The new and evolving metrics that are helping expand the way businesses create, quantify, manage and report their impacts, and the value they deliver.
A close friend and colleague of mine, Joe Firestone, once pointed out that along with new conceptions of the world (i.e., new paradigms) come corresponding requirements for new measurement models. We simply cannot measure things in old ways when the things we’re trying to measure are entirely new. New constructs usually call for new metrics.
Part Three in a 10-Part Series by Reporting 3.0. See previous parts below.
Part One of this 10-part series ended with a quick introduction of how Reporting 3.0 (R3) applies Integral Theory in our thinking. So we pick up this strand as our starting point for Part Two, which is devoted to introducing the Reporting Blueprint that was released at the 4th International Reporting 3.0 Conference earlier this year.
With its sights set on reducing the social and environmental impacts of its garment sector, Bangladesh has launched an initiative to map all of its apparel factories.
To mark Earth Overshoot Day (August 2nd — the earliest to date) — the date when humanity’s annual demand on nature exceeds what Earth can regenerate over the entire year — international research organization Global Footprint Network has launched a new mobile-friendly version of its signature Footprint Calculator.
Interdependent business strategies are better poised to compete in future markets than those that boast one-dimensional strategies, according to new Accenture research.
“There is no sustainable business in an unsustainable world.” This saying — a kind of Reporting 3.0 “motto” — is simultaneously contrarian and common sense: contrarian in the sense that it counters the prevailing tendency in the corporate sustainability field to focus on incremental progress toward sustainability at the company (“micro”) level. Common sense in that sustainability applies holistically (not just atomistically), such that company-level impacts “roll up” to the systemic (“macro”) level.
Natural capital underpins prosperous economies and thriving societies. Understanding the interconnectedness between business and nature well as the associated risks and opportunities, allows companies to better inform decision-making.
71 percent of all global greenhouse gas (GHG) emissions since 1988 can be traced to just 100 fossil fuel producers, including ExxonMobil, Shell, BHP Billiton and Gazprom, says a new report by CDP.
Two years after the adoption of the 2030 Agenda for Sustainable Development, companies are finally beginning to align their sustainability strategies with the Sustainable Development Goals (SDGs). The SDGs are increasingly being used to inform decision making and guide strategy, which is helping drive innovation and create new value along the value chain.
In 20 earlier parts of this series,Claire Sommer,Jill Lipotiand I developed 38 pitfalls in the sustainable business metrics field, based on the experiences of many mostly non-business fields (Find them here.).
To make it easier for companies to reduce their environmental impacts, businesses such as Kering, Interserve, Mars and Asda have banded together to develop a new healthy ecosystem metric designed to support companies as they make the transition to a more sustainable business model.
In Part 1 of this series exploring contextual strategy-making and goal-setting, we shared how our work with the corporate members of the Embedding Project, and their interest in understanding how to make sense of the methodologies, frameworks, tools and ideas around sustainability context, led us to develop our free “Road to Context” guide.
Following the ratification of the Paris Agreement last fall, companies have become increasingly aware of the need to adopt strong sustainability strategies that have the ability to create real, meaningful change. But to do so requires starting from a solid foundation, one that is informed by a company’s core sustainability challenges and an understanding of planetary boundaries.
In 19 earlier parts of this series, Claire Sommer,Jill Lipotiand I developed 38 pitfalls in the sustainable business metrics field, based on the experiences of many mostly non-business fields (Find themhere.).
This is part two of a four-part series on themes explored at the upcoming 4th International Reporting 3.0 Conference. Read part one here.
This is part one of a four-part series on themes explored at the upcoming 4th International Reporting 3.0 Conference.
It seems like 2017 is becoming the year of ‘context,’ as the incorporation of sustainability context edges its way into more and more panel conversations and into leading corporate practice.
Big changes for better outcomes Businesses today are realizing that to truly address the environmental and social challenges that affect our world, a major shift is required in the way they produce and market products and services.
As with most industries these days, companies in paper and packaging know that their customers — be they publishers, fast food companies or office suppliers — want to buy products that are deemed sustainable. They know that millions of dollars can depend on whether their products can meet this threshold.