greenbiz 17 tutorial slides: "how corporates are aligning with the sustainable development...

How corporates

align with the

Sustainable

Development Goals

GreenBiz 17Phoenix, February 14, 2017

Our mission: Accelerate progress to a world where more

sustainable companies are recognized and rewarded, and therefore are more successful

200 globalmember

companies

$9tn Aggregaterevenue ofmembers

19m Employeesin WBCSD member

companies

The World Business Council for

Sustainable Development (WBCSD)

This morning

Business alignment & engagement with the SDGs

Understanding the SDGs in a (big) business context

Challenges, opportunities, and implications for business

on this agenda

Session agenda8:30 Welcome and introduction: Understanding the SDGs

Filippo Veglio, Managing Director, Social Capital, WBCSD

8:50 Populism, trust and the opportunity for businessBob Knott, Global Chair of Business + Social Purpose, Edelman

9:15 Audience feedback: What do the SDGs mean for your company?

9:30 The SDG Compass: 5 steps to align with the SDGsKitrhona Cerri, Director, Social Impact, WBCSD

9:45 Alignment in practice: Defining priorities, setting goals and integrating the SDGs Gabriela Burian, Senior Director, Sustainable Agriculture, MonsantoDawn Rittenhouse, Director, Sustainability, DuPont Ari Kobb, Director, Energy & Sustainability Solutions, Siemens Building TechnologiesArlan Peters, Head of Sustainability, Novozymes North America

11:00 Break

11:30 Reporting and Communication: GRI Reporting and the SDGs Alyson Genovese, Head of Corporate/Stakeholder Relations – North America, GRI

11:50 Audience discussion: Defining priorities, setting goals and integrating the SDGs

12:20 Wrap up and closeFilippo Veglio

Understanding the SDGs

17 goals have relevance and implications for all countries across the world

Provide a shared narrative and generate understanding of challenges

A historic opportunity for business to engage as a positive force for society

The new language of sustainability

The Sustainable Development Goals

17 Goals

169 Targets

230 Indicators

Go into great detail on exactly what needs to be achieved across social, environmental and economic aspects

Highlight key data sets for governments to monitor with a view to achieving the goals

W h a t a r e t h e S D G s ?

Complex & Detai led

• It is impossible to talk about any one of the Global Goals in isolation. They are all interconnected and form part of an intricate web.

• Many of the goals are complimentary however some can pull in opposite directions. It is therefore crucial to have an integrated approach that looks at the whole spectrum.

Source: Business & the SDGs- A guide to getting started, Innove, 2016 (adapted from Le Blanc)


Highly Interconnected

• Research conducted by ODI has assessed what chances selected targets for each goal have of being achieved by 2030 if current trends continue.

• Study ranked three key targets linked to poverty, growth and biodiversity with a grade ‘B’, noting that current trends will get the world close to meeting these goals.

• The majority of the targets scored ‘C’, ‘D’ and ‘E’.This group are moving in the right direction but will require radical innovation to have a chance of success by 2030.

• A final group, graded ‘F’, are assessed as needing a complete reversal of current trends.

Source: ODI - http://www.developmentprogress.org/sdgs-scorecard


Ambitious and transformational

• Unlike the MDGs, the SDGs are not a telescope through which richer countries look at the developing world – they have relevance and implications for all geographies.

• Report by Bertelsmann Stiftungexamines the performance of countries across the 17 SDGs concluding that countries vary greatly in their capacity to meet the goals.

• No one country performs outstandingly in every goal; each country has lessons to learn from the others.


A Universal Agenda

Source: SDG Index - http://www.sdgindex.org/

http://www.sdgindex.org/

see the SDGs providing a clear framework to structure sustainability efforts70%

believe the SDGs provide an opportunity to rethink approaches to sustainable value creation87%

believe that business will be the single most important actor in delivering the SDGs49%

Source: UN Global Compact-Accenture Strategy CEO Study 2016

B u s i n e s s & t h e S D G s

How CEOs See the SDGs

B u s i n e s s & t h e S D G s

Barr iers to Engagement

Complexity:

Perceived as a “cost on business” as opposed to a vast economic opportunity.

Wording of SDGs does not instantly resonate with business.

Dismissed as responsibility of governments. Better to wait until public sector take action

Agenda is extremely broad and challenging; has not been made immediately accessible or appealing to business.

Language:

N.M.P:

Cost:

SDGs will not be delivered

without business

Technology & Innovation

Engine of Employment

Source of Finance

W h a t t h e S D G s m e a n f o r b u s i n e s s

The Crucial Role of Business

Implications for Business

Risks of inaction

Capturing Opportunities

Reporting Collaboration

From a business perspective it is important to understand the implications of the SDGs across four key areas


• Costs of inaction: Failures in today’s economic model are adding to a swelling list of environmental and social burdens placing restraints on future growth prospects. These burdens represent a mounting business cost and ultimately are turning the world into a less viable place in which to conduct business.

• Regulatory risk: The SDGs reflect future policy direction at the international, national and regional levels. A failure to integrate them strategically represents long-term regulatory risk.

• Market disruption: Forward-thinking businesses are forging ahead with disruptive new business models which threaten to radically reshape markets.

• Reduced license to operate: The latest global report on trust in business from Edelman shows a double-digit decline in the credibility of CEOs in 80 percent of countries.


Risks of inaction


CapturingOpportunities

• New growth markets: There is a massive market incentive for companies who are able to offer SDG-relevant technologies and solutions through sustainable and inclusive business models - an economic prize worth at least US$12 trillion per year by 2030.

• SDGs as policy roadmap: Companies that align themselves with the SDGs and are able to communicate clearly about how their business helps governments to achieve the SDGs are likely to be able to consolidate a strong license to operate and to differentiate themselves from competitors.

• Regaining trust: Through aligning with the common language and shared purpose of the Goals, companies will be able to forge a new and improved social contract.



Reporting• Reporting requirements: UN Global Compact and GRI are jointly

developing a publication on SDG reporting, to be presented at the UN Private Sector Forum, at the UN General Assembly in September 2017.

• Rankings: Plans underway to develop corporate benchmarks against SDG-related indicators. Will rank companies from specific sectors and geographies on SDG performance.

• New language of sustainability: Stakeholders will expect to see companies communicating around their contribution to the SDGs.



Collaboration

• Sector Approach: Business as usual will not achieve the SDGs, nor will innovation by a few pioneers. A new course is required for entire sectors and industries. This is beyond the reach of any one company. Realizing the goals means collaboration among a critical mass of companies at the industry level.

• Public Private Partnerships: These will also be needed, in particular to drive to drive innovative solutions to unlock the financing required to achieve the SDGs.



The Commission brings together three dozen leaders from business, finance, civil society, labor, and international organizations, with the twin aims of mapping the economic prize that could be available to business if the SDGs are achieved, and describing how business can contribute to achieving them.

The Commiss ion


Better Business, Better World Report

• The Commission’s flagship Better Business, Better World report shows how pursuing the SDGs could raise trillions in new market opportunities in ways that extend prosperity to all.

• Online resource includes, power-point presentation, videos, and a library of case studies.

The Commiss ion


http://report.businesscommission.org

http://report.businesscommission.org/

Creating more than

380 million jobs

$12 trillionAchieving the SDGs would unlock

The Commiss ion


1. Build support for the SDGs as the right growth strategy in your companies and across the business community

2. Incorporate the SDGs into company strategy.

3. Drive the transformation to sustainable markets with sector peers.

4. Work with policy-makers to pay the true cost of natural and human resources.

5. Push for a financial system oriented towards longer-term sustainable investment.

6. Regain society’s trust and secure their licence to operate by working with governments, consumers, workers and civil society to achieve the whole range of SDGs

6 key recommendations

for business leaders

The Commiss ion


Populism, trust and the

opportunity for business

2017 Edelman

Trust BarometerGlobal Report

1

Informed

Public

9 years in 20+ markets

Represents 13% of total global population

500 respondents in U.S. and China; 200 in all other countries

Must meet 4 criteria:

Ages 25-64

College educated

In top 25% of household income per age group in each country

Report significant media consumption and engagement in business news

General Online

Population

6 years in 25+ markets

Ages 18+

1,150 respondents per country

All slides show General Online Population unless otherwise noted

2017 Edelman Trust Barometer

Methodology

28-country global data margin of error: General Population +/-0.6% (N=32,200), Informed Public +/- 1.2% (N=6,200), Mass Population +/- 0.6% (26,000+). Country-

specific data margin of error: General Population +/- 2.9 ( N=1,150), Informed Public +/- 6.9% (N = min 200, varies by country), China and U.S. +/- 4.4% (N=500),

Mass Population +/- 3.0 to 3.6 (N =min 740, varies by country), half sample Global General Online Population +/- 0.8 (N=16,100).

25

17 years of data

33,000+ respondents total

All fieldwork was conducted

between October 13th and

November 16th, 2016

Online Survey in

28 Countries

Mass

Population

All population not including Informed Public

Represents 87% of total global population

2016: The Inversion of Influence

26

Source: 2017 Edelman Trust Barometer. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs. Informed

Public and Mass Population, 28-country global total.

MassPopulation

85%of population

48 Trust Index

15%of population

60 Trust IndexInformed

Public

12pt

Gap

Influence & Authority

Influence

Authority

2017: Mass Population Rejects Established Authority

27

Mass population now has influence

and authority

Establishment left empty-handed

Influence& Authority

45 Global

70 India

67 Indonesia

62 China

59 Singapore

59 UAE

52 Netherlands

50 Colombia

50 Mexico

47 Brazil

47 Canada

47 Italy

47 Malaysia

47 U.S.

45 Argentina

42 Hong Kong

41 S. Africa

41 Spain

41 Turkey

40 Australia

39 Germany

38 France

37 U.K.

36 S. Korea

36 Sweden

35 Ireland

34 Japan

34 Poland

31 Russia

Trust Index

Mass Population Left Behind

Average trust in institutions,

Informed Public vs. Mass Population

The Mass Population

distrusts

their institutions in

20 of 28 countries

Source: 2017 Edelman Trust Barometer.

The Trust Index is an average of a country’s trust in the

institutions of government, business, media and NGOs.

Informed Public and Mass Population, 28-country global

total.

MassPopulation

InformedPublic

28

60 Global

80 India

79 China

78 Indonesia

77 UAE

71 Singapore

68 U.S.

62 Canada

62 Netherlands

61 Italy

61 Mexico

57 Malaysia

57 Spain

56 France

56 U.K.

55 Colombia

54 Australia

54 Germany

53 Hong Kong

51 Argentina

51 Brazil

50 S. Korea

50 Turkey

49 Japan

49 S. Africa

47 Sweden

45 Russia

44 Ireland

43 Poland

Trusters (60-100)

Neutrals (50-59)

Distrusters (1-49)

2017: Trust Gap Widens

Source: 2017 Edelman Trust Barometer. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs. Informed Public and Mass Population, 25-country global total.

29

Percent trust in the four institutions of government,

business, media and NGOs, 2012 to 2017

21 pts

19 pts

18 pts

53

60 60

44

48

45

2012 2016 2017

Informed

Public

15pt

Gap

9pt

Gap

A 3-point

increase in

the last

year

12pt

Gap

Largest Gaps

Mass

Population

Trust in Crisis

50% 55 5348

42

53 5243

41

Trust in All Four Institutions Declines

Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right

using a nine-point scale, where one means that you “do not trust them at all” and nine means that you “trust them a great deal.” (Top 4 Box, Trust) General Population,

28-country global total.

31

Percent trust in the four institutions of government,

business, media and NGOs, 2016 vs. 2017

Business MediaNGOs Government

Two of four institutions distrusted

Neutral

Trusted

Distrusted

-2 -1 -5 -1

20172016

The SystemIs Broken

How true is

this for you?

Sense of injustice

Lack of hope

Lack of confidence

Desire for change

53%

32%

15%

Majority Believe the

System is Failing Them

Source: 2017 Edelman Trust Barometer Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer to the Technical Appendix.

33

Not at all true

9 8 7 6 5 4 3 2 1

1 in 3 are uncertain

Completely true

System failing System working

Approximately

Even Those at the Top Are DisillusionedPercent who believe the system is not working

Source: 2017 Edelman Trust Barometer S8. Thinking about your annual household income in 2015, which of the following categories best describes your total

household income that year? S7. What is the last grade in school you completed? S9. How often do you follow public policy matters in the news? S10. How often do

you follow business news and information? General Population, 28-country global total, cut by ‘system failing’ measure. For details on how the “system failing”

measure was calculated, please refer to the Technical Appendix.

High-Income College-Educated Well-Informed

Top quartile of income College degree or higher

Follow business and public policy

information several times a week or

more

48% 49% 51%

21

Source: 2017 Edelman Trust Barometer Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer to the Technical Appendix. The margin of error for the countries scores was added and subtracted from the global mean. Countries were considered above the global average if their score was higher than the global mean plus the margin of error. Countries were considered below the global average if their score was lower than the global mean minus the margin of error. All other scores were considered aligned.

35

Glo

ba

l

Fra

nce

Italy

Mexic

o

S.

Afr

ica

Spain

Pola

nd

Bra

zil

Colo

mbia

Germ

any

U.K

.

Austr

alia

Irela

nd

U.S

.

Neth

erla

nds

Canada

Sw

eden

Arg

entin

a

Mala

ysia

Tu

rkey

Russia

S.

Kore

a

Indonesia

Japan

India

Hong K

ong

Sin

gapore

Chin

a

UA

E

System failing 53 72 72 67 67 67 64 62 62 62 60 59 59 57 56 55 55 53 52 51 48 48 42 42 36 35 30 23 19

Uncertain 32 22 24 25 24 25 25 25 27 26 29 30 26 33 33 30 29 29 37 31 28 41 40 45 45 50 43 47 40

In 14 countries, the percent of

population that has lost faith is

above the global average

Systemic loss of faith

restricted to Western-

style democracies

1 in 2 Countries Have Lost

Faith in the System

Percent of population who believethe system is not working

Above global average

Aligned withglobal average

Belowglobal average

Fears Fuel the Fire

Corruption Globalization Eroding Social Values Immigration Pace of Innovation

Widespread corruption

Compromising the safety of

our citizens

Makes it difficult to institute the

changes necessary to solve our

problems

Protect our jobs from

foreign competition

Foreign companies/influence

damaging our economy/

national culture

Foreign corporations favor their

home country

Most countries cannot be

trusted to engage in fair

trade practices

Values that made this country

great are disappearing

Society changing too quickly and

not in ways that benefit people

like me

Influx of people from other

countries damaging our economy

and national culture

Technological innovations

happening too quickly and leading

to changes not good for

people like me

Concerns Have Become Fears

Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of innovation Q677.For details on how the societal fears were measured, please refer to the Technical Appendix.

37

Percent of respondents who are concerned or fearful regarding each issue

69% Concerned

40% Fearful

55% Concerned

28% Fearful

56% Concerned

25% Fearful

62% Concerned

27% Fearful

51% Concerned

22% Fearful

Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of innovation Q677. System is failing: Q672-675, 678-680, 688-690. For details on how the societal fears and the “system failing” measure were calculated, please refer to the Technical Appendix.

38

Fears Further Erode

Belief in the System

Percent of respondents with various fears

who also believe the system has failed them

When fears collide

with a belief that

the system is

failing, conditions

are ripe for

populist action

Corruption GlobalizationEroding

Social ValuesImmigration

Pace ofInnovation

77 79 83 72 68

11

34

A Case in Point: U.S.

39

Trust Barometer Supplement: Post-U.S. Election Flash Poll,

1,000+ General Population Respondents, Nov. 28 to Dec. 11, 2016

Trump Voters Clinton Voters

25

42

67%

are fearful

45%

are fearful

Source: 2017 Edelman Trust U.S. Flash Poll Q14. Who did you vote for? Audience: U.S. General Population, grouped by “system failing” segments and level of fear from the Trust Barometer. For details on how systemic distrust and societal fears were measured, please refer to the Technical Appendix. Respondents were labeled as “fearful” if they were fearful of at least one of the following societal issues: corruption, immigration, globalization, eroding social values, and pace of innovation.

System Failingand Fearful

Fearful

7

20

A Case in Point: U.K.

40

Trust Barometer Supplement: UK Supplement, 1,150 General

Population Respondents, December 23, 2016 to January, 7 2017

Leavethe EU

Remainin the EU

54%

are fearful

27%

are fearful

Source: 2017 UK Trust Supplement Q15. Did you vote…? Audience: UK General Population, grouped by ‘system failing’ segments and level of fear from the Trust Barometer. For details on how the societal fears and the “system failing” measure were calculated, please refer to the Technical Appendix. Respondents were labeled as ‘fearful’ if they were fearful of at least one of the following societal issues: corruption, immigration, globalization, eroding social values, and pace of innovation.

System Failingand Fearful

Fearful

LEAVE

10

44

The EchoChamber

42

The Echo Chamber in Action

Facts matter less Bias is the filter No humans needed

1 in 2 agree

“I would support politicians

I trust to make things better

for me and my family

even if they

exaggerated the truth”

53%

Do not regularly listen to

people or organizations

with whom they often

disagree

Nearly

4x more likely

to ignore information that supports a position

they do not believe in

More likely

to believe

59%Search Engines

41%Human Editors

53%52% Never or rarely change their position on important social issues

Source: 2017 Edelman Trust Barometer Q709-718. For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) Q755 Have you ever changed your position on an important social issue? (Sum of “Yes, but rarely,” “No, never”) General Population, 28-country global total. Q749. When someone you know provides you with some information that supports a position that you do NOT believe, which of following do you typically do with it? Q752. How often do you read or listen to information or points of view from people, media sources or organizations with whom you often disagree? (Sum of “Never,” “Almost Never,” “Several Times a year,” “Once or Twice a Month”) Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are more likely to believe is giving you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two options given--the one that is most likely to be true most often. General Population, 28-country global total, question asked of half the sample.

Nearly

43

2012 2017

Search engines* 61 64

Traditional media 62 57

Online-only

media**46 51

Owned media 41 43

Social media 44 41

Media as an

institution46 43

57

51

41

64

2012 2013 2014 2015 2016 2017

Traditional Media Shows Steepest Decline

Source: 2017 Edelman Trust Barometer Q178-182. When looking for general news and information, how much would you trust each type of source for general news and information? Please use a nine-point scale where one means that you “do not trust it at all” and nine means that you “trust it a great deal.” (Top 4 Box, Trust) General Population, 25-country global total, question asked of half the sample.

*From 2012-2015, “Online Search Engines” were included as a media type. In 2016, this was changed to “Search Engines.”**From 2012-2015, “Hybrid Media” was included as a media type. In 2016, this was changed to “Online-Only media.”

Percent trust in each source for general news and information

43

Change,

2012 - 2017

+3

-5

+5

+2

-3

-3

Owned media now

as trusted as media

as an institution

Traditional media

down 5 points

43

Source: 2017 Edelman Trust Barometer Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format

for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are more likely to believe is giving

you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two options given--the one that is most likely to

be true most often. General Population, 28-country global total, choices shown to half the sample.

44

Official Sources Are SuspectPercent who find each source more believable than its pair

55% Individuals

45% Institutions

71% Reformer

29% Preserver of

Status Quo

64% Leaked

Information

36% Company Press

Statements

1

60 60 60

48 4643

37 3529

A p

ers

on

like

yo

urs

elf

Te

chn

ical

expe

rt

Acad

em

ice

xpe

rt

Em

plo

ye

e

Fin

ancia

lin

du

str

ya

na

lyst

NG

Ore

pre

se

nta

tive CE

O

Boa

rd o

fd

ire

cto

rs

Gove

rnm

en

t o

ffic

ial/

reg

ula

tor

Peers Now as Credible as Experts

Source: 2017 Edelman. Trust Barometer Q130-747 Below is a list of people. In general, when forming an opinion of a company, if you heard information about a company from each person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box, Very/Extremely Credible) General Population, 28-country global total, question asked of half the sample.

45

Percent who rate each spokesperson as extremely/very credible,

and change from 2016 to 2017

CEO credibility decreased the

most, dropping to an all-time low

-7 -5

“People in this

country have

had enough

of experts.”

– Michael Gove,

Member of Parliament, U.K.

A person like yourself now tied

for most credible spokesperson

-3 -7 -5 -4 -7 -5 -12 -10 -6

Y-to-Y Change+−

Business on Notice

Business Plays a Role in Stoking Societal Fears

Source: 2017 Edelman Trust Barometer Q693-762. Some people say they worry about many things while others say they have few concerns. We are interested in

what you worry about. Specifically, how much do you worry about each of the following? Please indicate your answer using a nine point scale where one means “I do

not worry about this at all” and nine means “I am extremely worried about this”. (Top 4 Box, Worried) Q709-718. For each of the statements below, please indicate

how much you agree or disagree. (Top 4 Box, Agree) General Population, 28-country global total. Q349-671. For the statements below, please think about the pace of

development and change and select the response that most accurately represents your opinion. (Top 4 Box, Too Fast) General Population, 28-country global total,

question asked of half the sample.47

Global population worries about

losing their jobs due to:

50% globalization

is taking us in the

wrong direction

53% the pace of change

in business and industry is

too fast

54%

55%

58%

60%

60%

Automation

Jobs moving to cheapermarkets

Immigrants who work for less

Foreign competitors

Lack of training/skills

Support for Anti-Business Policies

Source: 2017 Edelman. Trust Barometer Q709-718 For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) General

Population, 28-country global total.

48

Nearly 1in2 agree 69% agree 72% agree

Protectionism Slower Growth

“The government should protect our jobs and local industries, even if it means that our economy grows more slowly.”

“We need to prioritize the interests of our country over those of the rest of the world.”

“We should not enter into free trade agreements because they hurt our country’s workers.”

Protectionism

49

Business Expected

to Lead

Source: 2017 Edelman Trust Barometer Q249-757. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree). General

Population, 28-country global total, question asked of half the sample.

.

75% agree

“A company can take specific

actions that both increase

profits and improve the economic

and social conditions in the

community where it operates.”

Business Must Act

51

Most Trusted

Business is the most trusted

among the 1 in 3 who are

uncertain about the system

The Last Retaining Wall:

Business Most Trusted

by the Uncertain

Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right

using a 9-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal”. (Top 4 Box, Trust) General Population, 28-

country global total, cut by “the system is failing’ segments. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer

to the Technical Appendix.

NeutralDistrust Trust

% trust in each

institution

Among those

who believe the

System

is Working

Among those

who are

Uncertain

Among those

who believe the

System

is Failing

Most Trusted

Most Trusted

NGOs 51 57 52

Business 47 58 58

Media 37 50 47

Government 29 53 62

When the System is Failing,

Companies Must Do More

Source: 2017 Edelman Trust Barometer Q80-639. How important is each of the following attributes to building your TRUST in a company? Use a 9-point scale where one means that attribute is “not at all important to building your trust” and nine means it is “extremely important to building your trust” in a company. (Top 2 Box, Importance) Data displayed is mean Top 2 Box rating for the listed items. Items were included if they were considered important by 50% or more of those who believe the system is failing. General Population and cut by “the system is failing segments”, 28-country global total. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer to the Technical Appendix.

52

Percent who rate each attribute as important in building trust in a company

(top 5 most important shown)

56

56

58

59

62

65

66

67

68

72

Ethical business practices

Pays its fair share of taxes

Listens to customers

Offers high-qualityproducts/services

Treats employees well

Among those who have

lost faith in the system,

expectations are higher

across the board

On average

+9 pts

higher expectations

System Failing

General Population

Partnerships/

programs to address

societal issues

Business practices/

crisis handlingFinancial earnings &

operational

performance

Employees Most Credible

Source: 2017 Edelman Trust Barometer Q610. Who do you trust MOST to provide you with credible and honest information about a company's financial earnings and operational

performance, and top leadership’s accomplishments? Q611. A company’s business practices, both positive and negative, and its handling of a crisis? Q612. A company’s employee

programs, benefits and working conditions, and how a company serves its customers and prioritizes customer needs ahead of company profits? Q613. A company’s partnerships

with NGOs and effort to address societal issues, including those to positively impact the local community? Q614. A company’s innovation efforts and new product development?

Q615. A company’s stand on issues related to the industry in which it operates? General Population, 28-country global total, question asked of one-quarter of the sample.

53

Most trusted spokesperson to communicate each topic

Innovation effortsTreatment of

employees/customersViews on

industry issues

Company CEO

Senior executive

Employee

Activist consumer

Academic

Media spokesperson

1720 21

24 262121 22 23

3126

23

53

38 3733 32 3028 29 29

2522

29

16

22 22 21 23 22

9 9 11 11 13 14

Which is more believable?

Talk With, Not At

54

Source: 2017 Edelman Trust Barometer Q754. You are about to see a series of two choices. Each choice describes a different source of information, a

different format for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are

more likely to believe is giving you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two

options given-the one that is most likely to be true most often. General Population, 28-country global total, choices shown to half the sample.

51% Personal

experience

49% Data

57% Spontaneous

speaker

43% Rehearsed

speaker

54% Blunt and

outspoken

46% Diplomatic

and polite

62% Company’s

social media

38% Advertising

Thank You

1

Audience feedback: What

do the SDGs mean for your

company?

23

Audience feedback & ref lections

• How familiar are you & your company with the SDGs?

• Is your organization already working on addressing / aligning with the SDGs?

• Why are the SDGs important from the perspective of your company?

• What is the business case for tackling SDGs within your organization?

The SDG Compass:

5 steps to align with the

SDGs

www.sdgcompass.org

• Guides companies on how they can aligntheir strategies as well as measure and manage their contributions to the SDGs.

• Consists of a set of thorough guidelines as well as an online inventory of indicators and tools mapped against the SDGs.

• 2-page briefing notes for each of the 17 SDGs.

H o w s h o u l d b u s i n e s s e n g a g e ?

Navigating the SDGs

• A core component of the SDG Compass is the guidelines that it puts forward in terms of how to integrate the SDGs into business.

• This guidance revolves around a 5 step iterative process.

H o w s h o u l d b u s i n e s s e n g a g e ?

SDG Compass Guidel ines

Raw materials Suppliers Operations Distribution Product use

Product end life

INCREASINGPOSITIVE IMPACT

MINIMIZING NEGATIVE IMPACT

K e y c h a l l e n g e s

Value Chain Approach

CredibleSDG alignment

Cherry picking & “SDG-wash”

vs

Source: Ethical Corporation

Most Popular SDGs for Business

K e y c h a l l e n g e s

Meaningful Engagement

Alignment in practice:

Defining priorities, setting

goals and integrating the SDGs

Focus on 3 steps during this panel

discussion

Alignment in practice: Panel

discussion

• Monsanto – Gabriela Burian, Senior Director, Sustainable Agriculture

• DuPont – Dawn Rittenhouse, Director, Sustainability, DuPont

• Siemens – Ari Kobb, Director, Energy & Sustainability Solutions, Building Technologies

• Novozymes – Arlan Peters, Head of Sustainability, North America

Integrating SDGs into our Strategy

No PovertyEnd poverty in all its forms everywhere

Zero HungerEnd hunger, achieve food security and improved Nutrition and promote sustainable Ag

Good Health and Well BeingEnsure healthy lives and promote well-being for all at all ages

Quality EducationEnsure inclusive and quality education for all and promote lifelong learning

Gender EqualityAchieve gender equality and empower women and girls

Clean Water and SanitationEnsure access to water and sanitation for all

Affordable and Clean EnergyEnsure access to affordable, reliable, sustainable and modern energy for all

Decent Work and Economic GrowthPromote inclusive and sustainable economic growth, employment and decent work for all

Industry, Innovation and InfrastructureBuild resilient infrastructure, promote sustainable industrialization and foster innovation

Reduced InequalitiesReduce inequalities within and among countries

Sustainable Cities and CommunitiesMake cities inclusive, safe, resilient and sustainable

Responsible Consumption and ProductionEnsure sustainable consumption and production patterns

Climate ActionTake urgent action to combat climate change and its impacts

Life Below WaterConserve and sustainably use the oceans, seas and marine resources

Life on LandSustainably manage forests, combat desertification, halt and reverse land degradation, halt biodiversity loss

Peace, Justice and Strong InstitutionsPromote just, peaceful and inclusive societies

Partnerships for the GoalsRevitalize the global partnership for sustainable development

Monsanto’s Work Contributes to All 17 SDGs

Identify the degree to which Monsanto’s top material issues align with each of the UN Sustainable Development Goals (SDGs)

70

Three SDGs high in importance that represent

how we are working to impact the six core goals

Strongest alignment represent the areas where we can have the most impact

BETTER

PLANETTake Action on Climate

Change and Protect Natural Resources

BETTER

COMPANYEngage Employees & Business

Partners to Succeed with Integrity and Transparency

Growing Better Together

• Water Efficiency & Quality

• Carbon Neutral Agriculture

• Biodiversity

• Soil Health

• Farmer Livelihoods

• Product Safety & Stewardship

• Human Rights

• Corporate Governance

• Business Ethics

• Supplier Accountability

• Employee Well-being, Development & Inclusion

• Community Engagement & Support

• Better Harvests

• Nutritional Well-being

• Reduced Food Loss & Waste

BETTER

LIVESMake A Balanced Meal

More Accessible for All and Help Farmers and Society

The DuPont Sustainability Journey

Value

Business Integration

1970 1989 2000 2006

Corporate

Environmentalism

Marketplace

Compliance

Sustainable

Growth

2015

Footprint Reduction

Goals

Energy Goals

Market-Facing Goals

SDGs & 2020 Sustainability Goals

72

Pollution Reduction

t

Innovation

Sustainability at Siemens and the Path to

Climate NeutralityFebruary 14, 2017

www.siemens.com

Restricted © Siemens AG 2016

© Siemens AG 2017

February 2017 siemens.com/sustainability

“Siemens - Business to Society”

We measure our contribution on a global, national, site or project level

1

PositioningOpportunity

development

2

What matters to society?

What is Siemens'

impact / value

today?

How can Siemens

shape the future

development?

Inside-out

Outside-in

Strengthening the

Economy

Developing local

Jobs and Skills

Driving

Innovations

Sustaining the

Environment

Improving

Quality of Life

Shaping Societal

Transformation

Highlight Results

€ 250’’ in GDP creation

Germany: 40 % purchasing

volume and 40% revenue with

SMEs

> 4’3 jobs enabled

UK: > 400k students reached by

education projects

1’’270 patients in emerging

countries have access to

Siemens imaging systems

MoU signed with Argentinean

Government to drive

sustainable development

© Siemens AG 2017


To measure our contribution on a global level we mapped the SDGs to

our Siemens - Business to Society impact areas

© Siemens AG 2017


Siemens acts on climate change with an environmental portfolio

and its own CO2 neutral program

Siemens Environmental Portfolio:

CO2 reduction at our customer base by 521 million tons in FY16

Our goal of CO2 Neutral Siemens Program : CO2 neutral by 2030

‒ Energy Efficiency for factories and offices

‒ Decentralized energy systems

‒ Fuel-efficient car fleet / e-mobility

‒ Green electricity purchasing

Sustainable power

generation

Low loss power

transmission

Intelligent

distribution and

storage

Efficient energy

use

Main levers

Novozymes Business and SustainabilityJourney

• Insert text

2000 – 2008

2009 – 2014

2015 - …

Manage Reputation Grow current Business

10 in 10 10 Bn DKK in turnover in

2010

Change the world

together with our

customers

Develop New Business

78

NovozymesImpact Categories

Goals17 15Targets

169

We break down the complexity within the Global Goals (SDGs) to impact categories relevant to our business

Nutrification

Land use

Food supply

Health

Chemicals

Climate change

Energy supply

Sanitation

Poverty

Resources

Forest

Acidification

Water supply

Gender

Waste

Global Goal assessment and management

From GG complexity to quantifiable and operational impact categories most relevant to our business

Our impact categories enable us to prioritize for the SDGs

Novozymes innovation pipeline

GG Assessment “Globe Stars”

Business models

Partnerships

Products, Applications

Etc. …

Global Goal assessment and management

Innovation opportunities are evaluated and prioritized based on their: 1. Market potential, 2. Strategic fit and 3. GG impact potential

GG assessment

Extraordinary

GGContributors

Novozymes stands strong to ride the Global Goal waves!

• Nature based solutions delivering to many world needs

• Company Purpose, Strategy and Long Term Targets in sync with GGs

• GG assessment and management tool developed and applied

Reporting and

Communication: GRI

Standards and the SDGs

Focus on Step 5

Enabling and tracking private sector

contribution to the Sustainable

Development Goals (SDGs)

Alyson Genovese, Head of Corporate/Stakeholder

Relations – North America

About GRI

Our Vision: create a future where sustainability is integral to every

organization's decision making process.

Our Mission: empower decision makers everywhere, through our

sustainability standards and multi-stakeholder network, to take action

towards a more sustainable economy and world.

We Believe:

• Transparency is a catalyst for change

• Standards empower informed decision making

• Public interest should drive every decision that an organization makes

Achieving the SDGs

“Business is a vital partner in

achieving the Sustainable

Development Goals. Companies

can contribute through their

core activities, and we ask

companies everywhere to

A call for action to businesses

Ban Ki-moon, United

Nations Secretary-General

assess their impact, set ambitious

goals and communicate

transparently about the results.”

GRI Standards and the SDGsIndicators for all 17 Goals

The set of GRI Standards includes:

• 3 universal Standards, applicable

to all organizations

• 33 topic-specific Standards,

organized into Economic,

Environmental, and Social series

Organizations select and use only the

relevant topic-specific Standards, based

on their material topics

GRI Standards offer a global

common language for non-

financial information to meet all

reporting needs

Sustainable Development GoalsGRI’s role in enabling business & government action

• Data source for 12.6.

• Make accessible policy developments and

reporting data at country level

• Work with UN, statistical agencies and governments on business and the SDGs

• Help companies understand, align and report contributions

• Convene private sector in dialogue to understand how to best report against SDGs

Corporate Leadership w/ UNGC

SDG Compass

Target 12.6 Tracker

Active Policy

Dialogue

Building trust through transparency

The sustainability reporting process enables:

• Transparency

• Better decision-making

• Trust

Adding SDG reporting enables:

• Forward-focus vs. past issues/

accomplishments

• Better context to material impacts and

scope

Companies just starting to Report

SDG Commitments

Get Involved

Corporate Action Group (CAG) business engagement and peer learning

forum, where members work together to define and promote their business

contributions to the SDGs.

Multi-stakeholder Advisory Committee (MAC) CAG and dozens of

stakeholders will act as an international leadership group to guide companies to

embrace and report against the SDGs. MAC findings to be presented during the

UN High-level Political Forum on Sustainable Development

Expected Outcomes:

Better integration and alignment of

SDGs into frameworks

Publication on best practice SDG

reporting

List of business disclosures

Thank you

www.globalreporting.org

GRI

Barbara Strozzilaan 336

1083 HN Amsterdam

The Netherlands

Amsterdam | New York | Beijing | Sydney | New Delhi | Johannesburg | Bogotá | São Paulo

[email protected] Genovese

[email protected]

603.834.5585

260 Madison Avenue, Suite 204

New York, NY 10016

https://www.facebook.com/GlobalReporting

https://www.linkedin.com/company/global-reporting-initiative-gri

https://twitter.com/GRI_Secretariat

mailto:[email protected]

Wrapping up

today’s session

This is what we set out to do

this morning

Business alignment & engagement with the SDGs

Understanding the SDGs in a (big) business context

Challenges, opportunities, and implications for business

on this agenda

Road ahead for WBCSDC o n t i n u i n g t o e n g a g e a r o u n d S D G d e v e l o p m e n t s

r e l e v a n t t o b u s i n e s s

• Development & scale up of business solutions• Alignment of measurement & reporting

agenda with SDGs• Bi-monthly written briefings for WBCSD

members• Executive roundtables throughout 2017 on

the basis of the Better Business, Better World report

• “Learning by sharing” sessions (incl. webinars) • Business advocacy at intergovernmental

forums• Development of sector roadmaps• Heads up: CEO Guide to the SDGs to be issued

at the end of March 2017

#SDGHub

The conversation continues!

www.sdghub.com

http://www.sdghub.com/

Filippo [email protected]

Kitrhona Cerri [email protected]

Thank you

#SDGHub

www.sdghub.com

http://www.sdghub.com/