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Reports | Monday September 11, 2023

The Just Transition Planning Process for Business

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A Toolkit to Drive Social Dialogue and Stakeholder Engagement Toward a Just, Equitable, and Inclusive Transition

For companies designing and implementing a just, equitable and inclusive approach to net zero, the process is complex and requires difficult trade-offs. This guidance offers practical steps to help companies formulate a just transition plan, including implementation tools for:

• External stakeholder engagement and social dialogue
• Internal knowledge-gathering and discussions
• A company-wide integration strategy

People

Verena Nüchter

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Before stepping into her role as an Associate, Verena began her journey at BSR as an intern and student assistant of the climate and nature teams. Verena’s expertise lies within interdisciplinary project work, climate and sustainability research, analysis and assessments encompassing greenhouse gas accounting, scenario development and transition strategies.

Verena holds a MSc in Climate Change from the University of Copenhagen and a BSc in Environmental Science and Business Economics from the Leuphana University Lüneburg. She speaks German, English and Danish.

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Lucia Dardis

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Lucia supports members across industries on climate change and nature, including climate scenario analysis, peer benchmarking, sustainability management, and data analysis. 

Previously, Lucia interned at the World Wildlife Fund-US as an Agricultural Sustainability Analyst. There, she researched agro-commodity and bioplastic feedstock supply chain risks. At Evergrade, Inc., Lucia was a Consultant and Intern Manager focused on people and project management, data architecture and analysis, and environmental impact research. Through her coursework at UC Berkeley, Lucia was a Sustainability Consultant with the Clorox Company and a Data Science Research Apprentice for the CoolClimate Network, where she collaborated on a quantitative methodology for assessing the greenhouse gas reduction potential of carbon credits. 

Lucia studied business administration and data science at the Haas School of Business at the University of California, Berkeley. She completed a semester exchange at the Universitat de Barcelona, where she studied international marketing and corporate finance. 

People

Kathryn Doyle

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Kathryn works with BSR member companies at the intersection of technology and human rights issues.

Prior to joining BSR, Kathryn worked for Global Partners Digital where she led programs and advocacy efforts - working with civil society organizations, governments and companies - with a focus on business and human rights within the tech sector, platform regulation and content governance. Previously she worked with the Jesuit Refugee Service in Brussels, Economic Mobility Pathways in Boston and as a high school teacher in the Federated States of Micronesia. She has experience developing and implementing organizational strategies and complex projects as well as with obtaining and managing large, multi-year public and privately funded grants, notably from the U.S. Department of State and European Commission. 

Kathryn holds a Masters in Social Work from Boston College, with a focus on global policy issues and organizational management, and a BA in English from Loyola University Maryland. 

Blog | Tuesday September 5, 2023

Interview with the Future: Meet the CSO of Antennae, a Manufacturing Company Operating in 2030

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Resilient strategies are built to stand up to the different shapes the future could take. One of the best tools for building such strategies is to consider possible scenarios—not just for the climate but for other world-shaping trends with highly uncertain outcomes. How might globalization look in five years’ time? How could regulators be dealing with AI? We can’t know, but we can use scenarios to hone our capacity to anticipate and prepare.     

In this time-travel interview, we journey into a scenario where a strong retreat from economic globalization meets the wild west of artificial intelligence. And in this imagined future, we hear from Lorna León, the fictional Chief Sustainability Officer (CSO) of Antennae—an imaginary manufacturing company supplying electrical components for satellites. It’s 2030: what can Lorna see from her vantage point? How has the world changed, and what does it mean for companies like hers?

Future Company Profile: Antennae, Inc.

Antennae is a Germany-based manufacturer of satellite components. Founded in 1990, Antennae has grown to over $2B in sales with facilities in Europe, Asia and North America. The booming space industry has driven rapid growth for Antennae since 2015, with severe pressure on product performance, price, and development time for customers in the satellite communications and earth imaging industries. In recent years, Antennae’s customers and investors have become increasingly concerned about data privacy, the company’s ethics and labor practices in a secretive industry, and emerging risks from government interference in the space sector.

Thanks for talking to BSR, Lorna! What’s the world looking like in 2030?  

The pandemic and its disruptions are largely forgotten—but the uneven recovery left scars. Supply chains have struggled to normalize, with shortages of everything from workers to parts to shipping containers. Employees have changed their expectations of work, increasingly questioning the how, where, what and why. Meanwhile, political leaders are ploughing up any common ground they used to tread: countries are pulling out of international regulations and restricting imports on hazy grounds. Alongside rising nationalism and geopolitical tensions, we have record-breaking climate-driven natural disasters hitting the headlines almost every week. 

And what has changed for technology?  

Technology has continued its rapid pace of evolution. Artificial Intelligence has created new products, taken hold in manufacturing floors, and is now driving the cars, flying the planes, launching the satellites, playing the all-seeing eye and the all-hearing ear, and generally telling us what to think – as well as what we’re thinking. It has changed the landscape of media altogether: human voices are increasingly lost in the limitless creative noise of generative AI, bringing huge challenges to authenticity and trust. Human interactions are not what they were...   

And how is industry adapting?  

Companies are investing heavily in electrification and automation – particularly in the transport sector. Designers for driverless cars are scrapping the rules: you now have cars on the road in certain smart cities without a ‘front’ or ‘back’—the seats pivot on top of the trunk, ‘reverse’ is a thing of the past!    

Traditional airlines have struggled to plot their course (so to speak) in such an uncertain landscape.  Consumer demand spikes and crashes as world leaders shake hands then ‘break up’ from one week to the next, opening and closing borders like park gates. Oil prices are all over the place. Then there’s the heat, which has brought down some airport infrastructure and caused massive flight delays.  
 
The wealthy are all vying for tourist tickets into space, which is now literally the “wild west” as far as regulation goes—legally considered international waters according to treaties. But actually no one knows what’s going on up there! Too many operators, too much data, too few checks...  

What are governments doing in this complex and charged landscape?  

They are either unable or unwilling to manage artificial intelligence. Instead, they’ve mostly coopted it for national security agendas and to monitor everything of interest—from trade to people to sensitive data—with no coordination for data protection or standards. 

As it’s impossible to know which companies are operating infrastructure and providing data analytics for which governments, we’re seeing these geopolitical stalemates in which countries are unable to locate the players behind apparent threats. Trust has really hit rock bottom—not only between governments but between citizens and state, and between citizens and corporates. It’s the age of conspiracy theories.  

What does all this mean for companies? 

With distrust in governments at a new high, and so much uncertainty in the regulatory landscape, companies have mostly withdrawn to home countries – with multinationals fracturing at the seams. The ever-increasing capabilities of AI and automated systems does a lot to keep labor costs low in higher-income countries—especially as migration, immigration, and even remote working across borders are heavily restricted. But poor transition planning has left a bigger mismatch between available jobs and jobseekers than automation accounts for, and that’s fueling unrest as inflation keeps pushing living costs to the sky.  

And how is your company holding up?  

We’ve carved out a niche in being a trusted, traceable provider to the ‘wild west’ of space. There’s no regulation to speak of, but ultimately procurers for satellite companies want the highest standards, because they have to minimize the risk of malfunction at all costs. We worked hard to build the sort of relationships and contracts that can deliver on their expectations and support interoperability across very different regimes. 

That’s all we have time for today! You’ve been hearing from Lorna, the CSO of Antennae, sharing her perspective from 2030.  

• How would your company fare in such a future? What strategies could you put in place today to help prepare?  

• What other scenarios might we imagine? What if we saw a renewed push for economic globalization? Or strong regulation of AI?  

In September, BSR is running a workshop for members in EETI to explore different future scenarios and examine their implications. Become a member and join us to find out what resilience means for industry and manufacturing.  

Blog | Thursday August 31, 2023

Inside BSR: Q&A with Juliette Pugliesi

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Tell us a bit about your background. Where are you from, and where are you based?

I grew up in a small French village close to Paris, surrounded by oak forests and rivers. I have a background in environmental sciences and sustainable development. Currently, I’m based out of BSR’s Paris office. 

How did you first get involved in sustainable business? What is your current role, and what does that entail? 

I’ve felt deeply passionate about nature conservation since I was a child. My favorite cartoons were wildlife documentaries. At ten-years-old, I was in the local newspaper for identifying a specific owl (Athene Noctua) at a competition organized by the region.

In my third year of university, I had the opportunity to work in Kenya at a wildlife reserve owned and operated by the local community in the Great Rift Valley. My main responsibilities included maintenance, inventory, and diagnosis of the fauna and flora of the reserve as well as communication around biodiversity. The reserve focused on preserving the ecosystem and protecting a specific endangered giraffe—the Rothschild Giraffe. Scientists currently recognize only one species of giraffe with nine subspecies. It is easily distinguishable from others because of its white legs that look like long socks! 

Following this, I worked in sustainability and nature topics at various entities, including a research department on waste management in a mission-driven company and an audit company, assessing the reliability of companies' data disclosed in CSR reports. At WWF France, I supported companies on their nature issues across different industries. I was also seconded to Science Based Targets for Nature where I was lead coordinator for the working group on biodiversity metrics for companies. I really enjoyed working at the interface of international research and supporting business with taking action on nature.

At BSR, I help companies identify and address their impacts on nature and develop ambitious strategies. I love the variety of projects around nature across various industries and organizations—including nature benchmarking, biodiversity or freshwater risks site assessments, commodity risks assessment, nature strategy, implementing actions and roadmaps, and support in training and education around nature. I love the people I work with, the international environment, and the BSR mindset to build impactful projects to achieve a just and sustainable world.

Congratulations on the recent “Le Cercle de Giverny” nomination! Could you tell us more about the award?

Thank you! The Cercle de Giverny is a hybrid think-tank to scale up corporate social responsibility in France. The work is placed under the patronage of the Ministry of Economy and Finance. The Cercle de Giverny has 2 main activities:

• Propose recommendations for the French Government on CSR topics: Le Cercle de Giverny built up working groups of experts and companies that will present 20 to 25 recommendations to the French government on CSR issues. I’ve been appointed to belong to the working group on how to represent nature within decision-making bodies.

• The Palmares of Giverny. This award brings together 50 committed leaders who are helping to accelerate France's ecological and social transformation. It recognizes commitment, entrepreneurship, and creativity of young people who are building the future with hope and pragmatism. I am very proud to have won this award and to represent BSR. It was also a wonderful opportunity to meet a group of inspiring young people who are motivated to act on sustainability in their day-to-day work. 

What are some interesting projects that you get to work on as part of your role at BSR? What do you enjoy about them? What are you looking forward to in the next 6 months? 

I have largely focused on developing BSR’s Nature services for members based on the Science Based Targets for Nature (SBTN).

SBTN aims to set the standard for ambitious measurable corporate actions on nature which includes, and builds upon, climate actions. It is a network of 80+ NGOs, business associations, and mission-driven consultancies contributing their expertise to collectively define targets to stay within planetary boundaries. The first technical guidance was released in May and provided insights on how companies can assess their impacts on nature, prioritize, and set targets for Freshwater and Land. I truly believe that companies’ action on nature needs to be informed by science to ensure they are doing enough and that their activities fit into the biophysical limits of our planet. 

I am currently involved in a project to support SBTN in building a “Readiness Check Framework”—a self-assessment tool that will help companies, NGOs, and consultancies to assess the accuracy of their work prior to target-setting. This tool is currently tested by around 30 companies and will help SBTN scale up actions and impact.

I also support a wide range of companies on nature topics. I worked with an IT company to assess the current state of nature in 14 countries in Asia-Pacific and develop recommendations to reduce nature loss. I also carried out nature benchmarking for a hydropower company and built-up recommendations on a nature roadmap for their direct operations and upstream impacts. Recently, I worked on a commodity risk assessment as well as a biodiversity and water site assessment of more than 2000 sites for a jewelry company. All of these projects raised key and concrete questions on how to avoid and reduce the company’s impacts on nature as well as restore and regenerate natural areas.

What issues are you passionate about and why? How does your work at BSR reflect that? 

I am passionate about nature. Nature loss would be the most important challenge we are facing today and need to tackle in the future. I am driven to learn more about my favorite subjects, nature, and biodiversity, from other people. I also like to share my knowledge with my colleagues and educate others outside of BSR. I am a temporary teacher at AgroParisTech, an engineering school where I am speaking on biodiversity as well as tools available for organizations to tackle nature and biodiversity topics.

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Kachi Nwanna

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Kachi leads BSR’s Financial Services team in the EMEA region and works closely with BSR’s sustainability management team. He advises corporate clients, financial institutions, and private equity firms on ESG risks and strategy on the entity, portfolio, and product level.

Prior to joining BSR, He worked at Moody’s Corporation, where he was responsible for monitoring ESG market trends and regulations, providing ESG advisory to investor and corporate clients on their strategies in addressing material issues. He also spent time at BNP Paribas CIB as an ESG Project Manager.

He holds a Master’s in Finance and Taxation from ESCP Business School; an MBA specialised in Energy Management and Sustainability from IPAG Business School; and a Bachelor’s in Electrical & Electronics Engineering from the University of Lagos. He also holds a CFA UK Certificate in ESG Investing.

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Margot Thompson-Wells

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Margot works with BSR member companies across various industries on sustainability management and human rights projects.

Margot comes to BSR from the international development space, with experience in project management, communications, partnership development, and community management. Prior to joining BSR, she worked in partnerships and public affairs at the United Nations Foundation, where she managed civil society, corporate, and UN system relationships with a focus on the Sustainable Development Goals (SDGs). She worked on various projects and campaigns covering UN priority issue areas including working with private sector partners on the award-winning #EqualEverywhere gender equality campaign; with young climate activists and UN agencies on a US Youth Climate Consultation for UN Climate Strategy; and she managed Global Goals Week, an SDG-focused partner coalition that activates primarily around the UN General Assembly High-level Week annually in September. Prior to the UN Foundation, Margot worked at a Colombian foundation based in Bogotá, and at a Geneva-based NGO focused on children's rights.

Margot holds a BA in International Relations from the University of Exeter. She speaks English, French, and Spanish.

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Sam Read

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Sam leads the Sustainable Production Alliance, working collaboratively with SPA’s member companies to reduce environmental impacts within the global entertainment industry and inspire a sustainable future.

He has over 13 years of experience operating campaigns and partnerships in the advocacy and social impact space. Sam worked on President Obama’s 2012 re-election campaign, before working with advocacy organizations like No Kid Hungry, the Peoples Climate Movement, C40 Cities, and others to establish collaborative advocacy and engagement programs. He most recently served as the Director of Strategic Partnerships at Murmuration, where he led the design and development of coalitions and partnerships in the civic technology space.

Sam has a BA from Tufts University.

Blog | Monday August 21, 2023

Bringing the Most Vulnerable to Climate Change to the Boardroom

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Boards and executives rarely hear directly from the communities most affected by climate change, who are seldom represented in the boardroom or included in stakeholder engagement. Given the extent of inequities that heighten their exposure to climate risk—low-income livelihoods across supply chains; lack of access to basic financial, legal, and public services; and a plethora of diversity divides—a voice in the boardroom might seem to come low on the list of priorities.

But a different perspective is gaining momentum: boardrooms and governing bodies need people from the climate frontline if they are to take meaningful action on ESG, both to reduce their exposure to climate risk and to address the increasingly recognized climate adaptation gap. 

Current policies will push around 2 billion people out of the environmental and climatic conditions“climate niche” that best support human life by 2030, increasing to around 4 billion—an estimated third of the global population—by the end of the century, according to a recent study.

The climate adaptation gap refers to the understanding that those most vulnerable to climate impacts have the least means of increasing their own resilience. Not only do they lack the funds, access, and rights to invest in and safeguard their future, from building skills to adapt to workforce volatility to developing land and property to withstand climate impacts, they lack the influence to drive action that might mitigate risks. 

The risks to these communities are risks to business. There are vulnerable workers and dependents across the supply chain from farms and plantations; extractive sites; factories; transport; to logistics. The more businesses can understand how these communities are affected, the better they can work with them to counter the risks. This is where a voice in boardrooms and executive leadership can make a difference.

The need coincides with growing calls for more representation at the highest levels of corporate governance, particularly of women and youth, and linked specifically to climate change. As one student wrote in a letter to the Financial Times: "Age diversity is extremely low among chief executives and across most boards of directors in listed companies. At the same time, our species is facing global grand challenges that are profoundly characterized by an intergenerational dimension.”

Changing Expectations from Regulators, Investors and Customers 

Activism on climate action is increasingly reaching the boardroom—with calls for change from regulators, investors, customers and employees. In the EU, the Corporate Sustainability Due Diligence Directive, the Corporate Sustainability Reporting Directive (CSRD), the Green Taxonomy, and the Mandatory Human Rights Due Diligence Directive (HRDDD) are redefining the role of boards by obliging them to oversee climate, social impact, human rights and governance at their companies. In the US, the draft Securities and Exchange Commission rule will likely require disclosures on how the board is overseeing climate-related risks and opportunities, prompting a review of existing governance structures. And the recent International Sustainability Standards Board (ISSB) Sustainability Disclosure Standards also call for an increased board role in reviewing climate-related risks and opportunities. 

Meanwhile, these regulatory requirements are surfacing deep tensions in how companies can best protect and serve all employees. For instance, pressure on reporting brought by recent EU legislation could have the catastrophic impact of squeezing smallholders, who lack the resources to meet new requirements, out of supply chains. Indonesia and Malaysia responded to the recent deforestation law by sending top officials to Brussels to seek fairer treatment for small palm oil farmers.

Beyond legal requirements, expectations of business directors are changing, with investors and other stakeholders demanding deeper board engagement and oversight, more transparency, and opportunities to engage with directors. The financial risks will also become more apparent with the increasing impact of climate change, as well as the challenges it presents to insurance. 

Building Climate Resilience through Stakeholder Engagement 

Business can enable credible action to build climate through diverse representation and engagement at the highest levels of governance, particularly on boards and Stakeholder Advisory Councils . The challenges of a just transition and achieving climate justice demand that businesses co-create solutions with frontline communities. For this, those leading the charge need a firsthand understanding of the risks and impacts. They also need a mindset change, widening their focus beyond near-term value generation to encompass long-term risk mitigation and adaptation, and beyond what’s material to their stakeholders today to monitor shifts that may appear distant but whose impacts could quickly escalate to render business-as-usual impossible.

This is not to underestimate the extent of change required. As David Korngold, Director of Business Transformation says: “Meaningful corporate engagement with stakeholders is set back by transactional or extractive relationships, overreliance on large global voices, and under-engagement with affected stakeholders—including fleeting interactions. Not only this, but engagement is often treated as the end-goal, rather than a means to co-create an equitable future.”

Recommendations for Business Leaders 

Business leaders that act will not only get ahead of regulation, stakeholder expectations, and activism, but they will find themselves better positioned for effective leadership and resilience, thanks to expanded knowledge, competencies, and expertise. Key recommendations include: 

• Prioritize diversity in the representation and engagement of stakeholders at the highest levels of governance

• Develop mechanisms to engage with affected stakeholders, whether through Stakeholder or External Advisory Councils or other direct dialogues in close collaboration with management 

• Use engagements to listen to current issues, maximizing the opportunity to increase directors’ understanding of climate risk and enable thoughtful dialogue with affected parties 

• Empower External Advisory Councils to amplify the voices of stakeholders and enhance their oversight

• Schedule regular meetings to cultivate highly engaged and committed standing groups 

BSR has extensive experience engaging with boards and Stakeholder Advisory Councils, including on climate justice and adaptation. For more information, please contact the Sustainability Management team.