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  • Fran 9:11 am on March 10, 2017 Permalink | Reply
    Tags: , , sustainability strategy   

    Strong foundations for the SDGs 

    For any company to thrive in a resource-constrained world, the starting points are a robust sustainability strategy based on solid information, and leadership from the top. To build a sound foundation for its strategy, in 2016 the Carlsberg Group carried out research including a water risk assessment with WWF, a materiality matrix alongside BSR and an end-to-end carbon footprint in partnership with the Carbon Trust. These form the springboard for its refreshed sustainability strategy, with ambitious targets to be announced later in 2017.

    The Carlsberg Group wants to use its strategy to be an agent of change. One Stone helped the Group map the four strategic priorities that came out of its materiality process: Energy and carbon, Water, Responsible drinking and Health & Safety, against the most relevant SDGs – 7, 3, 6 and 8. Rather than take a broad-brush approach to the SDGs, we focused on opportunities for change, and identified a specific target within each SDG where the Group can make the most difference.

    Two further goals, SDG 12, Responsible consumption and production, and SDG 17, Partnerships for the goals, feature across the Group’s work. For instance, they are addressed in sustainable packaging innovations such as its bio-based Green Fiber Bottle and in partnership work through the Carlsberg Circular Community. Download the Carlsberg Group’s 2016 Sustainability Report to find out more.

     
  • Astrid von Schmeling 10:23 pm on August 20, 2012 Permalink | Reply
    Tags: boardroom, MInistry of Finance, State-owned companies, sustainability strategy,   

    Breaking down the door to the boardroom 

    Some 58 companies, at a combined value of almost 600 trillion Swedish crowns, collectively employing almost 100,000 people. When it comes to investment power, the Swedish government has substantive influence over the Scandinavian marketplace. Its Minister for Financial Markets has recently decided to flex his owner-muscles to ensure that sustainability strategy finds a permanent place on the corporate board agenda. With its fire-power, the Minister’s move is bound to change the conversation in the country’s boardrooms.

    This government prides itself on its vision of sustainability and has long touted business partnerships to achieve it. It has been using its role as regulator and motivator to help transform the marketplace with some degree of success. Laying out clear rules is something Swedish government does rather well. But obviously, more needs to be done.

    State-owned companies Vattenfall and Telia could have both used better board-level competence to understand the connect between sustainability and business strategy.

    The Swedish way of tackling corporate sustainability challenges has always been the systematic way—relying heavily on management systems and standards. This work seldom reaches the ears of board members. While UK companies like BT, BP and Unilever have oversight on sustainability strategies at board level through their countless CSR and social and environmental accountability committees, competence in this area is sorely lacking on C-Suite levels in Sweden. That’s something that the Swedish government intends to change.

    A couple of months ago, Peter Norman, Minister for Financial Markets, tasked all board chairs, CEOs and sustainability managers at state-owned companies to set relevant sustainability goals by 2014 and develop strategies for meeting these goals. The announcement signaled that the government intends take a proactive stand to raise the competence bar among board members.

    With a few exceptions, this country’s companies still focus too heavily on process and performance measurement—a recipe for risk management. But times are changing the corporate landscape. Bold leadership and forward-looking strategy are key ingredients for value creation. Without a doubt, this is an initiative that makes perfect sense for any long-term investor.

     
  • Astrid von Schmeling 10:52 pm on September 14, 2011 Permalink | Reply
    Tags: , Future InSight, Keith McLoughlin, sustainability strategy, Tessa Tennant   

    Future focus showcased as new trend in reporting 

    Electrolux has just launched Future InSight, a platform to highlight their sustainability strategy and how they intend to realize it. With it, the appliance manufacturer is taking reporting in an entirely different direction.

    They want to underline that sustainability is all about preparing for the future—so communicating about it should be forward-thinking; not a narrow-minded focus on past performance.

    Sustainability is about engaging more people in the challenges ahead, rather than exclusively communicating about these issues for a select few CSR-nerds. That’s why Electrolux wanted to develop a forum and language that spoke about their agenda in a way relevant to a broader audience.

    Sustainability is about defining a company’s role in tackling the enormous challenges ahead. But no company can define that on its own. So, Electrolux wanted to use the report as a springboard for dialog about the way forward, by encouraging readers to provide their insights. They even relayed the same questions that they asked themselves in the process of developing their strategy. Electrolux will have regular installments of their blog to underline different aspects of their strategy and explore the challenges.

    Future InSight doesn’t replace their GRI report; it compliments it. It is much more than simply a report, too; it is a video, blog and internal communications platform.

    Keith McLoughlin Electrolux CEO, set the tone in a conversation with Tessa Tennant, Executive Chair of Globalcool.org, on the challenges ahead, the key factors for success, how to engage consumers and the rising expectations among shareholders for engagement. Take ten to watch, read the report and then join in on the conversation.

     
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