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CalPERS’ sustainable operations include a bike share program, paper reduction, mileage/emissions reduction, a decarbonization plan, EVs and charging stations, and The Climate Registry (with third party verification of GHG emissions, which has helped to reduce its GHG inventory against the 2010 benchmark). You can learn more here.
“Compliance and risk still play an important role, but we see CSOs increasingly take more responsibility for valuecreation.” By 2010, household products giant Unilever had developed a “Sustainable Living Plan” geared to reducing the company’s environmental footprint.
In fact, costs have come a long way since 2010, when battery prices were $1,100/kWh, representing a 90% drop over ten years to about $110/kWh today. Subsequently, valuecreation shifts to the infrastructure and device makers with higher penetration. Early in the cycle, enablers of a new technology tend to lead the way.
Investors increasingly recognize the urgency of climate change and have allocated a growing amount of capital to sustainability efforts, with $500 billion dedicated to decarbonization in 2020 – double the amount invested in 2010. It’s a missed opportunity to drive value.
percent between 2010 and 2021 while renewable-focused funds gained 8 percent in the same time frame. ESG is emerging as the key locus of valuecreation and a major competitive advantage. Moving Beyond Financial Value. Renewables have significantly outperformed conventional energy-focused funds.
The Financial Reporting Council’s (FRC) UK Stewardship Code has come a long way since launch in 2010, but must continue to adapt to a rapidly changing regulatory and investment environment to meet the needs of signatories. It is easy to overlook how far stewardship has come,” she said.
For example, from 2010 to 2020, Exxon delivered lower returns to investors than its peers BP, Shell, Chevron and Total. This is the chance for ExxonMobil’s four largest shareholders to do the right thing for the climate and long-term valuecreation by making their voices — and votes — heard. Image courtesy of Flickr.
Since this sort of visionary, catalytic leadership is needed now more than ever before, it is right to ask: how can some executives and companies across different industries repeatedly be so far ahead of their peers in multi-stakeholder valuecreation that has proven more sustainable in complex globally scaling businesses?
Since this sort of visionary, catalytic leadership is needed now more than ever before, it is right to ask: how can some executives and companies across different industries repeatedly be so far ahead of their peers in multi-stakeholder valuecreation that has proven more sustainable in complex globally scaling businesses?
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