Sogb14 webcast slides
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The document discusses sustainability metrics and trends for businesses. It provides examples of companies that are leaders in natural capital efficiency and decoupling. Specifically: - It introduces the concept of using natural capital metrics like carbon emissions, water use, and waste to measure a company's environmental impacts and efficiency. - It analyzes trends in collaboration, employee engagement, buildings/operations, and pricing related to sustainability. - Examples are given of companies that increased revenue while decreasing their environmental impacts, through initiatives like on-site power generation, manufacturing efficiency, and employee incentive programs. - Next steps discussed include further aligning business strategies with sustainability goals using metrics like supply chain impacts, product analyses, and infrastructure investments.
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Sogb14 webcast slides
- 3. The Headlines • Progress is slowing or plateauing • Despite growing and deeper activity • Scale, speed and scope is insufficient • We’re likely losing ground
- 5. Four Trends • Collaboration Becomes an Accelerator • Shadow Pricing Steps into the Limelight • Employee Engagement Becomes Strategic • Buildings and Companies Go Positive
- 6. Four Trends • Collaboration Becomes an Accelerator • Shadow Pricing Steps into the Limelight • Employee Engagement Becomes Strategic • Buildings and Companies Go Positive
- 7. Four Trends • Collaboration Becomes an Accelerator • Shadow Pricing Steps into the Limelight • Employee Engagement Becomes Strategic • Buildings and Companies Go Positive
- 8. Four Trends • Collaboration Becomes an Accelerator • Shadow Pricing Steps into the Limelight • Employee Engagement Becomes Strategic • Buildings and Companies Go Positive
- 10. STATE OF GREEN BUSINESS 2014 The Index Richard Ma9son Chief ExecuBve, Trucost January 21st, 2014
- 11. THE ELEPHANT IN THE ROOM “SUSTAINABLE GROWTH”
- 12. % growth GROWTH Real GDP Growth 2013-‐2015: World Bank, 2013
- 13. SUSTAINABILITY
- 14. SUSTAINABLE GROWTH The environmental impacts of business, air pollution, biodiversity loss, ecosystem degradation and water scarcity, are threatening the ability of our finite stock of natural capital to deliver SUSTAINABLE GROWTH.
- 15. A NEW ERA OF SUSTAINABILITY METRICS
- 16. IDENTIFYING THE LEADERS EXAMPLE NATURAL CAPITAL LEADER PROFILE IMPACT QUANTITY NATURAL CAPITAL NATURAL CAPITAL VALUATION CO-‐EFFICIENT COST ($M) GHG emissions metric tons 1,086,015 $120 $130 Water use cubic meters 97,715010 $1 $98 Sulfur oxide metric tons 1,120 $1,300 $1 120 $16,700 $2 ParBculate emissions metric tons Other environmental impacts Natural Capital Costs $M Company Revenue $M $113 $344 $12,050 Natural Capital Efficiency Rate Natural Capital Costs / Company Revenue 2.85% 5 Year Natural Capital Efficiency Rate Δ5 years (Natural Capital Cost / Revenue) 3.55% Natural Capital Decoupling Rate (Natural Capital Efficiency Rate -‐ 5 Year Natural Capital Efficiency Rate) / 5 Year Natural Capital Efficiency Rate) * 100 -‐19.58%
- 17. EFFICIENCY LEADERS Natural Capital Efficiency Leaders have the lowest natural capital impacts in their operagons and supply chain per million dollars of revenue.
- 18. DECOUPLING LEADERS Natural Capital Decoupling Leaders have decoupled revenue growth from natural capital impact in their operagons and supply chains over the last five years.
- 19. THE LEADERS Revenue increased 94%, GHG decreased 16% Introduced an onsite gas-‐ fired generator at the main Technology data centre. When fully operagonal, the tri-‐generagon facility saves 20,000 tonnes carbon emissions and approx. A$2 million energy costs per year. Revenue increased 13%, GHG Scope 1 decreased 16%, GHG Scope 2 decreased 56%, water consumpBon decreased 8% Has a three-‐pronged approach to energy management -‐ cogeneragon, conservagon and greater efficiency. For example, In 2012 its phosphates business produced enough energy to sagsfy 39% of companywide demand through cogeneragon, avoiding approx. 1 million tonnes of carbon emissions. Revenue increased 9%, GHG Scope 1 decreased 9%, GHG Scope 2 decreased 10%, water consumpBon decreased 54% Water use reducgons were driven by a more efficient manufacturing footprint achieved through conservagon programs, and pulp and gssue restructuring. . Revenue increased 42%, GHG Scope 1 decreased 58% Inigagves where the company engages employees in sustainability have led to significant carbon reducgons. Since 2010, its Environmental Excellence Awards program has generated approx. $200 million in cost savings . Revenue increased 19%, GHG Scope 1 decreased 9%, GHG Scope 2 decreased 11% Established energy efficiency standards in 2008 requiring new network equipment to be > 20% more energy efficient than equipment being replaced; saved more than 63.9MT of carbon emissions in year one.
- 20. WHAT NEXT? Payment for ecosystem services? PROFIT AT RISK? SHADOW WATER PRICING? NET BENEFIT ANALYSIS? Product EP&L or Company EP&L? Greener product porEolios? NET POSITIVE GOALS? Environmental cost analysis of new infrastructure RAW MATERIALS investments? OPTIMIZATION? Supply chain pass-‐through costs? REVENUE Commodity flow maps? AT RISK? This is the start of a journey towards exploring the right indicators to effecgvely align business strategies with sustainable development imperagves. Our objecgve has been to demonstrate the power of financially orientated sustainability metrics. We trust in the innovagon of the companies we work with to adapt these metrics to address more specific sustainability goals and objecgves.
- 22. GETTING STARTED: THE MATERIALITY REPORT
- 23. FIND OUT MORE www.trucost.com/naturalcapitalleadersindex Contact us: E: info@trucost.com T: +1 800 402 8774