The document discusses sustainability management approaches for manufacturing industries. It outlines how industries can embrace smarter, sustainable innovation by focusing on changing customer expectations and experimenting with new technologies. Businesses should prioritize environmental, social, and governance issues most material to their operations to drive brand values. Failing to promote ESG can result in risks like pollution, resource exploitation, and regulatory fines. Evidence shows some manufacturers investing in renewable energy and setting net-zero carbon targets by 2040. Innovation will be crucial to disrupting emissions through systems redesign, efficient energy conversion, and clean energy solutions.

1. SUSTAINABILITY MANAGEMENT-
BASEDAPPROACHTO
MANUFACTURING INDUSTRY
presented by Annabelle Umoetuk
SUSTAINABILITY AND CSRMANAGER,
NIGERIAN BREWERIES PLC(A MEMBER OFHEINEKEN BVGROUP)

2. Content
• Introduction
• How can industry embrace smarter and more sustainableinnovation?
• What aspects of the business sector should be prioritized in order to drive
brand sustainability values?
• Outweighing the CSRimpacts, outline possible risks that could set infor
industries or businesses that fail to promote ESG
• Current evidence of net-zero transitioning in the manufacturing sector
• How can innovation be used to disrupt emissions in the sector?
• Conclusion

3. Introduction

4. SUSTAINABILITY
Sustainability is an integrated approach to
environmental, social and economic impact issues(both
internal and external) which leads to long-term
profitability.
It is not just a nice to have strategy but a need as
businesses need to be multi-dimensional in their
operations and engagements with stakeholders to
ensure that they thrive not just now, but in the future.
SUSTAINABILITY

5. Embracing Smarter, Sustainable
Innovation

6. How can industry embrace smarter
and more sustainable innovation?
The Why:
• Aids growth
• Ensuresrelevance
• Ensuresdifferentiation which can be a competitiveadvantage
• Promotes longevity
How:
• Focuson how innovation ischanging
• What are customers/clientsexpectations?
• Does the culture supportchange?
• Make metric-driven decisions
• Embrace change/experimentation/risk -Nokia
• Try new things

7. Priorities to Drive Brand
Sustainability Values

8. What aspectsof the businesssector shouldbe
prioritized in order to drive brand sustainability
values?
There isno one-size-fits-all answerto this.
Why?:
• Sustainability isbroad
• Material topics differ from sector to sector and from
business to business
• Alot of decision-makers need a framework to embed
sustainability into theirbusinesses

9. What aspectsof the businesssector shouldbe
prioritized in order to drive brand sustainability
values?
Businessesneed to prioritize based on their materiality!!!
How?:
• Identify topics that are material to your business (internally and
externally)
• Ensure that these topics cover the 3 broad areas of sustainability
(people, planet, and profit)
• Develop a framework that addressesthese identifiedtopics
• Set time-based commitments from thisframework
• Communicate your progress!!!!

10. Environmental
• Carbon neutrality through Renewables and
Emissions Reduction
• Circularity through sustainable water
management and plastic waste recycling
• Healthy Watersheds: Water Balancing Projects
Social
• Diversity through bold commitments and
trainings
• Fair & Safe dealings with outsourced
vendors/employees
• Community impact through CSR initiatives
Responsible
• Advocating alcohol as a choice for consumers
• Addressing harmful use of alcohol
• Endorsing moderation as a key to good
population health
OurSustainabilityStrategy OnACoaster

11. Risksof De-Prioritizing ESG

12. Possiblerisksthat could set in for industries or
businessesthat fail to promoteESG
ESGrefers to the approach a businesstakes to evaluate and implement its
environmental, social, and governance goals, and manage related risksand
opportunities.
What are these risks?:
• Environmental pollution
• Resourceexploitation leading to shortage
• Labour disputes arising from workerunrest
• Regulatory and public pressure resulting in multiple fines and levies
• Workforce health and safetyincidents
• Bribery and corruption to cover upnon-compliance
• Insecurity
• Decreasein sales

13. Evidence of Net-Zero
Transitioning

14. Current evidence of net-zero transitioning in the
manufacturing sector
Ibadan SolarPower
Impact: 663.6kWp of Powerwith an annual
supply of 800MWh
HydroPowerAgreementwith Konexa
Impact: 100% renewable electricity to our KadunaBreweries;annual
carbon emission reduction of 14,600tonnes
Major investments in solar power
for their plants, and combined heat
power plants with energy-efficient
technology. Net-zero by 2040.
Achieved 100% renewable
electricity in 2019 through PPA and
REC purchases
• Net-zero in electricity by
2025, and entire value
chain by 2040
• Plans are in place to
scale-up solar power to
other brewery locations
• Other areas within our
processes have already
been identified

15. Disrupting EmissionsThrough
Innovation

16. How can innovation be usedto disrupt
emissionsin the sector?
Somany opportunities for innovation abound
• Innovative systems/processevaluations
• Smart instruments for effectivemeasurements
• System design – rethinking the entire valuechain
• Emission control devices
• Efficient energy conversionsystems
• Development and improvement of clean-energysolutions

17. Conclusion

18. IN CONCLUSION
• Sustainability management approach is key to the survival of any business and cannot be
done away with.
• Innovate or die! Businessesneed to innovate to stay alive.
• Each businesshas to determine its priorities, set achievable commitments, and work towards
those commitments.
• The risks that are associated with ignoring ESGare far too heavy.
• Net-zero is not a myth. Companies are actively working towards achieving net-zero carbon
emissions.
• Smart innovation is key in ensuring that businesses remain relevant, and achieve net-zero
carbon emissions.