Moderator: Dimitar Vlahov Sustainable Brands @dvlahov
Panelists from: Ellen MacArthur Foundation, Ernst & Young, 

Pure St...
THE PATH TO PRODUCT SUSTAINABILITY



!
A REPORT
!
Review of the Results
May 2014

!4
Product sustainability measures, improves, and discloses environmental and
social impacts of products across the life c...
90 Second Activity
1. Turn to your neighbor & introduce yourself
2. Discuss these questions:
– What were the top three ben...
ost savings
productivity
nhancement
equirements
ost savings
er demands
ost savings 62%
62%
64%
69%
71%
74%
79%
!6
There ar...
!7
GOAL
S
97% of performing
companies have product
sustainability goals
Leading companies put goals into business terms to...
!8
FOCU
S
Top companies determine where the leading impacts come from
and align priorities accordingly.
Focus for
effectiv...
!9
SUPP
LIERS
Comm
unicati
onCapaci
ty
Buildi
ng
Collab
oratio
n
85% of respondents picked
supplier engagement as top plac...
!10
INTEG
RATE
Identify
project
priorities
Semi-
quantitative
assessment of
priorities
Standardized
assessment
Final
asses...
!
!
!
!
!
!
Those lagging in achieving
benefits are expecting the
greatest budget growth
!
The market is moving,
need to k...
!12
THANK YOU
Cheryl Baldwin
cbaldwin@purestrategies.com
!
Tim Greiner
tgreiner@purestrategies.com
Find the report at:
www...
PwC
June 2014
3
Total Impact Measurement and Management • Sustainable Brands 2014
Demographic
Shifts
Rapid
urbanization
Climate
Change
Food Energy
Water
40%

more water
35%

more food
50%

more energy
How do we account for
environmental and social
resources?
TIMM
TIMM
TIMM
TIMM
TIMM
By valuing social,
environmental,
tax and
economic
impacts...
... business
leaders are now
able to paint a
complete pictur...
tCO2e
Liters of Water
PPM of PM2.5
Acres of Land
Tons of Waste
tNOx
Kg of Pb
$Community cohesion
Long term
employment
Impa...
Should we
expand the
water
treatment
plant?
Our would it
be better to
create a
mussel farm?
Option 1: Expand Treatment Plant
Capital
Operating Cost
Water pollution
GHG
Social impact
Economic impact
Option 2: Mussel Farm
Capital
Operating Cost
Water pollution
GHG
Social impact
Economic impact
Option 1: Expand Treatment Plant Option 2: Mussel Farm
What if consumers
really understood
the total impact
of what they buy
from you?
<
<
<
How might you step up?
Sustainable Brands

Data driving credible reporting
June 2, 2014
Data driving credible reporting!47
Agenda
► The journey toward credible sustainability reporting
► Data driving the need f...
Data driving credible reporting!48
CEOs’ statements on sustainability …
“We believe it is not a question of ‘if’ but ‘when...
Data driving credible reporting!49
The journey toward credible reporting

Sustainability reporting maturity model
Non-repo...
Data driving credible reporting!50
Data driving the need for credible reporting?

Percentage of market – physical vs. inta...
Data driving credible reporting!51
Data driving the need for credible reporting?

Bloomberg is including ESG information o...
Data driving credible reporting!52
Data driving the need for credible reporting?

Stock exchanges are encouraging or requi...
Data driving credible reporting!53
Data driving the need for credible reporting? 

Stock exchanges – INCR proposal
http://...
Data driving credible reporting!54
Data driving the need for credible reporting?
Shareholder proposals focusing on ESG con...
Data driving credible reporting!55
Data driving the need for credible reporting?

Many agencies are ranking companies’ non...
Data driving credible reporting!56
Data driving the need for credible reporting?

Emerging standards
► Many standards are ...
Data driving credible reporting!57
Data driving the need for credible reporting?

Current reporting trends
► Sustainabilit...
Data driving credible reporting!58
Achieving credible data and reporting

Key elements
► Establishing strong governance
► ...
Data driving credible reporting!59
Achieving credible data and reporting

Common pitfalls
Common pitfall Suggested approac...
Data driving credible reporting!60
Questions

Sustainability on the go
Access our thought
leadership anywhere with EY
Insi...
Data driving credible reporting!61
Continue the conversation
Laura Lundbeck

Senior Manager, CCaSS
!
Chicago, IL
+1 312 87...
EY | Assurance | Tax | Transactions | Advisory
!About EY
EY is a global leader in assurance, tax, transaction and
advisory...
Creating Business Value through
Sustainable Lifestyles


June 2014
Contents
• Sustainable Lifestyles: Building Better Lives and Driving
Value!
• Our Focus: Business Value and ROI!
• The Bus...
2014 Members
65
Sustainable Lifestyles:
Building Better Lives and
Driving Value
What is sustainable lifestyles?
• Sustainable lifestyles means rethinking our way of
living, how we buy and how we organiz...
Our Focus: Business Value
and ROI
Value_Gap Report (Sept. 2013)
74
Where’s the value?
75
Where’s the value?
76
Are businesses interested?
77
What are the barriers?
78
The value chain
79
The Business Case Builder
Tool
81
Case Studies
• Over 50 case studies, 26 of which public
82
What We Learned
What We Learned
1. Three key variables shape success:"
– Selecting the right behaviors!
– Focusing on desired business val...
1. Three key variables shape success
• Selecting the right behaviors!
– Which consumer behaviors have the most impact?!
– ...
1. Three key variables shape success
• Focusing on desired business value
87
1. Three key variables shape success
• Employing the right tactic
89
2. Find clear consumer value
91
Functional Emotional Social
3. Different tactics drive different ROI
93
TACTICS
ASKS
SERVICE
PRODUCTS
SERVICE
PRODUCTS
PRODUCTS
Closing Thoughts
Closing thoughts
• Success requires holistic perspectives and internal
partnerships!
• Start with value for consumers!
• T...
Q&A
CONTACT:

Elisa Niemtzow" eniemtzow@bsr.org





!103
REIMAGINE
REDESIGN
REGENERATE
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management
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Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management

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In this data-rich session, top-notch researchers will share their latest observations around the state of play of corporate sustainability within the broader economy, focusing on appetizing new market conditions, incentives, ROI studies and risk management opportunities. Each presentation will be followed by Q&A allowing attendees to glean additional insight on the spot and identify knowledge gaps by discussing the landscape of available data. Expect a wealth of hard information, accompanied by a great opportunity for Q&A with researchers and peers to help inform your strategy for 2014 and beyond.

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Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management

  1. 1. Moderator: Dimitar Vlahov Sustainable Brands @dvlahov Panelists from: Ellen MacArthur Foundation, Ernst & Young, 
 Pure Strategies, PwC, BSR, SustainAbility, Plastic Disclosure Project Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ROI and Risk Management #SB14sd
  2. 2. THE PATH TO PRODUCT SUSTAINABILITY
 
 ! A REPORT ! Review of the Results May 2014

  3. 3. !4 Product sustainability measures, improves, and discloses environmental and social impacts of products across the life cycle
  4. 4. 90 Second Activity 1. Turn to your neighbor & introduce yourself 2. Discuss these questions: – What were the top three benefits achieved by companies from their product sustainability efforts? – What were the top three practices/critical elements common to performing product sustainability programs? !5
  5. 5. ost savings productivity nhancement equirements ost savings er demands ost savings 62% 62% 64% 69% 71% 74% 79% !6 There are widespread benefits that bring financial and organizational value - >90% of those surveyed activity working toward these Which business benefits have you achieved and are important to achieve from your company’s product sustainability program?
  6. 6. !7 GOAL S 97% of performing companies have product sustainability goals Leading companies put goals into business terms to relate it to the rest of the organization and get faster alignment. • Increase revenue by $ from more sustainable products • Increase sustainability of % of products 1/3 of net revenue from more sustainable products BY 2020
  7. 7. !8 FOCU S Top companies determine where the leading impacts come from and align priorities accordingly. Focus for effectiveness – No organization can do it all - pick and push priorities through the organization Water Packaging Agriculture Climate
  8. 8. !9 SUPP LIERS Comm unicati onCapaci ty Buildi ng Collab oratio n 85% of respondents picked supplier engagement as top place to invest for product sustainability innovation. ! ! ! Alignment Innovation Resiliency Reputation Savings
  9. 9. !10 INTEG RATE Identify project priorities Semi- quantitative assessment of priorities Standardized assessment Final assessment Integrate sustainability into our product development management reviews or “stage gates” 90% of performers To further increase integration into product development in the next two years.
  10. 10. ! ! ! ! ! ! Those lagging in achieving benefits are expecting the greatest budget growth ! The market is moving, need to keep pace or accelerate !11 No single company in the survey expected a decrease in funding this year for product sustainability INTEG ATE GOAL S SUPP LIERS FOCU S
  11. 11. !12 THANK YOU Cheryl Baldwin cbaldwin@purestrategies.com ! Tim Greiner tgreiner@purestrategies.com Find the report at: www.purestrategies.com
  12. 12. PwC June 2014 3 Total Impact Measurement and Management • Sustainable Brands 2014
  13. 13. Demographic Shifts
  14. 14. Rapid urbanization
  15. 15. Climate Change
  16. 16. Food Energy Water 40%
 more water 35%
 more food 50%
 more energy
  17. 17. How do we account for environmental and social resources?
  18. 18. TIMM
  19. 19. TIMM
  20. 20. TIMM
  21. 21. TIMM
  22. 22. TIMM
  23. 23. By valuing social, environmental, tax and economic impacts... ... business leaders are now able to paint a complete picture of the total impact of their strategies and investment choices … … and manage 
 the trade-offs
  24. 24. tCO2e Liters of Water PPM of PM2.5 Acres of Land Tons of Waste tNOx Kg of Pb $Community cohesion Long term employment Impact on people
  25. 25. Should we expand the water treatment plant?
  26. 26. Our would it be better to create a mussel farm?
  27. 27. Option 1: Expand Treatment Plant Capital Operating Cost Water pollution GHG Social impact Economic impact
  28. 28. Option 2: Mussel Farm Capital Operating Cost Water pollution GHG Social impact Economic impact
  29. 29. Option 1: Expand Treatment Plant Option 2: Mussel Farm
  30. 30. What if consumers really understood the total impact of what they buy from you?
  31. 31. <
  32. 32. <
  33. 33. <
  34. 34. How might you step up?
  35. 35. Sustainable Brands
 Data driving credible reporting June 2, 2014
  36. 36. Data driving credible reporting!47 Agenda ► The journey toward credible sustainability reporting ► Data driving the need for credible sustainability reporting ► Achieving credible data and reporting ► Questions
  37. 37. Data driving credible reporting!48 CEOs’ statements on sustainability … “We believe it is not a question of ‘if’ but ‘when’ the world will shift toward more sustainable growth.”
 – Jeff Immelt, Chairman and CEO, GE “We aim for EMC to evolve over time into a global leader in sustainability, through our product innovation and more efficient and innovative business practices. The long-term success of our company depends on it.”
 – Joseph Tucci, Chairman and CEO, EMC Sustainability is “the single biggest opportunity of the 21st century” and “the next source of competitive advantage.”
 – H. Lee Scott, former CEO, Walmart “At Intel, we don’t separate corporate responsibility from our business.” 
 – Paul S. Otellini, former President and CEO, Intel “Our mission is to help spur global growth and provide strong relative performance for our shareholders. Our focus on environmental, social and governance issues is an important part of this.” 
 – Lloyd Blankfein, Chairman and CEO, Goldman Sachs “We recognize that embedding the highest standards of safety, environmental performance, ethics, economic stewardship and community engagement in every aspect of our activities is critical to protecting local communities and supporting our company’s long-term success.” 
 – Rex Tillerson, Chairman and CEO, ExxonMobil “This year we are focused on building the foundations that will help us 
 integrate corporate responsibility deeper into our business and position us to address critical social and environmental challenges in a way that will drive shareholder value.”
 – Dick Clark, former Chairman and CEO, Merck “For our company, sustainability 
 reflects an understanding of the role our business must play in society if we are to be successful in the 21st century.” 
 – Muhtar Kent, Chairman and CEO, 
 The Coca-Cola Company
  38. 38. Data driving credible reporting!49 The journey toward credible reporting
 Sustainability reporting maturity model Non-reporter ► Limited non-financial disclosure on 
 company website 
 or in annual report Early stage ► Some disclosure 
 in a high-level sustainability report within the annual report ► Internal review ► Limited or no stakeholder engagement Middle pack ► Standard disclosures, ad hoc performance indicators ► Beginning to determine material indicators ► Early relationship with stakeholders ► Pre- or limited assurance Leader ► Comprehensive and balanced disclosure ► Well-developed materiality process beginning to integrate internally ► Report aligns with stakeholder expectations ► Closely linked financial and non- financial reporting ► Limited assurance data and principles Differentiator ► Clear disclosure of key resources, relationships and investment trade-offs ► Advanced materiality determination process including board of directors involvement ► Sustainability principles significantly influence business strategy and operations ► Formal controls and processes for data management ► Internal audit involvement ► Reasonable assurance over material key performance metrics
  39. 39. Data driving credible reporting!50 Data driving the need for credible reporting?
 Percentage of market – physical vs. intangible assets
 0 20 40 60 80 100 For Example: ► Human capital ► Risk management ► Brand management ► Carbon exposure ► Innovation and intellectual capital Market value 100% Physical and financial assets Other factors Source: Ocean Tomo, Ocean Tomo’s Intangible Asset Market Value Study, 2010 Ocean Tomo study – components of S&P 500 market value 1975 1985 1995 2005 2009 0%0% 0% 0% 0% 0%0% 0% 0% 0%
  40. 40. Data driving credible reporting!51 Data driving the need for credible reporting?
 Bloomberg is including ESG information on its terminals “Bloomberg collects Environmental, Social and Governance (ESG) data from published company material and integrates it into the Bloomberg Equities and Industries services. Bloomberg has researched 20,000 of the most actively traded public companies and obtained ESG data disclosed by over 10,000 companies 
 in 52 countries. ESG data on the Bloomberg Terminal is fully integrated with all of Bloomberg’s analytics.” Source: Bloomberg, www.bloomberg.com/bsustainable/#customers-popup Number of customers using ESG data 47.7% average annual growth 2012 7,779 2011 5,747 2010 4,704 2009 2,415 Unique users 0.3242 ESG data distribution – user type Analyst Portfolio manager Investor relations Trader Risk/mid/back office Salesperson Treasury manager Market data technology Note: 19% are corporate firms
  41. 41. Data driving credible reporting!52 Data driving the need for credible reporting?
 Stock exchanges are encouraging or requiring ESG disclosure To date, the governments or stock exchanges of more than 33 countries have required or encouraged some level of sustainability reporting: ! ! ! ! ! ! ! ! ! ! ! ! ! ! !!!On April 16, 2013, the European Commission issued a press release that announced proposals for a directive of the European parliaments and the Council of the European Union that would require large companies to disclose information on the major economic, environmental and social impacts of their business as part of their annual reporting cycle. Many indicators suggest that mandatory corporate reporting will be the future in both developed and emerging economies. Argentina Germany Mexico Australia Greece Netherlands Austria Hungary Norway Brazil India Saudi Arabia Canada Indonesia Singapore China Ireland South Africa Denmark Italy Spain Ecuador Japan Sweden Egypt Korea Turkey Finland Luxembourg United Kingdom France Malaysia United States
  42. 42. Data driving credible reporting!53 Data driving the need for credible reporting? 
 Stock exchanges – INCR proposal http://www.ceres.org/investor-network/incr ► Governance and ethical oversight ► Environmental impact ► Government relations and 
 political involvement ► Climate change ► Diversity ► Employee relations ► Human rights ► Product and service impact 
 and integrity ► Supply chain and subcontracting ► Communities and community relations The Investors Network on Climate Risk (INCR) recommended a listing standard on corporate sustainability disclosure to include: ► ESG materiality assessment 
 in financial disclosure ► ESG issues disclosure ► ESG disclosure index link 
 to Global Reporting Initiative ► Exchange monitoring of overall 
 level of disclosure and quality
  43. 43. Data driving credible reporting!54 Data driving the need for credible reporting? Shareholder proposals focusing on ESG continue to increase ► Proposals focusing on environmental and social (E+S) topics account for 60% of shareholder proposals submitted as a broad category compared to 45% in 2013.1 ► Three of the top 10 most common shareholder proposal topics in 2014 to date focused on ESG matters: review/report on greenhouse gases No. 2, issue sustainability report No. 4, review/report global labor practices/human rights No. 8. ► A growing number of these proposals are reaching the threshold level of 30% support, the level at which many boards take note. Source: Taking flight: Environmental sustainability proposals gain more attention, Ernst & Young LLP, 2013 1 Other major proposal categories are board-focused, compensation and anti-takeover/strategic proposals. Support for shareholder environmental and social (E+S) proposals by threshold in the past six years 2008 2009 2010 2011 2012 2013 > 30%support 15% 18% 27% 31% 23% 30% > 20%support 30% 38% 44% 52% 45% 54% > 10%support 40% 48% 52% 59% 62% 65% 2014 top E+S proposal topic areas Support for shareholder E&S proposals by threshold in the past six years Other 0.2 Sustainable forestry 0.03 Responsible investment approach 0.03 Labor/human rights 0.03 EEO/diversity 0.05 Political spending/lobbying 0.19 Climate change/sustainability 0.47
  44. 44. Data driving credible reporting!55 Data driving the need for credible reporting?
 Many agencies are ranking companies’ non-financial disclosure
 ASSET4ESG Data MSCI ESC research Who do you think are the most credible raters? ! Who influences your reporting strategy? CR magazine’s 100 Best Corporate Citizens List oekom corporate ratings Bloomberg ESG data The global 100 most sustainable corporations in the world GS Sustain Vigeo ratings GoodGuide FORTUNE World's Most Admired Companies Dow Jones Sustainability Index (DJSI) Carbon Disclosure Project (CDP) FTSE4Good Climate counts Sustainalytics company profiles and ratings
  45. 45. Data driving credible reporting!56 Data driving the need for credible reporting?
 Emerging standards ► Many standards are emerging, driving the need for credible reporting and facilitating the preparation of this information – most of which focus on reporting information that is “material” to the stakeholders, including investors. Standard Description Sustainability Accounting Standards Board (SASB) Sector- and industry-specific sustainability disclosure standards for reporting non-financial information, which may be included in mandatory US filings to the SEC International Integrated Reporting Committee (IIRC) A reporting standard designed to demonstrate the linkages between an organization’s strategy, governance and financial performance and the social, environmental and economic context within which it operates Global Reporting Initiative (GRI) guidelines Global reporting standard designed to provide organizations guidance on reporting non-financial information to a broad group of stakeholders Other standards and frameworks Accountability AA1000, International Standards Organization 26000, industry-specific standards
  46. 46. Data driving credible reporting!57 Data driving the need for credible reporting?
 Current reporting trends ► Sustainability reporting in the US has increased by 44% in the past two years, outpacing the global growth estimate of 20%. ► However, the US is still substantially behind in terms of both integrated reporting and external assurance. ► Only 6% of GRI-based sustainability reports in the US were declared by the reporters as “integrated reports” in comparison to 20% 
 globally in 2011. ► Only 10% (26 out of 269) of US GRI-based sustainability reports obtained external assurance in 2011. The international percentage is much higher at 38%. Source: GRI, Trends in External Assurance of Sustainability Reports: Spotlight on the USA, April 2013
  47. 47. Data driving credible reporting!58 Achieving credible data and reporting
 Key elements ► Establishing strong governance ► Involvement of board ► Performance-based incentives ► Defining what is material ► Engaging with stakeholders ► Consider business strategy, risks and opportunities ► Determining the appropriate metrics and goals ► Defining suitable criteria ► Leveraging reporting frameworks ► Standardizing data collection ► Formalizing processes and controls ► Obtaining internal and external assurance ► Improving processes and controls Many leading companies follow this sustainability reporting life cycle to produce credible data that truly drives business value. Obtaining assurance Materiality Defining metrics Data collection Governance Process improvement
  48. 48. Data driving credible reporting!59 Achieving credible data and reporting
 Common pitfalls Common pitfall Suggested approach Reliance on one individual Establish segregation of duties, document processes and controls; establish data retention protocol to house data in secure location No documented processes or controls Conduct walk-throughs and document data collection processes in process flows and standard operating procedures Making commitments without clearly defining how you will measure them Follow SMART framework for goal-setting; define and use 
 suitable criteria Deficiencies in the internal control environment Leverage internal audit to review control environment Data errors (omitted data, duplicate data) Leverage internal audit to conduct review of data accuracy 
 and completeness Lack of baselines Where applicable, measure baseline performance to inform 
 progress over time Use of unexplained jargon (terms that are not well- known, introduced, etc.) Use terms that are objective Boundaries that are unclear and/or inconsistent with financial reporting Define reporting boundary Undisclosed uncertainties in data Establish and document data uncertainties and basis for 
 uncertainty level
  49. 49. Data driving credible reporting!60 Questions
 Sustainability on the go Access our thought leadership anywhere with EY Insights, our new mobile app. Visit 
 ey.com/us/sustainability 

  50. 50. Data driving credible reporting!61 Continue the conversation Laura Lundbeck
 Senior Manager, CCaSS ! Chicago, IL +1 312 879 2804 laura.lundbeck@ey.com Stephen Starbuck Partner, Americas CCaSS Leader ! Charlotte, NC +1 704 331 1980 stephen.starbuck02@ey.com
  51. 51. EY | Assurance | Tax | Transactions | Advisory !About EY EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. !EY refers to the global organization, and may refer to one or more, of the 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 ey.com. !Ernst & Young LLP is a client-serving member firm of Ernst & Young Global Limited operating in the US. !© 2014 Ernst & Young LLP. All Rights Reserved. !1403-1213903 ED None !This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax, or other professional advice. Please refer to your advisors for specific advice. !ey.com
  52. 52. Creating Business Value through Sustainable Lifestyles

 June 2014
  53. 53. Contents • Sustainable Lifestyles: Building Better Lives and Driving Value! • Our Focus: Business Value and ROI! • The Business Case Builder Tool" • What We Learned" • Parting Thoughts" • Q&A 64
  54. 54. 2014 Members 65
  55. 55. Sustainable Lifestyles: Building Better Lives and Driving Value
  56. 56. What is sustainable lifestyles? • Sustainable lifestyles means rethinking our way of living, how we buy and how we organize our everyday life. It is also about altering how we socialize, exchange, share, educate and build identities. It means transforming our societies and living in harmony with our natural environment.’ - UNEP 67
  57. 57. Our Focus: Business Value and ROI
  58. 58. Value_Gap Report (Sept. 2013) 74
  59. 59. Where’s the value? 75
  60. 60. Where’s the value? 76
  61. 61. Are businesses interested? 77
  62. 62. What are the barriers? 78
  63. 63. The value chain 79
  64. 64. The Business Case Builder Tool
  65. 65. 81
  66. 66. Case Studies • Over 50 case studies, 26 of which public 82
  67. 67. What We Learned
  68. 68. What We Learned 1. Three key variables shape success:" – Selecting the right behaviors! – Focusing on desired business value! – Employing the right tactic! 2. Find clear consumer value" 3. Different tactics drive different ROI 84
  69. 69. 1. Three key variables shape success • Selecting the right behaviors! – Which consumer behaviors have the most impact?! – Consider consumer or stakeholder perceptions; Competitive differentiation 85
  70. 70. 1. Three key variables shape success • Focusing on desired business value 87
  71. 71. 1. Three key variables shape success • Employing the right tactic 89
  72. 72. 2. Find clear consumer value 91 Functional Emotional Social
  73. 73. 3. Different tactics drive different ROI 93 TACTICS ASKS SERVICE PRODUCTS SERVICE PRODUCTS PRODUCTS
  74. 74. Closing Thoughts
  75. 75. Closing thoughts • Success requires holistic perspectives and internal partnerships! • Start with value for consumers! • Type of action matters more than type of issue! • What is your business case? 100
  76. 76. Q&A
  77. 77. CONTACT:

Elisa Niemtzow" eniemtzow@bsr.org
 
 

  78. 78. !103 REIMAGINE REDESIGN REGENERATE

×