspective on corporate
initiatives, laws and regulations, and scientific advances that
are shaping the green agenda.
Data were collected during fall 2012. The survey was conducted online, and an email link
was sent to the panel’s 3,630 members inviting them to participate anonymously in the
survey. For the purposes of this report, we analyzed the results from 282 respondents
who represented 17 sectors and are employed by companies with annual revenue
greater than US$1 billion. Approximately 85% of these respondents are based in the
United States.
It is important to note that the quantitative data in the report may skew higher than if the
panel was representative of a broader demographic — that is, executives and managers
not necessarily focused on their company’s environmental corporate sustainability
efforts. However, the responding companies represent a broad diversity of corporate
sustainability experience: those just beginning to engage in corporate sustainability as
well as those that have been engaged for years.

To learn more, please visit ey.com/US/sustainability

3
Six growing trends
1:  he “tone from the top” is key to heightened awareness
T
and preparedness for sustainability risks.
2:  overnments and multilateral institutions aren’t playing
G
a key role in corporate sustainability agendas.
3:  ustainability concerns now include increased risk and
S
proximity of natural resource shortages.
4:  orporate risk response is not well paired to the scale of
C
sustainability challenges.
5:  ntegrated reporting is slow to take hold.
I
6:  nquiries from investors and shareholders are on the rise.
I

4
Executive summary
Our survey looked at how companies are responding to a wide range of internal and
external forces related to environmental sustainability risks and how well companies
are prepared to address them. Six trends emerged, which form the basis of this
report.
The survey tells us that companies’ response and approach to sustainability issues are
influenced significantly by the “tone from the top” — that is, how and how much senior
management are engaged in the conversation. As the sustainability conversation
in some companies shifts — from eco-efficiency to risk reduction and mitigation of
natural resource shortages, extreme weather events and supply-chain disruptions —
sustainability is being seen as affecting a company’s ability to compete.
Some of these risks are exacerbated as the decreasing role of governments and
multilateral organizations shrink in the sustainability arena. The result is a muddled
policy environment, making it difficult for some companies to make long-range plans
and investments. NGOs, stock exchanges and investor groups are stepping in to fill
the void, often exerting higher leverage than governments to move companies and
markets to provide transparency and disclosure on sustainability-related risks.
But corporate risk response appears to be inadequate to address the scope and
scale of some of these challenges. For example, most companies have yet to run
scenario analyses considering the availability of key inputs such as water or other raw
materials. Such analyses are increasingly important given the growing understanding
that such issues as food, energy and water are inextricably linked and must be looked
at holistically.
Amid this dynamic environment, investors and stock exchanges are pressing
companies ever harder to assess and disclose sustainability issues considered
material, in part by asking companies to integrate financial and sustainability
reporting. Companies, however, are slow to do so. Among the challenges is balancing
demands for transparency with the legal risks of disclosing more information.

To learn more, please visit ey.com/US/sustainability

5
Introduction: sustainability’s growing focus
This report examines six corporate sustainability trends, based on a survey conducted in late 2012
by GreenBiz Group and Ernst  Young of members of the GreenBiz Intelligence Panel, consisting of
executives and thought leaders in the area of corporate environmental strategy and performance. For
this report, we analyzed the results from 282 respondents in 17 industry sectors who are employed
by companies generating revenue greater than US$1 billion. Approximately 85% of these respondents
are based in the United States.

6
A shifting landscape
Our survey takes place amid a shifting landscape for companies and corporate sustainability. The continued
trend of extreme weather events around the globe — not to mention a documented 11,000-year warming trend
— has brought new attention to climate change and its potential disruptions to business operations and supply
chains. Water-related risks around the world are another stressor, leading companies in sectors like agriculture,
food and beverage, manufacturing, oil and gas, and utilities to recognize the need for resource efficiency
and scenario planning. Supplies of other commodities, including basic metals, are being roiled by political,
economic and environmental factors.
The role of sustainability issues hasn’t historically been front and center of business strategy, but these issues
continuously linger in the background. Companies may not talk about climate change per se, but many are
being buffeted by its effects. Similar issues including deforestation and shrinking biodiversity, are affecting
the availability of agricultural products. As a result, companies are increasingly connecting the dots between
risk management and corporate sustainability. That, in turn, is making sustainability issues more prominent on
company agendas.

To what degree is sustainability embedded in your corporate strategy and governance?
To what degree is sustainability embedded with your corporate strategy and governance?
My organization makes public our environmental and social goals,
and publicly reports progress against those goals

62%

My organization sets internal environmental and social goals, and
actively measures progress against those goals which is reported to
goals,
the board

59%

Sustainability is embedded with strategic planning and
capital budgeting

50%

Our i i
O mission statement i l d social and environmental matters
t t
t includes
i l d
i
t l
tt

50%

My organization regularly discusses sustainability-related risks and
opportunities with investors and other stakeholders

43%

Prior to any major decision (such as an acquisition, development of a
y
j
q
p
new facility, or major capital expenditures) our organization
considers the environmental and social impact on operations

38%

The leadership team’s compensation is driven in part by
sustainability performance

21%

Those responsible for sustainability have no impact on strategy or
governance
Other

11%

6%

To learn more, please visit ey.com/US/sustainability

7
Embedding sustainability

55%

shared value creation
for creating future
financial advantage

Against this background, corporate sustainability has become part of the
fabric of a majority of large companies in our survey group. 63% make
public environmental and social goals, and publicly report progress against
those goals. At just over half — 50.6% — sustainability is included in strategic
planning and capital budgeting, and 38% consider the environmental and
social impacts of any major decision, such as an acquisition, development of
a new facility, or major capital expenditures. But only a handful of companies
are using scenario planning tools to address corporate sustainability risks.
Moreover, the conversation inside companies is getting increasingly more
sophisticated. Terms like “ecosystems services,” “shared value creation” and
“cradle-to-cradle products,” once relegated to academics or sustainability
advocates, are now part of daily discourse. How those terms are used, and
whether they are done so consistently within and among organizations,
is another matter. But the mere fact that they are discussed at all signals
progress and represents a fuller understanding and appreciation of
sustainability’s growing importance inside companies.

Is your company evaluating or employing any of the following
Evaluating or employing strategies for
strategies for creating future financial advantage?

future financial advantage

Shared value creation

55%

Cradle-to-cradle product
development

43%

Ecosystems services

Other

8

31%

21%
Driven from the top
It may not be surprising, then, to learn that CEOs engaged in sustainability
are driving companies to address these issues. As we learned from our
survey group, top-level engagement has a profound impact on how,
and how much, corporate sustainability is viewed as a strategic riskmanagement issue as opposed to being seen simply as a means of
“doing the right thing.”
But the C-suite is just one driver, albeit an important one. Customers —
particularly business-to-business customers — are also pushing the agenda,
pressing companies to change product and packaging design, as well as
to increase disclosure of everything from product ingredients to working
conditions of suppliers’ factories — and even those of suppliers’ suppliers.
They join with the usual drivers — employees, investors, regulators,
advocacy groups and communities — in pushing companies to integrate
sustainability issues ever deeper into company operations.

Do you expect your company’s core business to be affected
by natural resource shortages?
Do you expect your company's core business to be affected by
natural resource shortages?

51%

■ Yes
■ No
■ Don’t know

41%

8%

To learn more, please visit ey.com/US/sustainability

9
Shareholders speak up
There’s another group that’s making their interests increasingly clear:
shareholders. For most of the past quarter-century — the time span of the
modern environmental movement — sustainability advocates have struggled
to make the “business case” that being proactive on sustainability issues
would strengthen the bottom line and, therefore, shareholders’ interests.
While there has been a steady stream of research and data underscoring that
hypothesis, it has not translated into increased attention to sustainability by
investment analysts or other influencers of company value and share price.

20%

of CEOs drive their
company’s approach
to sustainability

That may be changing, driven by growing recognition of the business risks of
inaction (or insufficient action) paid to sustainability issues and how these in
turn can affect supply chains, business continuity, employee attraction and
retention, reputation, even the right to operate. Even if such issues haven’t
yet hit the radar of stock analysts, they are recognized by a small but growing
number of stock exchanges, which are beginning to levy requirements
on listed companies to increase disclosure of sustainability risks and how
companies are addressing them.

Which of the following most drives your company’s approach to
sustainability? (Please select the top 3):
Who drives the company's approach to sustainability?
CEO

20%

Business customers/supply chain

19%

Employees

14%

Consumers

8%

Shareholders and investors

8%

Government regulators

8%

Competitors

7%

Communities where we operate
Advocacy groups
Industry groups

10

6%
5%
4%
Which groups have a positive impact on advancing sustainability on a global basis?
Which groups have a positive impact on advancing sustainability on a global basis?
Large corporations

8%

Consumers

9%

36%

21%

32%

27%

Other

10% 3%

Governments

14%

Environmental Protection Agency (or its
equivalent in other countries)

Industry groups
Regulators (e.g., SEC or equivalent)
Ranking and rating organizations

6%

Global Reporting Initiative

22%

International Integrated Reporting Council

38%

0%
No influence
1

10%
2

20%

30%

40%

Some influence
3

11% 4%

33%

37%

10%

32%
50%

60%

70%

7%
11% 5%

23%

30%

20%

10%

30%

41%

23%

11%

28%

37%

19%

12%
24%

36%

19%

United Nations

15%

38%

23%

Stock exchanges

16%
27%

32%
35%

7%

16%

39%

19%

13%

19%

25%

42%
33%

8%

29%

26%

39%

9%

Investors

29%
16%

42%

6% 11%

Non-governmental organizations

32%

80%

90% 100%

Significant influence
4
5

Which resources are most at risk?

Which resources are most at risk?
Water

76%

Oil

47%

Metals and other minerals

40%

Plant-based resources

27%

Natural gas

16%

Animal-based resources
Coal
C l
Other

13%
10%
5%

To learn more, please visit ey.com/US/sustainability

11
TREND

1

12
TREND 1

The “tone from the top” is key to heightened
awareness and preparedness for sustainability
risks.
The evolution of corporate sustainability inside companies has shifted the conversation
from the margins to the mainstream. The early conversations focused on regulatory
compliance and then on “doing well by doing good” — aligning cost-saving measures
with reputational benefits — and, more recently, with creating value by aligning
sustainability with innovation.
Increasingly, the corporate sustainability conversation in
a growing number of companies has shifted to another
arena: risk reduction and mitigation. This reflects the
realization that environmental, societal, and market
shifts will increasingly roil everything from commodity
prices to natural resource shortages to disease
epidemics — all of which can affect business continuity,
the right to operate and reputation.
Suffice it to say, these things are a long way from “doing
well by doing good.” They go to the heart of a company’s
ability to compete.
The complexity of corporate sustainability issues,
especially when viewed through the lens of risk
management, has led companies to understand that
sustainability needs to be more tightly integrated
throughout the organization: in finance, operations,
procurement, facilities, human resources, supply chain,
logistics, finance investor relations, marketing and
communications, and more. The result has been that the
conversation inside companies is more dispersed, even
systemic, well beyond the scope of a single department
or business function.
How, and how much, companies disclose their
sustainability-related risks provides a good barometer
of top management’s engagement in these issues.
We asked our survey group to assess how much their
company’s disclosure of sustainability-related risks
contained in their 10-K filings or annual financial

report was aligned with their responses to the Carbon
Disclosure Project, Dow Jones Sustainability Index and
other surveys. Companies that have a greater level of
engagement from the CEO and the board have much
closer alignment between what they voluntarily disclose
(such as CDP and DJSI) and what they are mandated to
disclose (such as 10-K filings).
When the CEO and the board are involved, there is much
greater alignment in risk identification and disclosure.
While 22% of surveyed companies indicated total
alignment on both mandated and voluntary sustainability
disclosures, 36% acknowledge “total alignment,”
indicating both a fully engaged board and CEO. A full
86% of those totally aligned companies have corporate
sustainability “embedded into strategic planning and
capital budgeting.” Fully 70% of respondents said, “Our
mission statement includes social and environmental
matters.” Nearly as many (68%) said, “My organization
regularly discusses sustainability-related risks and
opportunities with investors and other stakeholders.”
Such numbers represent a high level of engagement at
least among our survey sample. This is an encouraging
finding. Heightened CEO and CFO attention to
sustainability reflects the gradual ascent of sustainability
issues within the corporate risk register. C-suite
involvement also underlines the growth of corporate
sustainability as a strategic differentiator.

To learn more, please visit ey.com/US/sustainability

13
How aligned is your company’s disclosure of sustainability-related risks published in your 10K
or annual financial report with your company’s responses to the CDP, DJSI, and other surveys?
Has your organization run scenario analyses considering the availability of key inputs
such as water or other raw materials, access to arable land, or population shifts?
43%

36%
31%

31%
28%

26%

28%

27%
24%

24%

22%

20%

19%

14%
%

14%

19%
16%

%
14%

14%
%

12%
8%

12%

7%

7%
5%

1 - No alignment

2

3
Neither

All

Only board

4
Only CEO

5 - Total alignment

Both

Companies that have a greater level of engagement from the CEO and the board have much closer alignment between what they
voluntarily disclose (such as CDP and DJSI) and what they are mandated to disclose (such as 10-K filings).

14
Who is driving?

Q1: To what degree is
sustainability embedded with
your corporate strategy and
governance? Please select all
that apply. (no stack ranking)
Q2: Which of the following most
drives your company’s
approach to sustainability
(please select the top 3)?
[27% represents those who
ranked CEO at #1]

Report to board

64%

CEO is #1 driver

CEO is #1 Driver and progress
reported to board

27%

18%

To learn more, please visit ey.com/US/sustainability

15
TREND

2

16
TREND 2

Governments and multilateral institutions
aren’t playing a key role in corporate
sustainability agendas.
For several years now, the public sector’s role in promoting corporate sustainability
has been, at best, neutral. That may please those whose political bents favor the
status quo, but for many of the world’s largest corporations, it’s a source of endless
frustration. Companies need certainty to make investments and other major decisions,
and the uncertainty that comes from a political stalemate is seen by many companies
as detrimental to business planning, risk management, research and development
agenda, and corporate sustainability strategy.
The multilateral institutions haven’t helped much. The
annual series of United Nations-led climate summits
known as COPs (for “Committee of the Parties”) has
been a globe-hopping failure — from Copenhagen and
Cancun to Durban and Doha, not to mention 2012’s
Rio+20 summit. What just a few years ago had been
a strong sense of optimism that these meetings could
push the world’s governments to agreement and action
on some of the planet’s biggest challenges has devolved
into disarray and disappointment.

NGOs serve companies in another way. Some executives
see NGOs serving as an early-radar system, identifying
issues likely to rise in public (and media) concern —
chemicals of concern, for example, or biological hotspots
from which companies may be sourcing raw materials.
Many corporate sustainability executives reveal privately
that activists and ratings organizations get the attention
of company leadership far more effectively than the
sustainability executives themselves have been able
to do.

Others have stepped in to fill the void. Nongovernmental
organizations, for example, have stepped up, playing
both “good cop” and “bad cop” to prod both companies
and governments to take action. Some NGOs, leveraging
social media and the Internet, have implemented “name
and shame” campaigns that rank companies on one or
more issues. Corporate rankings, like those published
annually in some magazines, are highly watched, if not
always well regarded, by companies.

And then there are the stock exchanges, which are
slowly awakening to sustainability issues and, in some
cases, viewing these issues as material to their listed
companies. NASDAQ OMX, for example, is one of the
founding members of the Sustainable Stock Exchanges
initiative, which promotes reporting on environmental,
social, and corporate governance risks and opportunities
by publicly traded companies. The Johannesburg Stock
Exchange requires its more than 450 companies to
produce integrated reports, which combine financial
data with reporting on ESG issues. Another, the Brazilian
exchange BMFBOVESPA, adopted a comply-or-explain
policy in 2012, asking its listed companies to state that
they publish a regular sustainability report and where it
can be accessed or explain why they do not.

Some NGOs have pushed for transparency and
accountability. The Carbon Disclosure Project, for
example, is frequently named as an energetic and
effective campaigner to push companies to disclose
their carbon footprints; more recently, it has expanded
its efforts to include disclosure of water-related risks.
Its efforts are moving companies far faster than any
regulatory or legislative schemes.

To learn more, please visit ey.com/US/sustainability

17
68%

of large corporations
have a positive
impact on advancing
sustainability on a
global basis

This is on top of the substantial corps of institutional investors that are now
screening investments using some sustainability or corporate responsibility
criteria. For example, the Investor Network on Climate Risk is a network of
100 institutional investors representing more than US$10 trillion in assets
committed to addressing the risks and seizing the opportunities resulting
from climate change and other sustainability challenges.
All of these groups — media organizations, stock exchanges, institutional
investors, and both activist and business-friendly NGOs — comprise much
of today’s “regulatory” agenda, an emerging new set of standards to which
companies must comply.

Which groups have a positive impact on advancing sustainability on a global basis?
Which groups have a positive impact on advancing sustainability on a global basis?
Large corporations

29%

Consumers

68%

36%

Non-governmental organizations

43%

Industry groups

55%

48%

Other

10%

50%
45%

Governments

45%

53%

Investors

8%

45%

51%

6%

42%

53%

Environmental Protection Agency (or its equivalent in
other countries)
Ranking and rating organizations

61%

41%

56%

Global Reporting Initiative

38%

60%

Regulators (e.g., SEC or equivalent)

37%

59%

35%

Stock exchanges

23%

62%

15%

United Nations

22%

63%

15%

International Integrated Reporting Council

20%
0%

No influence
1

18

10%

Some influence
2

69%
20%

30%

40%

50%

Significant influence
3

60%

11%
70%

80%

90%

100%
Who drives the company’s approach to sustainability?
Who drives the company's approach to sustainability?
20%

CEO

19%

Business customers/supply chain

28%

14%
13%

Employees
8%
9%

Consumers

8%

Government regulators

Shareholders and investors

7%

9%

8%

6%
6%

Communities where we operate

5%
5%

Advocacy groups

Competitors

Industry groups

33%

5%

3%

7%

4%

Weighted Average

Number One

To learn more, please visit ey.com/US/sustainability

19
TREND

3

20
TREND 3

Sustainability concerns now include increased
risk and proximity of natural resource shortages.
Company concern about resource shortages is nothing new, but only recently have
companies started connecting the dots to sustainability-related issues. As extreme
weather (floods, droughts, hurricanes, wildfires) combines with environmental realities
(overfishing, clearcutting) and social and political issues (conflict minerals, electronic
waste) — not to mention growing global demand for resources across the board as
a result of population growth, particularly in emerging economies — companies are
recognizing that the new normal is a world in which corporate sustainability and access
to natural resources are inextricably linked.
Company concern is exacerbated by the inability of
governments and transnational institutions to effectively
broker international agreements to limit global
environmental decline. That has left these issues to
market forces, which often omit or underprice external
costs to the environment and society for the resources’
exploration, extraction and use.
This is no small matter. Some countries’ sovereign debt
ratings may be less robust than many investors may
realize if depletion of natural resources is taken into
account, suggests a 2013 study issued by the United
Nations Environment Programme (UNEP) Finance
Initiative. Sovereign bonds represent over 40% of the
global bond markets. They are traditionally considered
a reliable and risk-free investment of choice by fund
managers. At the end of 2010, outstanding sovereign
debt was equal to US$41 trillion. As countries find their
natural resources depleted or threatened, or their use
deemed unsustainable and undesirable by citizens in
other countries, the diminished value of these resources
could make such bonds significantly riskier.
Water is an issue of particular concern. The world’s
water problems and the looming water-security crisis

were ranked high by the World Economic Forum (WEF)
2013 Global Risk Survey. WEF calls water one of the
most tangible and fastest-growing social, political and
economic challenges faced today. “In every sector, the
demand for water is expected to increase, and analysis
suggests that the world will face a 40% global shortfall
between forecast demand and available supply by
2030,” WEF concluded.
Climate change will affect global water resources at
varying levels, as described within Ernst  Young’s
recent publication ‘Water Resources at the Corporate
Level, Moving from a risk based approach to active
management.’ The primary risk is posed by underground
water sources, referred to as aquifers, that have formed
over millennia by rainfall and are not recharged by any
regular source of surface water. Such aquifers supply a
large portion of the global agricultural and urban water
supply and are increasingly and inevitably running dry.
This issue is worsened by the fact that sources of surface
water are in no position to pick up the slack given that
they are also progressively depleted by factors, such as
declining meltwater, over-extraction and deforestation
impacting watersheds.

To learn more, please visit ey.com/US/sustainability

21
In Asia, the large areas of irrigated land that rely on snowmelt and high mountain
glaciers for water will be affected by changes in runoff patterns, while highly
populated deltas are at risk from a combination of reduced inflows, increased
salinity and rising sea levels.
WEF’s report was developed from an annual survey of more than 1,000 experts
from industry, government, academia, and civil society who were asked to review
a landscape of 50 global risks. Among other risks they rated “failure of climate
change adaptation” and “rising greenhouse gas emissions” as among those global
risks considered to be the most likely to materialize within a decade.

51%

anticipated that
their company’s core
business objectives will
be affected by natural
resource shortages in
the next three to five
years

This concern was echoed by our survey participants, who ranked water as the
number-one cause for concern among resources “most at risk,” followed by oil
and “metals and other materials.” About half (51%) said they anticipate their
company’s core business objectives to be affected by natural resource shortages
(such as water, energy, forest products, rare earth minerals/metals) in the next
three to five years.

Do you anticipate your company’s core business objectives to be
affected by natural resource shortages (e.g., water, energy, forest
products, rare earth minerals/metals) in the next three to five years?
Do you expect your company's core business to be affected by
natural resource shortages?

51%

■ Yes
■ No
■ Don’t know

8%

22

41%
Which resources are most at risk?

Which resources are most at risk?
Water

76%

Oil

47%

Metals and other minerals

40%

Plant-based resources

27%

Natural gas

16%

Animal-based resources
Coal
Other

13%
10%
5%

To learn more, please visit ey.com/US/sustainability

23
TREND

4

24
TREND 4

Corporate risk response is not well paired to
the scale of sustainability challenges.
Companies’ concern of the risks sustainability issues bring to their supply chains,
reputation and even their right to operate has not been matched by their appraisals of
the costs and benefits of various responses.
Our survey found 79% of respondents saying that
sustainability risks are incorporated into their enterprise
risk management framework. Simply put, that means 8
in 10 companies have incorporated environmental risks
into their risk register and that their board of directors
has oversight of how those risks are addressed by
management.
That struck us as a surprisingly high number,
particularly in light of their responses to another
question: whether their organization had run scenario
analyses considering the availability of key inputs such
as water or other raw materials, access to arable land
or population shifts. Only three in 10 companies —
fewer than half of those saying they have incorporated
corporate sustainability into risk management — said
they had run scenario analyses; 36% said they had no
plans to do so.
Perhaps it was a misalignment of language and
vocabulary, or maybe a misunderstanding of what it
means to do scenario mapping. In either case, it is clear
that company risk awareness has not translated into
preparedness.

Water, as noted earlier, is another issue that is both
strategic and uncertain. The questions for a company
are fairly straightforward: Do we have sufficient access
to water to achieve the level of output as needed
throughout our production system? How will access to
water rights be affected?
Or, more simply: When are we going to run out of water
and where?
Additionally, the growing interconnectedness of issues —
what some are calling the food-energy-water stress
nexus — require a scenario-based approach that
attempts to anticipate key tipping points that could
quickly affect all three. What happens if a tipping point
leads to the rapid adoption of carbon pricing or other
regulatory responses?
Most companies do not yet have answers to such
questions. And by not doing scenario planning, they
are failing to integrate such risks, let alone develop
confident appraisals of the costs and benefits of
different adaptive responses. To the extent that
companies view these things as financially material,
it is not being mirrored in shareholder or regulatory
disclosures.

To learn more, please visit ey.com/US/sustainability

25
Has your organization run scenario analyses considering the availability of key inputs such as
water or other raw materials, access to arable land, or population shifts?
Has your organization run scenario analyses considering the availability of key inputs
population shifts?
,
,
such as water or other raw materials, access to arable land, or p p
16%

33%
31%

Yes

32%
31%

No, we do not have plans to do so in the future
6%

I don’t know

14%

Neither

All

56%
50%

36%

22%
20%
19%
23%

10%
13%
14%
9%
15%

No, but we plan to in the next two to five years

No, but we plan to in the next year

41%

1%
2%
4%
0%
0%

Only Board

Only CEO

Both

How often is the information you possess on your company’s exposure to environmental, social

and governance risk and/or opportunity your company’s exposure to environmental,
How often is the information you possess onsought out by senior executives in your organization for
the purposes of strategic decision making?
social and governance risk and/or opportunity sought out by senior executives in your
organization for the purposes of strategic decision making?
9%

25%
24%

Frequently

27%

47%
37%

Occasionally

41%
43%

Rarely

22%

1%
0%
0%

32%

18%

5%

Neither

26

35%

24%

11%

Never

46%

All

Only Board

Only CEO

Both

53%
Do you believe your company has the processes in place to anticipate effectively its exposure to
increasing environmental, social and governance risk?

What is the primary industry for your company?
3%
Yes,
Yes our organization is highly evolved in this area

11%
13%
9%

19%
31%

Yes, this is a component of our existing enterprise
risk management framework

45%

No, but we plan to implement a process in the next
two to five years
4%
6%
4%
0%
Not at all

I don’t know

Neither

All

63%
64%

9%
7%
6%
5%
6%

No, but we plan to implement a process in the next
year

No, d
N and we d not h
do t have plans t d so i th f t
l
in the future
to do

53%

3%
0%
0%
0%

22%
13%
11%
18%
11%
14%
11%

13%
7%
4%
9%
6%

Only Board

Only CEO

Both

To learn more, please visit ey.com/US/sustainability

27
TREND

5

28
TREND 5

Integrated reporting is slow to take hold.
The idea of integrated reporting — that is, as defind by the IIRC, “a concise communication
about how an organization’s strategy, governance, performance and prospects lead to
the creation of value over the short, medium and long term” — is compelling, based on
our survey respondents. But for now, its promise remains elusive as companies grapple
with whether, when and how to develop such reports.
To be sure, the buzz around integrated reporting has
increased significantly in just the past two years. Where
it once seemed an unattainable ideal, it is now viewed as
inevitable — at least for some companies — as a growing
corps of national and international interest groups align
to press for integrated reporting.
Today, companies publish more than 5,000 sustainability
and corporate responsibility reports a year worldwide,
according to CorporateRegister.com. They vary widely
in content and comprehensiveness. Most aren’t written
with investors in mind; they are targeted at a broad
range of stakeholders, many of which have a specific
environmental, social or governance interest.
For the past few years, a growing movement has been
pushing companies toward reporting key sustainability
data in a much more investor-friendly way. Says Paul
Druckman, CEO of IIRC, the global NGO pushing for
integrated reporting, or IR: “The instigation of IR would
be a powerful tool for investors and would install a
culture of transparency, reliability and stability so that
investors can begin to trust their money to longer term
investments.’
It’s still early days for IR, and with that come some
significant challenges to its growth. Among them is
vocabulary — for example, how to bring concepts like
“natural capital,” in which environmental impacts are
assigned financial costs, to the CFO in a way that aligns
with a company’s current understanding of risk and
accounting. (Never mind that there’s not yet a standard
definition of what “natural capital” even means, or

how to account for it.) Another is the question of why
bother integrating corporate sustainability and financial
accounting if it is not required.
The answer to the latter question is slowly emerging.
A small but growing corps of companies now view
integrated reporting as a means of encouraging
“integrated thinking,” where environmental, social and
financial impacts of business decisions are considered in
concert — and, ideally, in a way where each one optimizes
the others.
Moreover, while it may be a while before integrated
reporting is mandated by regulation, market forces
may provide de facto regulatory pressures. Among the
sources are stock exchanges, particularly outside the
United States. For example, the 500 companies listed
on the Johannesburg Stock Exchange are now required
to file integrated reports or explain why they can’t.
Brazil’s BMFBOVESPA has adopted a similar “Report
or Explain” policy for listed companies. In the U.S.,
NASDAQ OMX Group, led by its vice chairman, Meyer
“Sandy” Frucher, is already beginning to push integrated
reporting. In 2012, it signed up to begin requiring more
material information on ESG issues for listed companies.
One challenge is that the growth and sophistication
of corporate sustainability reporting is limited, if not
undermined, by the tools companies are using to
produce them. As we reported last year, “those tools
remain rudimentary, even primitive, compared with
those used for reporting on financial measures.” In
our current survey, respondents identified the tools

To learn more, please visit ey.com/US/sustainability

29
Integrated
reporting is
slow to
take hold

used for ESG performance data collection. Environmental reporting is the most
sophisticated, with 37% using a centralized database while 26% use spreadsheets
and 12% use email; social and governance data collection doesn’t nearly fare as
well, and fewer than 8% in any category use packaged software. As integrated
reporting catches on, it will push companies to use tools that help them generate
higher-quality sustainability data.
Respondents indicated a strong agreement that integrated reporting would be
a positive influence on their company’s sustainability performance, and would
elevate it to senior management. 43% said that integrated reporting would be
“extremely” or “very” helpful in such things as breaking down the silos, involving
the CFO/finance team in sustainability-related initiatives and reporting, and
validating the existence and importance of non-financial information reporting.
Said one: “Integrated reporting would raise visibility of sustainability successes
and challenges at the C-suite level. While the C-suite has awareness of such
efforts, they do not necessarily see the relationship to business drivers.” Only
about 12% said such reporting would not be helpful.

Why create an integrated report now if it is not mandatory in your jurisdiction?
Why create an integrated report now if it is not mandatory in your jurisdiction?
Increase sustainability awareness with i
I
t i bilit
ith investors and customers
t
d
t

63%

Improve transparency and data accuracy

56%

Enhance brand and reputation

54%

Create competitive advantage

37%

Drive increased collaboration between different parts of the business

37%

Improve communication with media and general public

36%

Improve reporting efficiency

35%

Improve analysis and valuation

32%

Pre-empt questions from investors and other stakeholders

28%

Drive cost savings/reduction

28%

Enhance employee recruiting

25%

Improve innovation

24%

I don't know

15%

Other (please specify)
Integrated reporting is mandatory in my j
g
p
g
y
y jurisdiction

30

6%
1%
Please rank the following challenges for creating an integrated report (with one being the biggest
challenge and seven being the least challenging).

Balancing the demands for transparency against legal risk and
other considerations of releasing such information
Aligning the sustainability reporting processes with the financial
processes

18%
15%

Lack of C-suite and board buy-in

15%

Lack of CFO buy-in
Budget and staff to prepare the report
Time constraints
Adequate guidance from standard setters and regulatory bodies
(e.g., US SEC)

14%
13%
13%
12%

To learn more, please visit ey.com/US/sustainability

31
TREND

6

32
TREND 6

Inquiries from investors and shareholders are
on the rise.
As demands for disclosure on environmental and social impacts increase so does the
number of surveys, questionnaires and queries to companies. They come from many
and diverse directions: institutional investors, customers, media, industry analysts,
communities, regulatory and non-regulatory government bodies (at the local, national
and international levels), activist groups and various others. Each seems to want more
or different data than the others, or may pose the same questions in slightly different
ways. The resulting tsunami has overwhelmed many companies’ ability to cope.
GreenBiz has conducted periodic surveys of surveys,
designed to learn how much time companies are
spending on surveys, how many they get a year, and
their key issues. We learned that some large companies
respond to more than 300 customer surveys each year.
And that number doesn’t seem to be going down. In
some cases, companies that receive a high number of
surveys each year are themselves sending out their own
surveys, usually to suppliers.
Our group of survey respondents paralleled that view.
Fully half reported that they are receiving an increase
in the number of sustainability-related inquiries from
investors and shareholders over the past 12 months.
That underscores growing interest, particularly
by institutional investors, many of which now view
corporate sustainability issues as material to
shareholder value.
As noted in the 2012 piece by Ernst  Young, entitled
Shareholders press boards on social and environmental
riskes: is your board prepared?, the growth of queries
also mirrors the growth of shareholder proposals on
social and environmental issues, which now account
for 40% of all shareholder proposals. Support for those
proposals is growing, too: The average proposal received

21% of investors’ votes in 2011, up from 10% in 2005,
reflecting a relatively high level of interest and support.
At the top of the list of shareholder proposals are
those focusing on companies’ efforts to reduce energy
consumption, an acknowledgment that energy efficiency
not only increases competitiveness, but also reduces
risks associated with volatile energy prices, as well as
carbon taxes or other regulatory schemes. Second
highest on the list are proposals addressing greenhouse
gas emissions reductions or adoption of quantitative
greenhouse gas goals.
Climate and energy will likely remain front and center
for shareholders. At the institutional level, investors
are getting increasingly organized around these topics.
For example, the Investor Network on Climate Risk is a
network of 100 institutional investors representing more
than US$10 trillion in assets “committed to addressing
the risks and seizing the opportunities resulting from
climate change and other sustainability challenges.”
Groups like this are working feverishly behind the
scenes, not just to push shareholder resolutions, but
also to press for policy changes, increased voluntary
disclosure, and adoption of climate disclosure practices
by stock exchanges.

To learn more, please visit ey.com/US/sustainability

33
What makes shareholder
proposals succeed?
Prominent environmental and social proposals tend
to share certain characteristics. Three characteristics
that appear to impact the relative prominence of
a proposal*:

Has your company seen an increase in inquiries from
investors/shareholders about sustainability-related
issues in the past 12 months?
Has your company seen an increase in inquiries from investors/shareholders
about sustainability-related issues in the past 12 months?

•  argeting: proposals at companies where investors
T
raise concerns over board performance received
higher voting support.
•  iming: proposals connected to current events and
T
supporting ongoing trends gain prominence from
their association with the headline, i.e., making
events and/or related attention.

33%

■ Yes
■ No
■ Don’t know

50%

•  enacity: the highest supported proposals receive
T
even more support the second time they are
submitted at the same company.

17%

* Source: Key Characteristics of Prominent Shareholder-Sponsored Proposals
on Environmental and Social Topics, 2005-2011, International Integrating
Reporting Council, 2012.

All shareholder inquiries
All Shareholder Inquiries
69%

Efforts to reduce energy consumption

64%

Greenhouse gas emissions (GHG) reduction/adoption of quantitative goals

51%

Publishing a sustainability report

44%

Working conditions/human rights issues

36%

Financial risk associated with climate change
Supply chain risks related to climate change

36%

Producer responsibility f recycling of products and/or packaging
P d
ibilit for
li
f
d t
d/
k i

36%
33%

Supply chain risks related to labor standards
Toxic chemicals in products

32%

Sustainable sourcing/procurement of raw materials such as palm oil, forest products

32%
31%

Supply chain risks related to conflict minerals

30%

Linking sustainability metrics and executive compensation

22%

Natural capital and risk-related resource scarcity/threats to resources (new)

15%

Use of rare earth minerals /metals

12%

Use of genetically modified organisms (GMOs)

11%

Other
Oil from Canadian tar sands
Hydraulic fracturing
y
g

34

7%
6%
Conclusion
To address these six growing trends in corporate
sustainability, organizations are well advised to follow
the following action steps:
1. Address vocabulary challenges head on, build

multi-disciplinary teams
2. Get sustainability, risk and investor relations together
3.  odel scenarios of water shortages, climate change, and
M
population growth for risk planning
4.  onitor shareholder resolutions across multiple industries
M
to stay ahead of the curve
5.  onitor NGO activity as a precursor to regulation or market
M
pressure

To learn more, please visit ey.com/US/sustainability

35
Our point of view

Ernst  Young
Assurance | Tax | Transactions | Advisory

Download our current thought leadership and research findings at
ey.com/US/sustainability
Conflict
minerals
Dodd-Frank
Section 1502
and the SEC’s
final rule

How today’s
investors
are framing
conversations
on corporate
sustainability

Access our thought leadership anywhere with
EY Insights, our mobile app. Visit eyinsights.com

Contact us
Steve Starbuck
Americas Leader,
Climate Change and
Sustainability Services
+1 704 331 1980
stephen.starbuck02@ey.com

Brendan LeBlanc
Executive Director,
Americas Climate Change
and Sustainability Services
+1 617 585 1819
brendan.leblanc@ey.com

Adam Carrel
Senior Manager,
Americas Climate Change
and Sustainability Services
+1 212 773 5967
adam.carrel@ey.com

Paul Naumoff
Global/Americas Director,
Sustainability and Cleantech
Tax Services and National
Director, Tax Credits and
Incentives Advisory Services
+1 614 232 7142
paul.naumoff@ey.com

John DeRose
Executive Director,
Americas Climate Change
and Sustainability Services
+1 720 931 4306
john.derose@ey.com
Andrew Essreg
Senior Manager,
Americas Climate Change
and Sustainability Services
+1 202 327 6107
andrew.essreg@ey.com
Chris Hagler
Senior Manager,
Americas Climate Change
and Sustainability Services
+1 404 817 5799
chris.hagler@ey.com
36

Becky Sternberg
Senior Manager,
Climate Change and
Sustainability Services
+1 415 894 8804
rebecca.sternberg@ey.com
Chris Walker
Associate Director,
Americas Climate Change
and Sustainability Services
+1 212 773 2630
chris.walker@ey.com

About Ernst  Young
Ernst  Young is a global leader in assurance, tax, transaction
and advisory services. Worldwide, our 167,000 people are
united by our shared values and an unwavering commitment
to quality. We make a difference by helping our people, our
clients and our wider communities achieve their potential.
Ernst  Young refers to the global organization of member
firms of Ernst  Young Global Limited, each of which is a
separate legal entity. Ernst  Young Global Limited, a UK
company limited by guarantee, does not provide services to
clients. For more information about our organization, please
visit www.ey.com.
About Ernst  Young’s
Climate Change and Sustainability Services
Climate change and sustainability continue to rise on the
agendas of governments and organizations around the world
with rapidly evolving drivers and expectations. Your business
faces regulatory requirements and the need to meet stakeholder
expectations as well as respond to the opportunities presented
for revenue generation and cost reduction. This means a
fundamental and complex transformation for many organizations
and the embedding of climate change and sustainability into core
business activities to achieve short term objectives and create
long-term shareholder value. The industry and countries in which
you operate as well as your extended business relationships
introduce additional complexity, challenges, responsibilities and
opportunities. Our global, multidisciplinary team combines our
core experience in assurance, tax, transactions and advisory
with climate change and sustainability skills and deep industry
knowledge. You’ll receive a tailored service supported
by global methodologies to address issues relating to your
specific needs. Wherever you are in the world, Ernst  Young
can provide the right professionals to support you in achieving
your potential. It’s how we make a difference.
© 2013 EYG Limited.
All Rights Reserved.
EYG FQ0052
1304-1059141_NY
ED None
Ernst  Young is committed to minimizing its
impact on the environment. This document
has been printed using recycled paper and
vegetable-based ink.
This publication contains information in summary form and is
therefore intended for general guidance only. It is not intended
to be a substitute for detailed research or the exercise of
professional judgment. Neither EYGM Limited nor any other
member of the global Ernst  Young organization can accept
any responsibility for loss occasioned to any person acting
or refraining from action as a result of any material in this
publication. On any specific matter, reference should be made
to the appropriate advisor.

About the GreenBiz Group
GreenBiz Group is a media, events, and research company
whose mission is to define and accelerate the business of
sustainability. It does this through its acclaimed website
GreenBiz.com; conferences and events; and the GreenBiz
Executive Network, a membership-based peer-to-peer learning
forum for sustainability executives.

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Six growing trends in corporate sustainability 2013

  • 1. 2013 six growing trends in corporate sustainability An Ernst & Young survey in cooperation with GreenBiz Group
  • 2. Contents Executive summary 5 Introduction 6 trend 1 trend 2 trend 3 trend 4 The “tone from the top” is key to heightened awareness and preparedness for sustainability risks. 13 Governments and multilateral institutions aren’t playing a key role in corporate sustainability agendas. 17 Sustainability concerns now include increased risk and proximity of natural-resource shortages. 27 Corporate risk response is not well paired to the scale of sustainability challenges. 25 Integrated reporting is slow to take hold. 29 Inquiries from investors and shareholders are on the rise. 33 trend 5 trend 6 Six action steps 2 2 35
  • 3. Six growing trends in corporate sustainability This report summarizes results based primarily on a survey of the GreenBiz Intelligence Panel, consisting of executives and thought leaders in the area of corporate environmental strategy and performance. Panel members participate in brief monthly surveys to provide their expertise and perspective on corporate initiatives, laws and regulations, and scientific advances that are shaping the green agenda. Data were collected during fall 2012. The survey was conducted online, and an email link was sent to the panel’s 3,630 members inviting them to participate anonymously in the survey. For the purposes of this report, we analyzed the results from 282 respondents who represented 17 sectors and are employed by companies with annual revenue greater than US$1 billion. Approximately 85% of these respondents are based in the United States. It is important to note that the quantitative data in the report may skew higher than if the panel was representative of a broader demographic — that is, executives and managers not necessarily focused on their company’s environmental corporate sustainability efforts. However, the responding companies represent a broad diversity of corporate sustainability experience: those just beginning to engage in corporate sustainability as well as those that have been engaged for years. To learn more, please visit ey.com/US/sustainability 3
  • 4. Six growing trends 1: he “tone from the top” is key to heightened awareness T and preparedness for sustainability risks. 2: overnments and multilateral institutions aren’t playing G a key role in corporate sustainability agendas. 3: ustainability concerns now include increased risk and S proximity of natural resource shortages. 4: orporate risk response is not well paired to the scale of C sustainability challenges. 5: ntegrated reporting is slow to take hold. I 6: nquiries from investors and shareholders are on the rise. I 4
  • 5. Executive summary Our survey looked at how companies are responding to a wide range of internal and external forces related to environmental sustainability risks and how well companies are prepared to address them. Six trends emerged, which form the basis of this report. The survey tells us that companies’ response and approach to sustainability issues are influenced significantly by the “tone from the top” — that is, how and how much senior management are engaged in the conversation. As the sustainability conversation in some companies shifts — from eco-efficiency to risk reduction and mitigation of natural resource shortages, extreme weather events and supply-chain disruptions — sustainability is being seen as affecting a company’s ability to compete. Some of these risks are exacerbated as the decreasing role of governments and multilateral organizations shrink in the sustainability arena. The result is a muddled policy environment, making it difficult for some companies to make long-range plans and investments. NGOs, stock exchanges and investor groups are stepping in to fill the void, often exerting higher leverage than governments to move companies and markets to provide transparency and disclosure on sustainability-related risks. But corporate risk response appears to be inadequate to address the scope and scale of some of these challenges. For example, most companies have yet to run scenario analyses considering the availability of key inputs such as water or other raw materials. Such analyses are increasingly important given the growing understanding that such issues as food, energy and water are inextricably linked and must be looked at holistically. Amid this dynamic environment, investors and stock exchanges are pressing companies ever harder to assess and disclose sustainability issues considered material, in part by asking companies to integrate financial and sustainability reporting. Companies, however, are slow to do so. Among the challenges is balancing demands for transparency with the legal risks of disclosing more information. To learn more, please visit ey.com/US/sustainability 5
  • 6. Introduction: sustainability’s growing focus This report examines six corporate sustainability trends, based on a survey conducted in late 2012 by GreenBiz Group and Ernst Young of members of the GreenBiz Intelligence Panel, consisting of executives and thought leaders in the area of corporate environmental strategy and performance. For this report, we analyzed the results from 282 respondents in 17 industry sectors who are employed by companies generating revenue greater than US$1 billion. Approximately 85% of these respondents are based in the United States. 6
  • 7. A shifting landscape Our survey takes place amid a shifting landscape for companies and corporate sustainability. The continued trend of extreme weather events around the globe — not to mention a documented 11,000-year warming trend — has brought new attention to climate change and its potential disruptions to business operations and supply chains. Water-related risks around the world are another stressor, leading companies in sectors like agriculture, food and beverage, manufacturing, oil and gas, and utilities to recognize the need for resource efficiency and scenario planning. Supplies of other commodities, including basic metals, are being roiled by political, economic and environmental factors. The role of sustainability issues hasn’t historically been front and center of business strategy, but these issues continuously linger in the background. Companies may not talk about climate change per se, but many are being buffeted by its effects. Similar issues including deforestation and shrinking biodiversity, are affecting the availability of agricultural products. As a result, companies are increasingly connecting the dots between risk management and corporate sustainability. That, in turn, is making sustainability issues more prominent on company agendas. To what degree is sustainability embedded in your corporate strategy and governance? To what degree is sustainability embedded with your corporate strategy and governance? My organization makes public our environmental and social goals, and publicly reports progress against those goals 62% My organization sets internal environmental and social goals, and actively measures progress against those goals which is reported to goals, the board 59% Sustainability is embedded with strategic planning and capital budgeting 50% Our i i O mission statement i l d social and environmental matters t t t includes i l d i t l tt 50% My organization regularly discusses sustainability-related risks and opportunities with investors and other stakeholders 43% Prior to any major decision (such as an acquisition, development of a y j q p new facility, or major capital expenditures) our organization considers the environmental and social impact on operations 38% The leadership team’s compensation is driven in part by sustainability performance 21% Those responsible for sustainability have no impact on strategy or governance Other 11% 6% To learn more, please visit ey.com/US/sustainability 7
  • 8. Embedding sustainability 55% shared value creation for creating future financial advantage Against this background, corporate sustainability has become part of the fabric of a majority of large companies in our survey group. 63% make public environmental and social goals, and publicly report progress against those goals. At just over half — 50.6% — sustainability is included in strategic planning and capital budgeting, and 38% consider the environmental and social impacts of any major decision, such as an acquisition, development of a new facility, or major capital expenditures. But only a handful of companies are using scenario planning tools to address corporate sustainability risks. Moreover, the conversation inside companies is getting increasingly more sophisticated. Terms like “ecosystems services,” “shared value creation” and “cradle-to-cradle products,” once relegated to academics or sustainability advocates, are now part of daily discourse. How those terms are used, and whether they are done so consistently within and among organizations, is another matter. But the mere fact that they are discussed at all signals progress and represents a fuller understanding and appreciation of sustainability’s growing importance inside companies. Is your company evaluating or employing any of the following Evaluating or employing strategies for strategies for creating future financial advantage? future financial advantage Shared value creation 55% Cradle-to-cradle product development 43% Ecosystems services Other 8 31% 21%
  • 9. Driven from the top It may not be surprising, then, to learn that CEOs engaged in sustainability are driving companies to address these issues. As we learned from our survey group, top-level engagement has a profound impact on how, and how much, corporate sustainability is viewed as a strategic riskmanagement issue as opposed to being seen simply as a means of “doing the right thing.” But the C-suite is just one driver, albeit an important one. Customers — particularly business-to-business customers — are also pushing the agenda, pressing companies to change product and packaging design, as well as to increase disclosure of everything from product ingredients to working conditions of suppliers’ factories — and even those of suppliers’ suppliers. They join with the usual drivers — employees, investors, regulators, advocacy groups and communities — in pushing companies to integrate sustainability issues ever deeper into company operations. Do you expect your company’s core business to be affected by natural resource shortages? Do you expect your company's core business to be affected by natural resource shortages? 51% ■ Yes ■ No ■ Don’t know 41% 8% To learn more, please visit ey.com/US/sustainability 9
  • 10. Shareholders speak up There’s another group that’s making their interests increasingly clear: shareholders. For most of the past quarter-century — the time span of the modern environmental movement — sustainability advocates have struggled to make the “business case” that being proactive on sustainability issues would strengthen the bottom line and, therefore, shareholders’ interests. While there has been a steady stream of research and data underscoring that hypothesis, it has not translated into increased attention to sustainability by investment analysts or other influencers of company value and share price. 20% of CEOs drive their company’s approach to sustainability That may be changing, driven by growing recognition of the business risks of inaction (or insufficient action) paid to sustainability issues and how these in turn can affect supply chains, business continuity, employee attraction and retention, reputation, even the right to operate. Even if such issues haven’t yet hit the radar of stock analysts, they are recognized by a small but growing number of stock exchanges, which are beginning to levy requirements on listed companies to increase disclosure of sustainability risks and how companies are addressing them. Which of the following most drives your company’s approach to sustainability? (Please select the top 3): Who drives the company's approach to sustainability? CEO 20% Business customers/supply chain 19% Employees 14% Consumers 8% Shareholders and investors 8% Government regulators 8% Competitors 7% Communities where we operate Advocacy groups Industry groups 10 6% 5% 4%
  • 11. Which groups have a positive impact on advancing sustainability on a global basis? Which groups have a positive impact on advancing sustainability on a global basis? Large corporations 8% Consumers 9% 36% 21% 32% 27% Other 10% 3% Governments 14% Environmental Protection Agency (or its equivalent in other countries) Industry groups Regulators (e.g., SEC or equivalent) Ranking and rating organizations 6% Global Reporting Initiative 22% International Integrated Reporting Council 38% 0% No influence 1 10% 2 20% 30% 40% Some influence 3 11% 4% 33% 37% 10% 32% 50% 60% 70% 7% 11% 5% 23% 30% 20% 10% 30% 41% 23% 11% 28% 37% 19% 12% 24% 36% 19% United Nations 15% 38% 23% Stock exchanges 16% 27% 32% 35% 7% 16% 39% 19% 13% 19% 25% 42% 33% 8% 29% 26% 39% 9% Investors 29% 16% 42% 6% 11% Non-governmental organizations 32% 80% 90% 100% Significant influence 4 5 Which resources are most at risk? Which resources are most at risk? Water 76% Oil 47% Metals and other minerals 40% Plant-based resources 27% Natural gas 16% Animal-based resources Coal C l Other 13% 10% 5% To learn more, please visit ey.com/US/sustainability 11
  • 13. TREND 1 The “tone from the top” is key to heightened awareness and preparedness for sustainability risks. The evolution of corporate sustainability inside companies has shifted the conversation from the margins to the mainstream. The early conversations focused on regulatory compliance and then on “doing well by doing good” — aligning cost-saving measures with reputational benefits — and, more recently, with creating value by aligning sustainability with innovation. Increasingly, the corporate sustainability conversation in a growing number of companies has shifted to another arena: risk reduction and mitigation. This reflects the realization that environmental, societal, and market shifts will increasingly roil everything from commodity prices to natural resource shortages to disease epidemics — all of which can affect business continuity, the right to operate and reputation. Suffice it to say, these things are a long way from “doing well by doing good.” They go to the heart of a company’s ability to compete. The complexity of corporate sustainability issues, especially when viewed through the lens of risk management, has led companies to understand that sustainability needs to be more tightly integrated throughout the organization: in finance, operations, procurement, facilities, human resources, supply chain, logistics, finance investor relations, marketing and communications, and more. The result has been that the conversation inside companies is more dispersed, even systemic, well beyond the scope of a single department or business function. How, and how much, companies disclose their sustainability-related risks provides a good barometer of top management’s engagement in these issues. We asked our survey group to assess how much their company’s disclosure of sustainability-related risks contained in their 10-K filings or annual financial report was aligned with their responses to the Carbon Disclosure Project, Dow Jones Sustainability Index and other surveys. Companies that have a greater level of engagement from the CEO and the board have much closer alignment between what they voluntarily disclose (such as CDP and DJSI) and what they are mandated to disclose (such as 10-K filings). When the CEO and the board are involved, there is much greater alignment in risk identification and disclosure. While 22% of surveyed companies indicated total alignment on both mandated and voluntary sustainability disclosures, 36% acknowledge “total alignment,” indicating both a fully engaged board and CEO. A full 86% of those totally aligned companies have corporate sustainability “embedded into strategic planning and capital budgeting.” Fully 70% of respondents said, “Our mission statement includes social and environmental matters.” Nearly as many (68%) said, “My organization regularly discusses sustainability-related risks and opportunities with investors and other stakeholders.” Such numbers represent a high level of engagement at least among our survey sample. This is an encouraging finding. Heightened CEO and CFO attention to sustainability reflects the gradual ascent of sustainability issues within the corporate risk register. C-suite involvement also underlines the growth of corporate sustainability as a strategic differentiator. To learn more, please visit ey.com/US/sustainability 13
  • 14. How aligned is your company’s disclosure of sustainability-related risks published in your 10K or annual financial report with your company’s responses to the CDP, DJSI, and other surveys? Has your organization run scenario analyses considering the availability of key inputs such as water or other raw materials, access to arable land, or population shifts? 43% 36% 31% 31% 28% 26% 28% 27% 24% 24% 22% 20% 19% 14% % 14% 19% 16% % 14% 14% % 12% 8% 12% 7% 7% 5% 1 - No alignment 2 3 Neither All Only board 4 Only CEO 5 - Total alignment Both Companies that have a greater level of engagement from the CEO and the board have much closer alignment between what they voluntarily disclose (such as CDP and DJSI) and what they are mandated to disclose (such as 10-K filings). 14
  • 15. Who is driving? Q1: To what degree is sustainability embedded with your corporate strategy and governance? Please select all that apply. (no stack ranking) Q2: Which of the following most drives your company’s approach to sustainability (please select the top 3)? [27% represents those who ranked CEO at #1] Report to board 64% CEO is #1 driver CEO is #1 Driver and progress reported to board 27% 18% To learn more, please visit ey.com/US/sustainability 15
  • 17. TREND 2 Governments and multilateral institutions aren’t playing a key role in corporate sustainability agendas. For several years now, the public sector’s role in promoting corporate sustainability has been, at best, neutral. That may please those whose political bents favor the status quo, but for many of the world’s largest corporations, it’s a source of endless frustration. Companies need certainty to make investments and other major decisions, and the uncertainty that comes from a political stalemate is seen by many companies as detrimental to business planning, risk management, research and development agenda, and corporate sustainability strategy. The multilateral institutions haven’t helped much. The annual series of United Nations-led climate summits known as COPs (for “Committee of the Parties”) has been a globe-hopping failure — from Copenhagen and Cancun to Durban and Doha, not to mention 2012’s Rio+20 summit. What just a few years ago had been a strong sense of optimism that these meetings could push the world’s governments to agreement and action on some of the planet’s biggest challenges has devolved into disarray and disappointment. NGOs serve companies in another way. Some executives see NGOs serving as an early-radar system, identifying issues likely to rise in public (and media) concern — chemicals of concern, for example, or biological hotspots from which companies may be sourcing raw materials. Many corporate sustainability executives reveal privately that activists and ratings organizations get the attention of company leadership far more effectively than the sustainability executives themselves have been able to do. Others have stepped in to fill the void. Nongovernmental organizations, for example, have stepped up, playing both “good cop” and “bad cop” to prod both companies and governments to take action. Some NGOs, leveraging social media and the Internet, have implemented “name and shame” campaigns that rank companies on one or more issues. Corporate rankings, like those published annually in some magazines, are highly watched, if not always well regarded, by companies. And then there are the stock exchanges, which are slowly awakening to sustainability issues and, in some cases, viewing these issues as material to their listed companies. NASDAQ OMX, for example, is one of the founding members of the Sustainable Stock Exchanges initiative, which promotes reporting on environmental, social, and corporate governance risks and opportunities by publicly traded companies. The Johannesburg Stock Exchange requires its more than 450 companies to produce integrated reports, which combine financial data with reporting on ESG issues. Another, the Brazilian exchange BMFBOVESPA, adopted a comply-or-explain policy in 2012, asking its listed companies to state that they publish a regular sustainability report and where it can be accessed or explain why they do not. Some NGOs have pushed for transparency and accountability. The Carbon Disclosure Project, for example, is frequently named as an energetic and effective campaigner to push companies to disclose their carbon footprints; more recently, it has expanded its efforts to include disclosure of water-related risks. Its efforts are moving companies far faster than any regulatory or legislative schemes. To learn more, please visit ey.com/US/sustainability 17
  • 18. 68% of large corporations have a positive impact on advancing sustainability on a global basis This is on top of the substantial corps of institutional investors that are now screening investments using some sustainability or corporate responsibility criteria. For example, the Investor Network on Climate Risk is a network of 100 institutional investors representing more than US$10 trillion in assets committed to addressing the risks and seizing the opportunities resulting from climate change and other sustainability challenges. All of these groups — media organizations, stock exchanges, institutional investors, and both activist and business-friendly NGOs — comprise much of today’s “regulatory” agenda, an emerging new set of standards to which companies must comply. Which groups have a positive impact on advancing sustainability on a global basis? Which groups have a positive impact on advancing sustainability on a global basis? Large corporations 29% Consumers 68% 36% Non-governmental organizations 43% Industry groups 55% 48% Other 10% 50% 45% Governments 45% 53% Investors 8% 45% 51% 6% 42% 53% Environmental Protection Agency (or its equivalent in other countries) Ranking and rating organizations 61% 41% 56% Global Reporting Initiative 38% 60% Regulators (e.g., SEC or equivalent) 37% 59% 35% Stock exchanges 23% 62% 15% United Nations 22% 63% 15% International Integrated Reporting Council 20% 0% No influence 1 18 10% Some influence 2 69% 20% 30% 40% 50% Significant influence 3 60% 11% 70% 80% 90% 100%
  • 19. Who drives the company’s approach to sustainability? Who drives the company's approach to sustainability? 20% CEO 19% Business customers/supply chain 28% 14% 13% Employees 8% 9% Consumers 8% Government regulators Shareholders and investors 7% 9% 8% 6% 6% Communities where we operate 5% 5% Advocacy groups Competitors Industry groups 33% 5% 3% 7% 4% Weighted Average Number One To learn more, please visit ey.com/US/sustainability 19
  • 21. TREND 3 Sustainability concerns now include increased risk and proximity of natural resource shortages. Company concern about resource shortages is nothing new, but only recently have companies started connecting the dots to sustainability-related issues. As extreme weather (floods, droughts, hurricanes, wildfires) combines with environmental realities (overfishing, clearcutting) and social and political issues (conflict minerals, electronic waste) — not to mention growing global demand for resources across the board as a result of population growth, particularly in emerging economies — companies are recognizing that the new normal is a world in which corporate sustainability and access to natural resources are inextricably linked. Company concern is exacerbated by the inability of governments and transnational institutions to effectively broker international agreements to limit global environmental decline. That has left these issues to market forces, which often omit or underprice external costs to the environment and society for the resources’ exploration, extraction and use. This is no small matter. Some countries’ sovereign debt ratings may be less robust than many investors may realize if depletion of natural resources is taken into account, suggests a 2013 study issued by the United Nations Environment Programme (UNEP) Finance Initiative. Sovereign bonds represent over 40% of the global bond markets. They are traditionally considered a reliable and risk-free investment of choice by fund managers. At the end of 2010, outstanding sovereign debt was equal to US$41 trillion. As countries find their natural resources depleted or threatened, or their use deemed unsustainable and undesirable by citizens in other countries, the diminished value of these resources could make such bonds significantly riskier. Water is an issue of particular concern. The world’s water problems and the looming water-security crisis were ranked high by the World Economic Forum (WEF) 2013 Global Risk Survey. WEF calls water one of the most tangible and fastest-growing social, political and economic challenges faced today. “In every sector, the demand for water is expected to increase, and analysis suggests that the world will face a 40% global shortfall between forecast demand and available supply by 2030,” WEF concluded. Climate change will affect global water resources at varying levels, as described within Ernst Young’s recent publication ‘Water Resources at the Corporate Level, Moving from a risk based approach to active management.’ The primary risk is posed by underground water sources, referred to as aquifers, that have formed over millennia by rainfall and are not recharged by any regular source of surface water. Such aquifers supply a large portion of the global agricultural and urban water supply and are increasingly and inevitably running dry. This issue is worsened by the fact that sources of surface water are in no position to pick up the slack given that they are also progressively depleted by factors, such as declining meltwater, over-extraction and deforestation impacting watersheds. To learn more, please visit ey.com/US/sustainability 21
  • 22. In Asia, the large areas of irrigated land that rely on snowmelt and high mountain glaciers for water will be affected by changes in runoff patterns, while highly populated deltas are at risk from a combination of reduced inflows, increased salinity and rising sea levels. WEF’s report was developed from an annual survey of more than 1,000 experts from industry, government, academia, and civil society who were asked to review a landscape of 50 global risks. Among other risks they rated “failure of climate change adaptation” and “rising greenhouse gas emissions” as among those global risks considered to be the most likely to materialize within a decade. 51% anticipated that their company’s core business objectives will be affected by natural resource shortages in the next three to five years This concern was echoed by our survey participants, who ranked water as the number-one cause for concern among resources “most at risk,” followed by oil and “metals and other materials.” About half (51%) said they anticipate their company’s core business objectives to be affected by natural resource shortages (such as water, energy, forest products, rare earth minerals/metals) in the next three to five years. Do you anticipate your company’s core business objectives to be affected by natural resource shortages (e.g., water, energy, forest products, rare earth minerals/metals) in the next three to five years? Do you expect your company's core business to be affected by natural resource shortages? 51% ■ Yes ■ No ■ Don’t know 8% 22 41%
  • 23. Which resources are most at risk? Which resources are most at risk? Water 76% Oil 47% Metals and other minerals 40% Plant-based resources 27% Natural gas 16% Animal-based resources Coal Other 13% 10% 5% To learn more, please visit ey.com/US/sustainability 23
  • 25. TREND 4 Corporate risk response is not well paired to the scale of sustainability challenges. Companies’ concern of the risks sustainability issues bring to their supply chains, reputation and even their right to operate has not been matched by their appraisals of the costs and benefits of various responses. Our survey found 79% of respondents saying that sustainability risks are incorporated into their enterprise risk management framework. Simply put, that means 8 in 10 companies have incorporated environmental risks into their risk register and that their board of directors has oversight of how those risks are addressed by management. That struck us as a surprisingly high number, particularly in light of their responses to another question: whether their organization had run scenario analyses considering the availability of key inputs such as water or other raw materials, access to arable land or population shifts. Only three in 10 companies — fewer than half of those saying they have incorporated corporate sustainability into risk management — said they had run scenario analyses; 36% said they had no plans to do so. Perhaps it was a misalignment of language and vocabulary, or maybe a misunderstanding of what it means to do scenario mapping. In either case, it is clear that company risk awareness has not translated into preparedness. Water, as noted earlier, is another issue that is both strategic and uncertain. The questions for a company are fairly straightforward: Do we have sufficient access to water to achieve the level of output as needed throughout our production system? How will access to water rights be affected? Or, more simply: When are we going to run out of water and where? Additionally, the growing interconnectedness of issues — what some are calling the food-energy-water stress nexus — require a scenario-based approach that attempts to anticipate key tipping points that could quickly affect all three. What happens if a tipping point leads to the rapid adoption of carbon pricing or other regulatory responses? Most companies do not yet have answers to such questions. And by not doing scenario planning, they are failing to integrate such risks, let alone develop confident appraisals of the costs and benefits of different adaptive responses. To the extent that companies view these things as financially material, it is not being mirrored in shareholder or regulatory disclosures. To learn more, please visit ey.com/US/sustainability 25
  • 26. Has your organization run scenario analyses considering the availability of key inputs such as water or other raw materials, access to arable land, or population shifts? Has your organization run scenario analyses considering the availability of key inputs population shifts? , , such as water or other raw materials, access to arable land, or p p 16% 33% 31% Yes 32% 31% No, we do not have plans to do so in the future 6% I don’t know 14% Neither All 56% 50% 36% 22% 20% 19% 23% 10% 13% 14% 9% 15% No, but we plan to in the next two to five years No, but we plan to in the next year 41% 1% 2% 4% 0% 0% Only Board Only CEO Both How often is the information you possess on your company’s exposure to environmental, social and governance risk and/or opportunity your company’s exposure to environmental, How often is the information you possess onsought out by senior executives in your organization for the purposes of strategic decision making? social and governance risk and/or opportunity sought out by senior executives in your organization for the purposes of strategic decision making? 9% 25% 24% Frequently 27% 47% 37% Occasionally 41% 43% Rarely 22% 1% 0% 0% 32% 18% 5% Neither 26 35% 24% 11% Never 46% All Only Board Only CEO Both 53%
  • 27. Do you believe your company has the processes in place to anticipate effectively its exposure to increasing environmental, social and governance risk? What is the primary industry for your company? 3% Yes, Yes our organization is highly evolved in this area 11% 13% 9% 19% 31% Yes, this is a component of our existing enterprise risk management framework 45% No, but we plan to implement a process in the next two to five years 4% 6% 4% 0% Not at all I don’t know Neither All 63% 64% 9% 7% 6% 5% 6% No, but we plan to implement a process in the next year No, d N and we d not h do t have plans t d so i th f t l in the future to do 53% 3% 0% 0% 0% 22% 13% 11% 18% 11% 14% 11% 13% 7% 4% 9% 6% Only Board Only CEO Both To learn more, please visit ey.com/US/sustainability 27
  • 29. TREND 5 Integrated reporting is slow to take hold. The idea of integrated reporting — that is, as defind by the IIRC, “a concise communication about how an organization’s strategy, governance, performance and prospects lead to the creation of value over the short, medium and long term” — is compelling, based on our survey respondents. But for now, its promise remains elusive as companies grapple with whether, when and how to develop such reports. To be sure, the buzz around integrated reporting has increased significantly in just the past two years. Where it once seemed an unattainable ideal, it is now viewed as inevitable — at least for some companies — as a growing corps of national and international interest groups align to press for integrated reporting. Today, companies publish more than 5,000 sustainability and corporate responsibility reports a year worldwide, according to CorporateRegister.com. They vary widely in content and comprehensiveness. Most aren’t written with investors in mind; they are targeted at a broad range of stakeholders, many of which have a specific environmental, social or governance interest. For the past few years, a growing movement has been pushing companies toward reporting key sustainability data in a much more investor-friendly way. Says Paul Druckman, CEO of IIRC, the global NGO pushing for integrated reporting, or IR: “The instigation of IR would be a powerful tool for investors and would install a culture of transparency, reliability and stability so that investors can begin to trust their money to longer term investments.’ It’s still early days for IR, and with that come some significant challenges to its growth. Among them is vocabulary — for example, how to bring concepts like “natural capital,” in which environmental impacts are assigned financial costs, to the CFO in a way that aligns with a company’s current understanding of risk and accounting. (Never mind that there’s not yet a standard definition of what “natural capital” even means, or how to account for it.) Another is the question of why bother integrating corporate sustainability and financial accounting if it is not required. The answer to the latter question is slowly emerging. A small but growing corps of companies now view integrated reporting as a means of encouraging “integrated thinking,” where environmental, social and financial impacts of business decisions are considered in concert — and, ideally, in a way where each one optimizes the others. Moreover, while it may be a while before integrated reporting is mandated by regulation, market forces may provide de facto regulatory pressures. Among the sources are stock exchanges, particularly outside the United States. For example, the 500 companies listed on the Johannesburg Stock Exchange are now required to file integrated reports or explain why they can’t. Brazil’s BMFBOVESPA has adopted a similar “Report or Explain” policy for listed companies. In the U.S., NASDAQ OMX Group, led by its vice chairman, Meyer “Sandy” Frucher, is already beginning to push integrated reporting. In 2012, it signed up to begin requiring more material information on ESG issues for listed companies. One challenge is that the growth and sophistication of corporate sustainability reporting is limited, if not undermined, by the tools companies are using to produce them. As we reported last year, “those tools remain rudimentary, even primitive, compared with those used for reporting on financial measures.” In our current survey, respondents identified the tools To learn more, please visit ey.com/US/sustainability 29
  • 30. Integrated reporting is slow to take hold used for ESG performance data collection. Environmental reporting is the most sophisticated, with 37% using a centralized database while 26% use spreadsheets and 12% use email; social and governance data collection doesn’t nearly fare as well, and fewer than 8% in any category use packaged software. As integrated reporting catches on, it will push companies to use tools that help them generate higher-quality sustainability data. Respondents indicated a strong agreement that integrated reporting would be a positive influence on their company’s sustainability performance, and would elevate it to senior management. 43% said that integrated reporting would be “extremely” or “very” helpful in such things as breaking down the silos, involving the CFO/finance team in sustainability-related initiatives and reporting, and validating the existence and importance of non-financial information reporting. Said one: “Integrated reporting would raise visibility of sustainability successes and challenges at the C-suite level. While the C-suite has awareness of such efforts, they do not necessarily see the relationship to business drivers.” Only about 12% said such reporting would not be helpful. Why create an integrated report now if it is not mandatory in your jurisdiction? Why create an integrated report now if it is not mandatory in your jurisdiction? Increase sustainability awareness with i I t i bilit ith investors and customers t d t 63% Improve transparency and data accuracy 56% Enhance brand and reputation 54% Create competitive advantage 37% Drive increased collaboration between different parts of the business 37% Improve communication with media and general public 36% Improve reporting efficiency 35% Improve analysis and valuation 32% Pre-empt questions from investors and other stakeholders 28% Drive cost savings/reduction 28% Enhance employee recruiting 25% Improve innovation 24% I don't know 15% Other (please specify) Integrated reporting is mandatory in my j g p g y y jurisdiction 30 6% 1%
  • 31. Please rank the following challenges for creating an integrated report (with one being the biggest challenge and seven being the least challenging). Balancing the demands for transparency against legal risk and other considerations of releasing such information Aligning the sustainability reporting processes with the financial processes 18% 15% Lack of C-suite and board buy-in 15% Lack of CFO buy-in Budget and staff to prepare the report Time constraints Adequate guidance from standard setters and regulatory bodies (e.g., US SEC) 14% 13% 13% 12% To learn more, please visit ey.com/US/sustainability 31
  • 33. TREND 6 Inquiries from investors and shareholders are on the rise. As demands for disclosure on environmental and social impacts increase so does the number of surveys, questionnaires and queries to companies. They come from many and diverse directions: institutional investors, customers, media, industry analysts, communities, regulatory and non-regulatory government bodies (at the local, national and international levels), activist groups and various others. Each seems to want more or different data than the others, or may pose the same questions in slightly different ways. The resulting tsunami has overwhelmed many companies’ ability to cope. GreenBiz has conducted periodic surveys of surveys, designed to learn how much time companies are spending on surveys, how many they get a year, and their key issues. We learned that some large companies respond to more than 300 customer surveys each year. And that number doesn’t seem to be going down. In some cases, companies that receive a high number of surveys each year are themselves sending out their own surveys, usually to suppliers. Our group of survey respondents paralleled that view. Fully half reported that they are receiving an increase in the number of sustainability-related inquiries from investors and shareholders over the past 12 months. That underscores growing interest, particularly by institutional investors, many of which now view corporate sustainability issues as material to shareholder value. As noted in the 2012 piece by Ernst Young, entitled Shareholders press boards on social and environmental riskes: is your board prepared?, the growth of queries also mirrors the growth of shareholder proposals on social and environmental issues, which now account for 40% of all shareholder proposals. Support for those proposals is growing, too: The average proposal received 21% of investors’ votes in 2011, up from 10% in 2005, reflecting a relatively high level of interest and support. At the top of the list of shareholder proposals are those focusing on companies’ efforts to reduce energy consumption, an acknowledgment that energy efficiency not only increases competitiveness, but also reduces risks associated with volatile energy prices, as well as carbon taxes or other regulatory schemes. Second highest on the list are proposals addressing greenhouse gas emissions reductions or adoption of quantitative greenhouse gas goals. Climate and energy will likely remain front and center for shareholders. At the institutional level, investors are getting increasingly organized around these topics. For example, the Investor Network on Climate Risk is a network of 100 institutional investors representing more than US$10 trillion in assets “committed to addressing the risks and seizing the opportunities resulting from climate change and other sustainability challenges.” Groups like this are working feverishly behind the scenes, not just to push shareholder resolutions, but also to press for policy changes, increased voluntary disclosure, and adoption of climate disclosure practices by stock exchanges. To learn more, please visit ey.com/US/sustainability 33
  • 34. What makes shareholder proposals succeed? Prominent environmental and social proposals tend to share certain characteristics. Three characteristics that appear to impact the relative prominence of a proposal*: Has your company seen an increase in inquiries from investors/shareholders about sustainability-related issues in the past 12 months? Has your company seen an increase in inquiries from investors/shareholders about sustainability-related issues in the past 12 months? • argeting: proposals at companies where investors T raise concerns over board performance received higher voting support. • iming: proposals connected to current events and T supporting ongoing trends gain prominence from their association with the headline, i.e., making events and/or related attention. 33% ■ Yes ■ No ■ Don’t know 50% • enacity: the highest supported proposals receive T even more support the second time they are submitted at the same company. 17% * Source: Key Characteristics of Prominent Shareholder-Sponsored Proposals on Environmental and Social Topics, 2005-2011, International Integrating Reporting Council, 2012. All shareholder inquiries All Shareholder Inquiries 69% Efforts to reduce energy consumption 64% Greenhouse gas emissions (GHG) reduction/adoption of quantitative goals 51% Publishing a sustainability report 44% Working conditions/human rights issues 36% Financial risk associated with climate change Supply chain risks related to climate change 36% Producer responsibility f recycling of products and/or packaging P d ibilit for li f d t d/ k i 36% 33% Supply chain risks related to labor standards Toxic chemicals in products 32% Sustainable sourcing/procurement of raw materials such as palm oil, forest products 32% 31% Supply chain risks related to conflict minerals 30% Linking sustainability metrics and executive compensation 22% Natural capital and risk-related resource scarcity/threats to resources (new) 15% Use of rare earth minerals /metals 12% Use of genetically modified organisms (GMOs) 11% Other Oil from Canadian tar sands Hydraulic fracturing y g 34 7% 6%
  • 35. Conclusion To address these six growing trends in corporate sustainability, organizations are well advised to follow the following action steps: 1. Address vocabulary challenges head on, build multi-disciplinary teams 2. Get sustainability, risk and investor relations together 3. odel scenarios of water shortages, climate change, and M population growth for risk planning 4. onitor shareholder resolutions across multiple industries M to stay ahead of the curve 5. onitor NGO activity as a precursor to regulation or market M pressure To learn more, please visit ey.com/US/sustainability 35
  • 36. Our point of view Ernst Young Assurance | Tax | Transactions | Advisory Download our current thought leadership and research findings at ey.com/US/sustainability Conflict minerals Dodd-Frank Section 1502 and the SEC’s final rule How today’s investors are framing conversations on corporate sustainability Access our thought leadership anywhere with EY Insights, our mobile app. Visit eyinsights.com Contact us Steve Starbuck Americas Leader, Climate Change and Sustainability Services +1 704 331 1980 stephen.starbuck02@ey.com Brendan LeBlanc Executive Director, Americas Climate Change and Sustainability Services +1 617 585 1819 brendan.leblanc@ey.com Adam Carrel Senior Manager, Americas Climate Change and Sustainability Services +1 212 773 5967 adam.carrel@ey.com Paul Naumoff Global/Americas Director, Sustainability and Cleantech Tax Services and National Director, Tax Credits and Incentives Advisory Services +1 614 232 7142 paul.naumoff@ey.com John DeRose Executive Director, Americas Climate Change and Sustainability Services +1 720 931 4306 john.derose@ey.com Andrew Essreg Senior Manager, Americas Climate Change and Sustainability Services +1 202 327 6107 andrew.essreg@ey.com Chris Hagler Senior Manager, Americas Climate Change and Sustainability Services +1 404 817 5799 chris.hagler@ey.com 36 Becky Sternberg Senior Manager, Climate Change and Sustainability Services +1 415 894 8804 rebecca.sternberg@ey.com Chris Walker Associate Director, Americas Climate Change and Sustainability Services +1 212 773 2630 chris.walker@ey.com About Ernst Young Ernst Young is a global leader in assurance, tax, transaction and advisory services. Worldwide, our 167,000 people are united by our shared values and an unwavering commitment to quality. We make a difference by helping our people, our clients and our wider communities achieve their potential. Ernst Young refers to the global organization of member firms of Ernst Young Global Limited, each of which is a separate legal entity. Ernst Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit www.ey.com. About Ernst Young’s Climate Change and Sustainability Services Climate change and sustainability continue to rise on the agendas of governments and organizations around the world with rapidly evolving drivers and expectations. Your business faces regulatory requirements and the need to meet stakeholder expectations as well as respond to the opportunities presented for revenue generation and cost reduction. This means a fundamental and complex transformation for many organizations and the embedding of climate change and sustainability into core business activities to achieve short term objectives and create long-term shareholder value. The industry and countries in which you operate as well as your extended business relationships introduce additional complexity, challenges, responsibilities and opportunities. Our global, multidisciplinary team combines our core experience in assurance, tax, transactions and advisory with climate change and sustainability skills and deep industry knowledge. You’ll receive a tailored service supported by global methodologies to address issues relating to your specific needs. Wherever you are in the world, Ernst Young can provide the right professionals to support you in achieving your potential. It’s how we make a difference. © 2013 EYG Limited. All Rights Reserved. EYG FQ0052 1304-1059141_NY ED None Ernst Young is committed to minimizing its impact on the environment. This document has been printed using recycled paper and vegetable-based ink. This publication contains information in summary form and is therefore intended for general guidance only. It is not intended to be a substitute for detailed research or the exercise of professional judgment. Neither EYGM Limited nor any other member of the global Ernst Young organization can accept any responsibility for loss occasioned to any person acting or refraining from action as a result of any material in this publication. On any specific matter, reference should be made to the appropriate advisor. About the GreenBiz Group GreenBiz Group is a media, events, and research company whose mission is to define and accelerate the business of sustainability. It does this through its acclaimed website GreenBiz.com; conferences and events; and the GreenBiz Executive Network, a membership-based peer-to-peer learning forum for sustainability executives.