Sustainability Metrics

Showing 1-20 of 26

Why Companies Should Report Financial Risks From Climate Change

Meeting the recommendations for disclosure put forth by the Task Force on Climate-related Financial Disclosures might seem like a tough job. But if the oil & gas industry is any example, it’s not as difficult as some might imagine — and there are excellent reasons for corporate boards to consider it.

Six Reasons Why Companies Should Start Sharing Their Long-Term Thinking With Investors

Most CEOs have detailed long-term plans, which are often closely held secrets out of concern that competitive advantage may be undermined by detailed disclosure. Yet disclosing a long-term plan provides an opportunity to identify financially material sustainability issues and demonstrate how the company manages business-critical issues — information that’s valuable to investors.

Building Lasting Collaborations With Government and NGOs

Integrating sustainability into company operations often means partnering with government agencies as well as nonprofits. For new businesses, two important points to keep in mind are that (1) it’s never too early to start, and (2) the collaborative approaches for each partnership may not be the same.

A Three-Point Approach to Measuring Supply Chain Sustainability

A sustainable supply chain must operate within the limitations imposed by nature and society — but most approaches don’t explicitly take those into consideration. A new framework for supply chain sustainability assessment lays out eight key considerations organized into three categories: sustainability context, collaboration, and communication.

advertisement

Investing For a Sustainable Future

Investors see a strong link between corporate sustainability performance and financial performance — so they’re using sustainability-related data as a rationale for investment decisions like never before.

Environmental and Human Rights Assume a New Urgency for Boards

The G7 summit in June of 2015 and the G20 meeting in November both upheld the idea that businesses have a responsibility to respect environmental and human rights principles. As such concerns take center stage, business leaders must recognize their role in navigating the new regulatory environment. As environmental and human rights risks rise in importance, board members are at risk of being seen as negligent if they fail to ensure that their companies comply with the G20/OECD Principles and the standards to which the Principles refer.

The Changing Business Climate Is Causing Product Die-Offs

As sustainability becomes a driving force in the evolving marketplace, many products and technologies are unable to compete within the new parameters. The recent scandal involving Volkswagen’s falsifying of its diesel cars’ emissions is a case in point: If your business model can meet the ever-higher standards of sustainability only when customers reduce consumption of the product, it is by definition unsustainable. What does this mean for managers committed to products with questionable sustainability?

advertisement

Joining Forces: Collaboration and Leadership for Sustainability

In the 2014 Sustainability Report, new research by MIT Sloan Management Review, The Boston Consulting Group and the UN Global Compact, shows that a growing number of companies are turning to collaborations — with suppliers, NGOs, industry alliances, governments, even competitors — to become more sustainable. Our research found that as sustainability issues become increasingly complex, global in nature and pivotal to success, companies are realizing that they can’t make the necessary impact acting alone.

Image courtesy of Dupont.

Bridging the Sustainability Gap

Most mainstream investors are unconvinced that sustainability leadership translates into profits and marketplace success. Despite rising importance on the corporate agenda, sustainability —as currently understood and measured — interests only a small niche of investors. The authors argue that a “back to basics” approach for measuring sustainability’s direct impact on revenue growth, productivity and risk would provide mainstream investors with the data that’s critical to their decisions.

Photo credit: Justin Sullivan/Getty Image News/Thinkstock

Is Hostility to Blame for Sustainability’s Leadership Gap?

When a conservative think-tank challenged Apple’s sustainability programs at a recent shareholder meeting, CEO Tim Cook didn’t back down, refusing to bow to its calls to suspend any activities that didn’t “add to the bottom line.” Apple’s shareholders rewarded him with resounding support. If sustainability is to increase its profile as a business priority, more executives will need to follow Cook’s lead.

Bringing Sustainability Metrics to Purchasing Decisions

When hotel chain Hilton Worldwide looked at supply chain sustainability, it lacked tools to help weigh sustainability factors. Hilton partnered with sustainability consultant BSR to create the Center for Sustainable Procurement. In this interview with MIT SMR’s David Kiron, Hilton’s VP of supply management William Kornegay and Eric Olson of BSR discuss how the initiative evolved.

advertisement

Image courtesy of AT&T.

Making Data Visible So You Can Act On It

At AT&T, John Schulz, a director of sustainability operations, had to make the company’s energy and water use data visible before the company could formulate a plan to reduce those numbers. The company’s definition has now broadened and evolved to include the social perspective on sustainability.

Image courtesy of Flickr user suneko.

New Ways to Engage Employees, Suppliers and Competitors in CSR

Timberland LLC, a global boot and outdoor apparel manufacturer, goes beyond simply telling the world about its sustainability work. According to Betsy Blaisdell, the company’s senior manager of environmental stewardship, it has creative new ways to involve employees and to partner with suppliers — and competitors. In this interview, Blaisdell talks about the environment “nutrition label” it’s developed for its footwear, and its partnership with 60 plus apparel and footwear brands, retailers, suppliers and NGOs (from Adidas to Patagonia to DuPont to the World Resources Institute) to develop an environmental index called the Higg Index.

Image courtesy of Flickr user uggboy.

Marks and Spencer's Emerging Business Case for Sustainability

Marks and Spencer’s business case for sustainability is built around its five year old Plan Plan A, a commitment to tangible steps to make the company more sustainable. T-shirts for associates featured the slogan, “There is no Plan B.” Plan A includes 180 commitments. All to be achieved by 2015. Their ultimate goal is to become the world’s most sustainable major retailer.

Robert Eccles, professor of management practice at Harvard Business School

Get Ready: Mandated Integrated Reporting Is The Future of Corporate Reporting

Trying to create reporting standards that integrate environmental, social and governance performance along with financial information is “fraught with conflict” and an “almost political adjudication process,” says Harvard Business School’s Robert Eccles. That’s why he loves it.

Showing 1-20 of 26