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Reports | Thursday July 20, 2023

AI and Human Rights in Extractives

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Artificial intelligence (AI) is driving change within the extractives sector, transforming companies’ value chains, from geologic risk analysis to workplace management, and potentially leading to major human rights impacts. This report identifies human rights issues associated with increased use of AI technology in the extractives sector and provides recommendations to companies on addressing these impacts.

Reports | Thursday July 20, 2023

AI and Human Rights in Financial Services

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Financial institutions are increasingly using AI technologies, from reducing operational costs to delivering customer service. Yet this evolution may bring human rights risks—as well as opportunities—that companies can’t ignore.

This report identifies human rights issues associated with the growing importance of AI technology to financial services and provides recommendations to companies on addressing these impacts.

Blog | Tuesday July 18, 2023

ESG Scenarios: Leading Sustainability in a New Context

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The past few years have seen sustainable business on a rollercoaster ride—ascending one moment, plunging the next, twisting and turning, and yet racing along all the while. The role of the Chief Sustainability Officer (CSO) has required a steady hand and a cast-iron stomach. 

As part of ongoing engagement with members, BSR convened 25 US-based Chief Sustainability Officers or their equivalents from leading companies in financial services, technology, retail, healthcare, energy, food, travel, manufacturing, and industrial sectors.

The workshops centered around four potential scenarios and examined the short- and medium-term future of corporate sustainability in the context of increased regulatory activity, the polarization of ESG, the macroeconomic context, state/national/ global shifts on ESG, and stakeholder expectations. Key issues included “greenhushing” with continued corporate action on sustainability but a pullback in communications; a scenario with a resurgent “sustainable growth” economy putting Chief Sustainability Officers in business leadership positions; and an “ESG winter” where a weak economy is blamed on ESG and companies withdraw entirely. Each scenario included an imagined “CSO Inbox” to bring the day-to-day concerns to life. The convening aimed to identify actions each individual and company could take to help them steer through different possible futures. 

Despite differences in sector, geography, and even changes in current events across the two-month duration, three distinct themes emerged consistently across all the workshops: 

The role of the CSO is more fraught and fragile than ever.

From increased mandatory ESG reporting requirements to scrutiny over "greenwashing," partisanship over "ESG", and economic uncertainty, it’s a challenging time to lead sustainability at a company. Participants were open about the obstacles they face, the pressure of mounting expectations, and the urgency of the problems they are aiming to solve. Some of the common challenges cited include: 

• Maintaining ambition: In light of increased scrutiny and new regulations, setting ambitious targets that will be considered credible, not merely compliant.

• Navigating Upcoming Regulations: Tracking and responding to a myriad of fragmented, and sometimes conflicting new regulations and requirements. 

• Data and Verification: Gathering audit-ready ESG data. 

• Finding Signal in the Noise: Tuning out hype to focus on priorities and action, and helping internal stakeholders do the same. 

• Scrutiny over language: With partisan concerns over ESG on the one hand, and heightened sensitivity to greenwashing on the other, corporate communications and language is subject to intense review and debate. 

Every scenario requires robust action on sustainability. 

It was helpful for participants to recognize that—regardless of economic volatility and the anti-ESG landscape in the U.S. —the underlying factors that have been driving increased sustainability action remain strong and undeterred.

Sustainability leaders said that they would need to continue to focus on progress on their most material ESG issues for several reasons: 

• They have been focused on long-term business value, so their strategies will continue to be relevant regardless of the political or economic context.

• Direct business risks related to ESG (e.g. health and safety, climate impacts) are climbing the corporate risk register. While “ESG” terminology can be controversial, the fiduciary responsibility to address those risks is widely recognized. 

• Nearly all of the companies will be subject to European regulation and mandatory reporting requirements. 

• Stakeholder expectations for corporate action and disclosure remain high—especially among investors, employees and customers. 

• The business-to-business relationship remains critical and drives much of the strategic imperative. This was true for traditional B2B companies, as well as consumer-facing that still have value chain expectations from retailers or business partners.

Participants expressed ambivalence around so-called “greenhushing” (the phenomenon of companies quieting their sustainability communications, even as they continue to take action). Some emphasized the importance of companies speaking up for sustainability and pushing back on politicization; others were content for the role of CSO to focus less on communications and more on substance; most agreed the work itself would continue even if the communications strategy may change. 

Sustainability leads can adapt tactics and increase resiliency.

Participants were united in the need to maintain ambition: it’s a moment for leaders to be rigorous in their approach, vocal about what matters, focused on how their work affects people and business, and creative in solutions. Some tactics included: 

• Focus on material risks and opportunities, not jargon.

• Participants recognized they need to better understand and articulate how salient and material issues impact long-term business value, and how short-term actions link to the long-term. 

• The term “ESG” may feel controversial in some US political corners, but the substance is not. Rather than arguing for the importance of “ESG”, most companies plan to focus on using direct language to emphasize the importance of the underlying issues. 

• Build integrity of ESG efforts, and anticipate global requirements.

• There’s value in integrating ESG into core systems and policies such as enterprise risk management, various compliance and data systems and controls, and financial filings. 

• Drive purposeful leadership in policy and business.

• Companies may need to consider ESG regulations and attitudes as part of market and geopolitical risk analysis, including at the state level in the U.S. Many non-US based companies are beginning to carry out risk assessments for the United States.  

• Participants also highlighted the increased need to align policy and sustainability priorities (e.g., in political spending, donations, policy agendas) and disclose activities. 

• Build internal alignment and support from the Board.

• Most participants had noticed an increase in Board engagement on ESG, and a clear understanding of its direct relevance to strategic advantage and increased resilience. 

• Participants were also trying to build bridges with other parts of the organization, notably legal, data science, and investor relations teams, along with P&L owners. 

•  Get comfortable with uncertainty.

• Finally, participants enjoyed using the scenarios exercise to identify potential risks/opportunities and potential steps for resilience and see value in customizing it to their particular industry. 

Throughout all three events not a single company expected to backtrack or reduce their commitments. Instead, CSOs came together with a palpable desire for comradery, a mutual aspiration to maintain and grow their commitments, and an eagerness to share and explore best practices. 

BSR member companies can contact their relationship leads for more information about upcoming events for sustainability leaders.

People

Kurell Julien | Q

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Kurell is the Associate Director for the EIJ AOE, responsible for co-developing the EIJ Team capacity and frameworks, to advance organizational change centering racial equity, accessibility, and social justice at BSR member companies. 

Prior to BSR, Kurell worked at the NYC Department of Health and Mental Hygiene in critical roles, such as the Director for the Office of Access and Disability Justice, the Equity Officer for the agency’s citywide COVID-19 vaccine operations, and as the agency LGBTIQ+ ERG Chair. In these roles, he was responsible for addressing inequities in policies, practice, structure, and culture, while fostering inclusion related to race, gender, sexuality, religion, ability, immigrant status and other demographic identities. To honor his work, Kurell received multiple distinctions for social justice advocacy and distinguished service. He brings to BSR over 17 years of experience in supply chain management and 10+ years in social justice community involvement and advocacy. 

Kurell currently attends Morehouse College pursuing his BA in Business Management, and is a recent graduate of the Association of State and Territorial Health Officials (ASTHO) Diverse Executives Leading in Public Health (DELPH) and Institute for Nonprofit Practice (INP) Social Impact Management & Leadership fellowships. 

Case Studies | Thursday July 13, 2023

Conducting a Climate Risk Assessment through Scenario Analysis

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Introduction

BSR worked with Mercer International Inc., a Nasdaq-listed global producer of market pulp and solid wood products, to conduct a climate scenario analysis. With a tailored set of three climate scenarios, BSR helped Mercer explore key climate-related risks and opportunities facing the company and identify strategic interventions to improve the overall resilience of the company’s strategy. With strong engagement from senior leaders throughout the process, this effort was not a “check-the-box” disclosure exercise—instead, it was a strong analysis of climate impacts to Mercer’s business strategy.

Background

Mercer is a global producer of market pulp and solid wood products. With mills and manufacturing facilities in North America and Germany, Mercer is strategically located next to strong softwood and hardwood suppliers. Softwood and hardwood pulp are utilized for tissue, specialty paper, packaging, and more. In addition to pulp, Mercer also produces dimensional lumber for construction as well as cross-laminated timber (CLT). CLT is an alternative building product used to replace steel and concrete, driving greenhouse gas (GHG) emissions reductions in building construction.  

The Challenge

Given Mercer’s dependence on sustainable forests for pulp and timber production, the company must have a clear understanding of climate impacts. At the current level of warming, forests from which Mercer sources have already experienced climate-related events like disease, insect infestation, and increased wildfires. These, in turn, impacted the company’s operations, supply, and logistics. In 2021, an atmospheric river event in Canada affected Mercer’s transport and logistics of supply and delivery of its products to key markets. With these existing impacts on supply and logistics, as well as forecasted rise in demand for pulp and timber products, focusing on resilience and strategic interventions to key climate impacts is critical for Mercer's business.

Our climate scenario analysis approach helped facilitate that strategic thinking. After conducting Mercer’s first climate scenario analysis in 2020, Mercer was familiar with BSR's deep expertise in futures thinking and engaged BSR to help refresh and assess climate-related impacts on various business units across the globe. Mercer also understands the need to periodically reevaluate ever-changing climate risks, and it considers climate scenario analysis based on the latest science to be a crucial solution for companies and sectors highly exposed to climate change.

BSR’s Response

Our first step for this work was to understand Mercer's business strategy and market positioning in order to augment and tailor our off-the-shelf climate scenario narratives, originally developed in partnership with Bloomberg Philanthropies. The scenario set was built using the Network for Greening the Financial System (NGFS) base scenarios and projections.

BSR built out three in-depth scenario narratives: Current Policies, Net Zero 2050, and Delayed Transitions. This involved researching emerging trends and signals of change as well as integrating data projections from the NGFS climate scenario dataset. To tailor the scenarios, in collaboration with the Mercer team, BSR identified four critical themes of uncertainty for the company and conducted desktop research and analysis to learn how these themes could plausibly play out in each scenario. We also identified six critical transition data projections from the NGFS database and three key physical climate impact projections from the Climate Analytics portal that were relevant for Mercer’s main regions of supply and operation in Canada and Germany. With the full set of tailored scenarios, we began the internal stakeholder engagement process.

Our initial engagement consisted of small workshop sessions across critical business functions to identify a long list of climate-related risks and opportunities that Mercer might face in each future scenario. Through these working sessions, we engaged with 16 senior leaders across six functional areas, including operations, finance, forest management, sales, and logistics.

BSR collated the key risks and opportunities by scenario and identified thematic hotspots and overarching future trends that may present significant risks or opportunities to Mercer's business across the entire set of scenarios.

Our final workshop, the last step in our approach, brought back the senior leaders from the initial interviews. During the workshop, we started by validating the identified key risks and opportunities and then shifted quickly into exploring the hotspots in more detail. For each hotspot, BSR facilitated small group discussions to explore clear actions and strategic interventions that Mercer can perform across the organization to mitigate risks and seize the opportunities related to each hotspot. This final session encompassed actions to increase and enhance strategic resilience to these climate impacts.

Impact

BSR conducted a robust scenarios-based climate risk assessment to prepare Mercer for a TCFD-aligned climate risk disclosure. More importantly, BSR helped facilitate critical strategic conversations on the resilience of the overall business and growth strategy to key climate risks, and we equipped Mercer with a near-term roadmap that outlined key next steps and governance-related responsibilities to ensure successful management and mitigation of these risks.

"This in-depth assessment of Mercer's future resilience under all three climate change scenarios has enabled our senior leadership, across all key functional areas, to better understand the risk and opportunities of climate change and develop a more robust strategy that will incorporate these key learnings."

Bill Adams, VP, Sustainability and Innovation

After our work with Mercer, the company was able to produce a robust TCFD report and integrate resilience into its business strategy and planning processes.

Conclusion

As part of a wider set of activities in the business toolkit, climate scenario analysis is a powerful method for uncovering and assessing a company’s strategy against uncertain climate risks and emerging opportunities. By testing how to best respond to these uncertainties using actions that build resilience, companies can explore pathways for delivering successful business outcomes in the face of climate change.

"Undertaking a climate scenarios analysis was a strategic necessity for Mercer to ensure resilient operations and achieve sustainable growth. Proactively assessing and preparing for the potential effects of climate change helps businesses navigate the uncertain future. Specifically, it enables informed decision-making, fosters innovation, and helps build operations that can adapt, thrive, and contribute to a more sustainable world.”

Shahed Tootoonian, Director, Finance and Sustainability

Get in Touch

Interested in enhancing your company’s strategic resilience to climate impacts through climate scenario analysis? Please contact BSR’s Climate Team.

This case study was written by Nina Hatch and Ameer Azim. 

Blog | Wednesday July 12, 2023

How Diversity, Equity, & Inclusion is Gaining Momentum in Asia-Pacific

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In recent years, companies have been facing the evolving challenges of responding to structural and social inequities. As a result, Diversity, Equity, and Inclusion (DEI) approaches are increasingly used as a strategic tool to improve competitive advantage, enhance employee engagement, and create a more supportive and inclusive workplace that values differences. While much of the spotlight has been on the multitude of DEI initiatives in North America and Europe, there is a significant uptick in interest in what DEI means in Asia-Pacific (APAC).

Given the different levels of maturity and ambition of companies and the varying perspectives on DEI across regions, there is no global framework or a “one-size fits all” approach. Since COVID-19 and recent protests around structural racism in North America and Europe, the discourse around DEI has also gained more traction in APAC and has moved the needle to some extent on business awareness, action, and approaches.

Although DEI is becoming a priority for some companies in APAC, the majority is still moving at a relatively slower pace than their North American and European counterparts. This may be primarily due to different cultural and organizational dynamics as well as fewer compliance-related expectations.

At the BSR Asia offices, we have been proactively engaging with our member companies in APAC on understanding DEI priorities. Throughout our engagement, stakeholders often ask: Is DEI in APAC behind, or is it just different? Given our experience, we are leaning towards the latter question. Here are our top three reflections from our engagement with APAC companies on DEI so far:

1. DEI is a relatively nascent topic in APAC but is growing in momentum

The business case for companies demonstrating a clear and actionable commitment to DEI has been discussed at length—whether as a competitive advantage in attracting talent, or that diverse companies are more profitable, innovative, and more likely to exceed financial targets.

For APAC companies, DEI initiatives in APAC have focused on diverse representation and gender-related issues, such as increasing female leadership roles in the workplace. Efforts are often centered on “Diversity and Inclusion” but are now slowly including the concept of ‘Equity’—a pillar that is often overlooked. However, it is evident that the slower pace of change does not necessarily imply a lack of interest or willingness to ramp up efforts to address other dimensions of DEI.

2. Social Norms and Cultural Nuances Shape DEI Priorities

APAC is one of the most ethnically, culturally, and linguistically diverse regions in the world. Against this backdrop, it requires a more nuanced understanding of culturally appropriate DEI approaches. The current landscape varies by country, making the practice of DEI more complex. In contrast, DEI themes and issues of interest in North America and Europe more generally relate to historical and social dynamics, for example, around race, ethnicity, ability, and class.

The fundamental definitions and principles of DEI hold significance and relevance, albeit with a different lens. In APAC, there is an emphasis on collective rights and identities rather than individual rights which can influence how DEI is approached.

Gender inequality in the workplace also remains a key issue in many APAC countries, with women being underrepresented in leadership positions. For example, Japan and South Korea consistently rank lowest in terms of gender equity among leading economies and this gender gap is often a DEI priority in the region. On the topic of LGBTQIA+ rights, recent surveys show that there is more public acceptance of same sex relationships in Singapore and Thailand compared to a few years ago. As of July 2023, Nepal is also on track to be the second country in Asia to legalize same-sex marriage. On the other end of the spectrum, homosexual activity is criminalized by harsh penalties in Brunei.

Public attitudes around other DEI themes are also shifting. For example, in the aftermath of the COVID-19 pandemic, mental health and wellness has emerged as a crucial topic that was once considered taboo. As a result, an increasing number of companies throughout the region are now prioritizing this issue and engaging in more widespread discussions about it.

3. Legal and Regulatory Frameworks in APAC are Still Evolving 

From a legal and regulatory perspective, recent developments have signaled marked progress for inclusion. Even in the absence of robust legislation on DEI disclosures, the business case and stakeholder expectations are still main drivers of DEI in APAC. Australia and New Zealand are at the forefront of gender equity in the region, especially following the introduction of new legislation regarding gender pay gap disclosure.  

The DEI related legislative process may be facing a relatively slower uptake than usual in more conservative societies, and this could potentially be a barrier to progress. However, there have been recent developments which have signalled positive changes in the region. From a corporate governance perspective, Japan revised and added a clause of promoting diversity within its Corporate Governance Code in 2021, requiring companies to establish and disclose policies and goals on diversity. Japan has also recently introduced gender pay gap disclosures for companies. The Hong Kong Stock Exchange and Singapore Stock Exchange have also updated board diversity disclosure requirements for listed companies.  

There seems to be a global shift in the understanding of DEI, however, there is no “one size fits all approach” for APAC and the conversations are always evolving. Though some companies have already taken steps forward by formalizing commitments to DEI, inquiry into how it may be adjusted to suit different contexts is ongoing. To determine appropriate approaches, engagement with our member companies and careful consideration of cultural and social norms will be necessary on a case-by-case basis, though certain challenges, opportunities, and principles may remain constant across the board. 

For more information on how BSR works with companies in Asia Pacific on DEI, please get in touch. 

Blog | Tuesday July 11, 2023

China’s New Drive for Sustainable Consumption

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A comprehensive drive to foster sustainable lifestyles is underway in Chinese markets, propelled by a range of policy incentives, targets, and environmental protection measures. This transformative shift has been catalyzed by the pandemic which heightened awareness of the crucial importance of sustainable choices in the face of disruption experienced by fast fashion and retail giants.

As global brands experience some challenges in the Chinese market, businesses looking to make their mark are compelled to go beyond the fast retail model, reconsidering everything from their supply chain to their core offering. At the same time, the market for second-hand goods is growing, alongside the use of recycled materials in products, bringing new opportunities as well as disruptive potential.

This shift is not merely a temporary trend: it is driven by a strong foundation of policy measures and infrastructure development. Alongside climate goals and emission reduction targets, the Circular Economy was promoted to a national priority for 2021-25 to support well-regulated growth in the secondhand market and develop recycling systems for waste materials across manufacturing, forestry, and agriculture. Comprehensive urban recycling systems are also delivering returns (literally): in Shanghai, recycling of domestic waste has reached 40%, with 98% of communities served.

At the same time, we are witnessing significant transformation in consumer behavior in China. This is fueled by a growing awareness of the environmental impact of our choices and facilitated by improved access to sustainable products and services, thanks in particular to the rapid growth of e-commerce platforms since the pandemic. For instance, consumers seeking closer connections with producers are now buying fruit and vegetables directly from thousands of farmers on their WeChat stores. Online resale and reuse platforms are also proliferating: popular ones include Xianyu, swap platform Ewu, recycling platform Aihuishou, and donation platform Ant Love—alongside the expansion of high street secondhand stores like Duozhuayu. This coincides with a growing preference for reusable products such as cups and bags.

It’s of little surprise that China is experiencing a flourishing ecosystem of sustainable start-ups. One driver is a strong preference for local and small-scale brands that provides unique and sustainable offerings, reflecting shifting consumer preferences away from mainstream fast retail models. Another is the Dual Circulation Strategy: a plan launched by the Chinese government in 2020 as the basis for its 14th Five-Year Plan to strengthen its economic power and domestic stability through balanced global and domestic markets with focus of increasing economic self-reliance across production, technology, rural development and consumer markets. Other recent government policies foster an environment conducive to entrepreneurship through regulatory and financial support for innovation, such as preferential tax policies for venture capital and special bonds for innovation in science and tech.

How Global Businesses Can Respond 

Global businesses sourcing from and operating in China need to align their strategy and practices with rising consumer demand for innovative products and marketing approaches to match, which is emerging as a force for economic development against an uncertain backdrop. China is still recovering from intense zero-Covid measures, coupled with political leadership reforms. Geopolitical tensions continue to pose challenges, resulting in a fragile market characterized by reduced consumer confidence and production stability. However, international businesses and top personalities are beginning to revisit the Chinese market, emphasizing the importance of maintaining ties with China.

To stay the course, Chinese businesses are showing their capacity to integrate sustainable product solutions, from alternative materials to production techniques, to embrace shifting consumer preferences. EV battery company CATL has opened the world’s first zero-carbon factory in Yibin, while Longyuan Power is blending waste wind turbine blades into building materials. Businesses operating in China, including those exporting to global markets, need to match their pace in adapting and anticipate the broader implications of this new status quo that will reshape China’s consumer market over the next three to five years.

Failure to respond to the changing landscape exposes companies that stick to traditional models to loss of market share, missed opportunities for sustainable business, penalties for regulatory non-compliance and even reputational damage. Successful strategies will take a long-term view aligned with consumer aspirations to contribute to a sustainable future.

Actions for business:

• Enhance collaboration to steer the market toward more sustainable offerings that meet consumer expectations, both throughout your supply chain and beyond it, through cross-sector initiatives, research partnerships and innovation accelerators.

• Invest in innovations and initiatives that foster circularity, from textiles recycling to closed loops for nitrogen in agriculture. Look for opportunities to reintegrate all waste streams, including water and energy. 

• Integrate sustainable offerings across the product journey, from design and choice of materials through to retail channels. Design for longevity and respect consumers’ right to repair.

• Increase supply chain transparency to meet the rising scrutiny of Chinese consumers and align with international standards. 

• Given the growing preference for local brands, work with local partners to better understand the dynamics of a rapidly changing and diverse market.

To understand more about how these trends in consumer preferences, regulation and innovation towards sustainable lifestyles are reshaping your sector and review your strategy to take advantage of emerging opportunities, contact BSR’s Director in Shanghai, Lin Wang.

People

Danny Rothenberg

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Danny provides support for social media, digital communications via blog editing and website management, e-mail and content marketing, and event planning and implementation. 

Prior to joining BSR, Danny worked as a marketing assistant at the law firm Cole Schotz for a year and a half, where he helped launch a company-wide rebrand. 

Danny received both his MS in Communications and BA in Management from Clark University.

People

Alisha Thompson

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Alisha works with companies across industries to strategize effective initiatives in equity, inclusion, and justice.

Prior to joining BSR, Alisha worked as a consultant at a workforce and economic development firm, where she focused on developing diversity, equity, and inclusion initiatives for a range of organizations, municipalities, and companies. She gained this knowledge through serving as a DEI Manager at an academic institution and a healthcare practice. In addition, she honed her skills in evaluation and data analysis while collaborating with non-profit organizations to showcase their community impact.

Alisha holds an MFA in Fiction Writing from Sarah Lawrence College and a BA in English with a Writing and Literature Concentration from Pace University. She speaks English, German, and American Sign Language.

Blog | Thursday July 6, 2023

Advancing a Just Transition Across Sectors

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It is clear that we need to accelerate the transition to a net-zero economy to mitigate the worst impacts of climate change. At the same time, we need to ensure a just transition—one that is fair and inclusive in line with ILO’s definition of a just transition as “greening the economy in a way that is as fair and inclusive as possible to everyone concerned, creating decent work opportunities, and leaving no one behind.”  Because a net-zero future requires a transformation of economies and societies, a just transition is relevant and essential for all sectors—not solely energy. Therefore, all businesses need to examine and address how climate change and climate solutions affect people across value chains.  

BSR, The B Team, and We Mean Business launched the Just Transition Resource Platform, which provides a step-by-step approach for companies across all sectors to advance a just transition. Businesses can take Action, drive Ambition, pursue Advocacy, and maintain Accountability in their just transition efforts. The Platform aims to guide companies across these four pillars and compiles resources, frameworks, and recommendations from leading organizations. 

Just Transition across Sectors 

While the predominant focus has centered on the energy sector, a just transition transcends any single sector's boundaries. From agriculture to manufacturing, transportation to finance, every sector has a role to play in enabling a just transition. Several examples include:  

• As food, beverage, and agriculture companies decarbonize, farmers and producers along the value chain will need access to technology, training, and financing to integrate sustainable and regenerative farming practices and irrigation systems, and efforts need to be made to avoid leaving smallholder farmers and suppliers behind.  

• Footwear, apparel, and textile companies can promote a just transition by centering the voices of affected stakeholders, including groups like migrants and informal waste pickers, while also focusing on reskilling, redeployment, and decarbonization efforts through financial aid and training, including in research and development for circularity for fiber and textile producers and processors. 

• For mining, the increased demand for renewable energy transition minerals and the closure of coal mines and thermal power plants necessitates considerations such as reskilling and upskilling workers, redeployment of workers and the creation of new green jobs, rejuvenating mining-dependent communities following closures, and continuing to conduct human rights due diligence. 

• In construction, upskilling and reskilling of workers is essential for a just transition to evaluate and procure cleaner materials, develop sustainable building practices, and adopt circularity. Companies also need to ensure worker health and safety, for example, in relation to more heat-intensive outdoor working conditions. 

• For shipping, seafarers, port workers, and engineers will need adequate skills and training to accommodate and operate new technology systems as well as manage alternative fuels. Moreover, enabling a just transition will include supporting the redeployment of workers as shipyards become automated.  

• The financial sector plays an important role in enabling a just transition by providing capital investment, risk-sharing mechanisms, and insurance to address challenges such as the global inequitable distribution of climate and transition financing, and by deploying just transition measurement frameworks to assess companies' performance and guide investment flows. 

How do companies advance and enable a just transition? 

While a just transition is relevant for all sectors, the challenges and opportunities are unique to local operating contexts, and business models.  However, many of the building blocks are the same. These include; understanding and addressing social implications; stakeholder engagement and social dialogue as a vehicle for decision-making; planning for the future workforce; ensuring human rights are respected; and the importance of leading by example and advocating for policies that enable a just transition.

For business, ensuring a just transition is essential to maintain viability and continuity in the transition to net zero. It is an opportunity to strategically prepare for and effectively handle the societal, operational, and reputational consequences that arise from business transformation as well as meeting the growing expectations of workers, communities, and investors. 

Navigating a just transition  

The Just Transition Resource Platform is designed to help companies understand what actions they need to take to address and enable a just transition within their company and sector, and to provide additional resources and guidance published by a range of leading organizations. Nonetheless, because advancing a just transition is new territory for many companies, we are eager to hear your perspective, efforts, and challenges:  

• What tools, guidance, or resources do you need?  

• What challenges are your company facing in advancing a just transition?  

• Can you share any learnings on what has worked well or where your company has faced challenges?  

• How else can the Just Transition Resource Platform best serve your company’s needs?  

• Would you like to collaborate within or across sectors to understand, develop solutions, or measure impacts related to ensuring a just transition for all? 

Please contact us with your thoughts through this form, and we will do our best to help address these gaps and questions!  

Advancing a net-zero transition that is fair, inclusive, and just for all can only be accomplished if we all contribute. This starts with all sectors considering how climate change and climate solutions affect people across their value chains.