DOCSLIB.ORG

From Awareness to Action

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
From Awareness to Action From Awareness to Action 2005Annual review Table of Contents Chairman’s Message 2 President’s Message 3 About the WBCSD 6 Tomorrow’s Leaders - Business in tomorrow’s society 8 Focus Areas Energy & Climate 10 Development 14 Business Role 18 Council Projects Energy Efficiency in Buildings 22 Water and Sustainable Development 23 Sector Projects Sustainable Forest Products Industry 24 Cement Sustainability Initiative 25 Mining, Minerals and Sustainable Development 26 Sustainable Mobility 27 Electricity Utilities 28 Tire Sector 29 The Chemical Sector Project 30 Initiatives Sustainable Health Systems 31 Sustaining Ecosystems and Ecosystem Services 32 Learning by Sharing 33 The Regional Network 34 Advocacy & Communications 38 Partnerships and Alliances 40 Membership & Governance 42 Executive Committee 43 Member Companies and Council Members 44 WBCSD Personnel 47 2005 Publications 48 1 Chairman’s Message Before being appointed chairman of the World Business Council for Sustainable Development, I was closely involved with its work as a co-chair of the Energy and Climate project and the Cement Sustainability Initiative. My two years as WBCSD chairman have only reinforced my long-held admiration for the extraordinary dedication of our members. In 2005 I was fortunate to have been involved in the decision-making process that created the new WBCSD strategy. This new strategy comes at an important time for the council, and I believe that we now have a solid foundation on which to provide solutions and engage new partners so that we can better contribute to the global debate. As we move from strategy to action, we see stronger cross-fertilization between WBCSD programs and greater CEO involvement. The WBCSD has come to exemplify the business case for sustainable development. We are a unique organization in terms of the issues we address and the broad cross-section of our membership. Being solution- driven and strong on implementation, we focus on issues where business can truly make a difference. Furthermore, we have been instrumental in showing that business is part of the solution. I hope more companies will realize that a corporate focus on sustainable development improves corporate results and join us in our efforts. Companies must put their principles into operation, and demonstrate that they are doing this. They must also have the courage to come out of their comfort zones and provide solutions to fundamental issues such as poverty alleviation. We need to be open to sound economic instruments for internalizing environmental or societal costs. By coming together under umbrellas like the WBCSD, business can share common dilemmas and come up with common solutions. The main challenge faced by business is the lack of a global and efficient institutional framework to establish the rules of the sustainable development game. On climate change, for example, industry is ready to discuss worldwide actions, but the necessary framework and right set of actors have been missing. The initiative of the G8 under the British presidency and its follow-up until 2008 may provide an opportunity to create such a framework. The keys to success will remain the same in the future. Our new chairman will need to work with members and then focus the energy of the organization in a few areas where we can make a difference. We must think harder about how we as businesses can help governments and NGOs to find solutions to global dilemmas. 2 Bertrand Collomb President’s Message 2005 was not only successful for the WBCSD, but it marked a major turning point in our operations. When the council began its work more than 10 years ago, it seemed sufficient, and difficult enough, for business to engage in the issues of sustainable development and to find ways to bring these issues into corporate decision-making. We pursued eco-efficiency – doing more with less – and we worked to decide the nature of our companies’ responsibilities toward society and the natural environment. These were all necessary efforts. However, as our chairman noted in his message, we find ourselves in a world that lacks the institutional frameworks needed to make sustainable development a reality. This same world is more than ever before beset by what might be called “sustainability issues”: widespread poverty, climate change, pathogens in the environment, loss of species and the degrading of ecosystems and their services. Examining the council’s strategy, our members boldly decided that it is no longer enough to study issues, engage with other stakeholders, raise awareness and spread information. All these are important, and the council will continue these activities. But we must now work with new partners to develop and advocate solutions and to manage issues. We need to help put in place framework conditions that will allow business to play an ever- more effective role in managing natural resources and alleviating poverty. We can advocate better if we focus better. So we have grouped the council’s efforts into three focus areas: Energy and Climate, Development, and The Role of Business. Each has a core team of dedicated corporate leaders forming and directing the area’s work. As our members’ activities are increasingly shaped by sustainable development issues, understanding and managing these issues will be a key factor in maintaining the business license to operate, innovate and grow. Companies that understand the challenges will be able to reduce risk and define new business opportunities. Business models must be made robust enough to integrate the constraints and opportunities to come. In 2005, GlobeScan predicted that the WBCSD would play a major role in advancing sustainable development globally. The fact that our membership is growing is evidence that increasing numbers of companies believe this and see a future in shaping strategies to help encourage sustainable human progress. The increasing media coverage we receive suggests that others also understand that business is an important provider of solutions. General Electric, a new and important member in terms of size, hopes to grow its business in environmentally friendly technologies from 10 billion 3 12.1million employees dollars today to 20 billion dollars by 2010. The council’s influence is becoming ever more global, and we have recently welcomed new members from Pakistan and Saudi Arabia. Overall, we estimate that our members employ 12.1 million people and reach about half of the world’s population with a product or service every day. Looking forward, I believe we must recast the debate away from the perceived conflict between shareholder value and corporate social responsibility. The fundamental role of business will always be the creation of value for its owners, employees, customers and society as a whole. However, the boundaries that divide the role of business from those of governments and NGOs are blurring and continually shifting. As the council’s Tomorrow’s Leaders group reported, our major contribution to society will come through our core business, rather than through philanthropic programs. If action to address global issues such as poverty is to be substantial and sustainable, it must also be profitable. We need new partners to create new business models, and to build partnerships we must build trust. NGOs have public trust but lack resources; business and governments have resources but often lack public trust. With new partners we can work together to better manage globalization. It has been a strong driver for economic growth that has lifted many people out of poverty. However, the wealth has not been evenly divided between countries or inside countries, and the gulf between the haves and have-nots is growing. A special problem for both governments and business is the shift in investments from traditional industrialized countries to fast-growing economies, putting the spotlight on unemployment and job creation issues. We can better secure natural resources and ecosystems in the face of this rapid globalization and economic growth. Population growth and the ambitions of billions of people to improve their situation are key drivers behind the growth in resource use and increasing pressure on ecosystems. To progress, we need to integrate externalities like the value of ecosystems 4 into the pricing of the resources in our market system. we estimate that our members employ 12.1 million people We welcome the fact that many NGOs understand the power of markets, and that many have concluded that the changes needed to create a sustainable world will not come solely from governments. We must work together to create markets that support sustainable development. Our members and our many partners have helped us in our work throughout 2005. Our founder and Honorary Chairman Stephan Schmidheiny and founding member Erling Lorentzen together sponsored the writing of a history of the council, so we can better understand our mistakes, our successes and the foundation upon which we are building. I would like to thank the eight WBCSD council members who accepted my challenge to help formulate a vision of business action for the future. This Tomorrow’s Leaders group has provided an important report, From Challenge to Opportunity: The role of business in tomorrow’s society. I trust that it will stimulate dialogue about the role that leading businesses will play in tomorrow’s society. (The group’s manifesto can be found on page 8.) A special thanks also goes to WBCSD staff who have worked hard and efficiently in this crucial change of course by the council. As we move from awareness to action, I envisage strong leadership from our members and the companies they lead. I am confident that the WBCSD and its members can and will make a major contribution to the shaping of efficient future societies. In doing so, we will also enhance the trust in business and the support for business’s main purpose: to generate wealth, jobs, innovations and investments.
Load more

Recommended publications
  • Project Proposal for Anglo Platinum to Make a Meaningful Switch to G3 Sustainable Development Reporting
    Anglo Platinum - G3 Project Proposal - 2008 UNIVERSITY OF STELLENBOSCH DEPARTMENT OF PUBLIC MANAGEMENT AND PLANNING MPHIL SUSTAINABLE DEVELOPMENT INTEGRATED ASSIGNMENT TO COMPRISE A PORTION OF TOTAL MARK STUDENT: STEPHEN BULLOCK 14239590 SUPERVISORS: DOCTOR RALPH HAMANN AND PROFESSOR MARK SWILLING Graduation Date: March 2009 TITLE: Project proposal for Anglo Platinum to make a meaningful switch to G3 sustainable development reporting A logical framework analysis “There is a risk that sustainability reporting will not inspire deep change, but could become a dry bureaucratic diversion.” (Confino 2008) A COMMUNICATIONS AND CHANGE MANAGEMENT PROJECT DECLARATION By submitting this thesis electronically, I declare that the entirety of the work contained therein is my own, original work, that I am the owner of the copyright thereof (unless to the extent explicitly otherwise stated) and that I have not previously in its entirety or in part submitted it for obtaining any qualification. Date: 23/2/2009 Copyright © 2009 Stellenbosch University All rights reserved i 2 Anglo Platinum - G3 Project Proposal - 2008 Table of contents Section Page Executive summary 3 Introduction 4 Section 1: Context analysis 6 1.1 Introduction 6 1.2 Methodology used to establish the Project’s context 6 1.3 Sustainable development and the mining sector 6 1.4 Context analysis: Conclusion 29 Section 2: Stakeholder analysis 31 2.1 Stakeholder communication and the methodology used in the stakeholder analysis 31 2.2 Stakeholder analysis 32 Section 3: Problem analysis 36 3.1
    [Show full text]
  • Risk and Reputation: Trends from Digital
    RISK AND REPUTATION: TRENDS FROM DIGITAL ANALYTICS & PRIMARY RESEARCH 11 February 2014 A Data-Rich Conversation with GlobeScan and Polecat Agenda • Introductions • Global Public Opinion Insights • Digital Intelligence Insights • Panel Discussion • Q&A with Audience Presenters Chris Coulter Yasmin Crowther Christophe Bronwyn Kunhardt co-CEO Head, Strategic Guibeleguiet Managing Director GlobeScan Research co-CEO Polecat Polecat GlobeScan Introducing a Unique Partnership Combining decades of stakeholder research and digital listening experience Stakeholder Together we provide the Advanced digital intelligence & digital intelligence, analytics to engagement at the primary research and navigate nexus of reputation, analysis needed to complexity, brand and flourish in today's volatile anticipate risks & sustainability and networked world. inspire innovation Integrated intelligence Allows for an evidence-led approach to inform corporate strategy GLOBAL PUBLIC OPINION INSIGHTS Participating Countries and Methodology • Representative samples of approximately 1,000 adults per country in 24 countries • Some urban-only surveying in certain developing countries • Face-to-face and telephone interviewing (online in Israel) between January 2014 and April 2014 Great deal of volatility in trust in global companies across the world Q4t. Please tell me how much you trust each of the following institutions to operate in the best interest of our society. Would you say you have a lot of trust, some trust, not much trust, or no trust at all in…? Oil, financial and pharma companies dominate lists of least responsible companies in key markets Q27t. Please name a specific large company that comes to your mind as doing a POOR job of fulfilling its responsibilities to society; in other words, a company you see as NOT being a responsible company Public supporting for regulations of oil, financial and pharma are growing Q9t/Q16t.
    [Show full text]
  • Creating Value Through Supply Chain Engagement: an Analysis of Three Consumer Products Companies
    CREATING VALUE THROUGH SUPPLY CHAIN ENGAGEMENT: AN ANALYSIS OF THREE CONSUMER PRODUCTS COMPANIES Nancy Van Way The Leonard N. Stern School of Business Glucksman Institute for Research in Securities Markets Faculty Advisor: Lawrence White April 3, 2017 1 I. Introduction A supply-chain manager at an international consumer products company recently commented to me that ‘food and beverage companies would be nothing without their suppliers.’ This bold statement on the importance of high-quality suppliers to the success of a business is corroborated by many business scholars, including those at Accenture that authored a recent study estimating that within manufacturing companies, the supply chain accounts for between 50 to 70 percent of total costs, and manufacturers spend about half of total revenues on raw materials and packaging.1 It is therefore no surprise that manufacturing companies have long been paying close attention to their supply chains in an effort to manage these costs and gain strategic advantage over competitors. One example of the power of innovative supply chain management is the development of just-in-time manufacturing in the 1960’s, which has revolutionized industries. Within the auto industry, Toyota’s development of just-in-time supply chain management significantly cut costs and led the company to dominate the auto industry for decades, while late adopters fell behind, were acquired, or went bankrupt. Today, the approach to supply chain is shifting away from simple cost reduction. Historically, supply chain managers have kept in mind what Andrew Winston, author of Green to Gold, calls a “narrow range of demands.” He identifies these demands as those to: “stay on the right side of the law, keep operations within regulatory levels of air and water pollution, avoid child labor, and so on.”2 However, with a changing climate and increasingly larger companies doing business around the world, this narrow range has started to expand as companies increasingly look to the supply chain as a potential source of competitive advantage.
    [Show full text]
  • Globescan-Sustainability Leaders Survey Contents
    The 2018 GlobeScan-SustainAbility Leaders Survey Contents 03 About The GlobeScan-SustainAbility Survey 04 Introduction 06 Survey Methodology 07 Key Findings 09 Institutional Leaders 13 NGO Leaders 17 Corporate Leaders 23 How Experts Define Corporate Leadership 26 Company Performance on Pre-Defined Leadership Attributes 28 How Young Adults Can Influence the Sustainability Agenda 31 Conclusion 32 Further Information 2 The 2018 GlobeScan-SustainAbility Leaders Survey About the GlobeScan- SustainAbility Survey A unique, collaborative platform that uses research-driven insights from the most influential global thought leaders to explore the biggest sustainability challenges. Cross-sector Up-to-date Leadership Focus We survey thousands of We publish two reports each Every year we study recognition sustainable development year, providing a regularly for leadership in sustainability, experts and practitioners from updated expert perspective on quantifying the extent to which the following sectors: a range of timely topics. experts identify companies for integrating sustainability into Corporate Each publication is supported their business strategy. by a global interactive webinar Government (including where we invite leading We are grateful to Sustainable multi-lateral institutions) thinkers and practitioners to Brands and Net Impact for their NGOs contribute . contributions to this research. Research/academic organizations Service (e.g., consultants, media) 3 The 2018 GlobeScan-SustainAbility Leaders Survey Introduction The 2018 GlobeScan-Sustainability Leaders Survey shows Unilever’s top ranking among global experts for strong sustainability leadership continuing. Meanwhile, Interface, the only company to place in the Leaders Survey every year since inception, extended its unbroken run among the most admired companies for yet another year. Finally, Walmart has returned to the Leaders Survey highest echelon after a multi-year absence, while Apple and Danone have debuted among the most recognized companies.
    [Show full text]
  • Saint, Sinner Or Changemaker?
    Saint, Sinner or Changemaker? Mapping NGO Sentiment to Inform Stakeholder Engagement and Track Corporate Reputation 27 July 2017 1 1 Agenda Introductions Panelist Presentations Q&A 2 2 Introductions Chris Coulter Robert Blood CEO Founder and Managing Director GlobeScan SIGWATCH Lee Anderson Director of State and Local Government Relations General Mills 3 3 General Public: NGOs Are Highly Trusted Science and academic institutions are the most trusted by the global public, followed by fellow citizens, Foundations and NGOs Q. Please tell me how much you trust each of the following institutions to operate in the best interest of our society. 5 NGOs are universally trusted institutions, earning positive levels of trust from respondents across regions Q. Please tell me how much you trust each of the following institutions to operate in the best interest of our society. 6 Trust in NGOs globally remains largely positive but is down from 2013 Q. Please tell me how much you trust each of the following institutions to operate in the best interest of our society. 7 Asked about NGO activities, the global public most likely to support NGOs educating citizens on environmental and social issues Q. Now I would like to ask you about the activities of environmental and social groups, what some people call charities, non-governmental organizations, or NGOs. Please tell me whether you support or oppose these groups’ involvement in 8 each of the following. A majority of the global public – nearly three-quarters – say their respect for a company would increase if it partnered with an NGO Q. Please tell me if you strongly agree, somewhat agree, somewhat disagree, or strongly disagree with each of the following statements – My respect for a company would go up if it partnered with a charitable or non-governmental 9 organization to help solve social problems.
    [Show full text]
  • Purposeful Leadership in Time of Crisis Summary
    Online Collaboration Forum Summary: Purposeful Leadership in a Time of Crisis Examples of effective purposeful corporate • Unilever has donated $100m worth of soap, hand leadership sanitizer, bleach, and food to communities worldwide More general initiatives from organizations include: The discussion started with participants providing examples of effective purposeful corporate leadership in • Companies shutting stores and outlets during the addressing the COVID-19 crisis. Initiatives ranged from early stages of the pandemic small grass-roots solutions to community problems to large • Food delivery services offering deliveries with no businesses and organizations tackling resource shortages. delivery charge Some notable examples from companies include the following: • Pop-up test centers in retailers • Airlines transporting COVID-19 supplies • H&M has committed to paying suppliers for orders that were already placed but can no longer be used in • Grocery stores designating hours for vulnerable stores citizens • BP is offering free fuel to emergency services * For a more detailed overview of company initiatives and an overall assessment of how business is demonstrating • L'Oréal is producing antibacterial gel purposeful leadership, please see our global landscape • LVMH is providing masks to help with shortages review of over 200 initiatives on corporate responses to COVID-19. • VISA’s CEO has pledged not to have any COVID-19 related layoffs in 2020 1 Barriers to taking more impactful action Examples of unexpected and impactful collaborations Despite the large number of inspiring examples shared during the online discussion, significant challenges remain. Arising from the barriers, many companies, organizations, Five main types of barriers were identified by participants: and industries have worked together to provide new and innovative responses to the crisis.
    [Show full text]
  • Leaders Survey
    The GlobeScan-SustainAbility Survey The 2019 Sustainability Leaders In partnership with Contents 03 About The GlobeScan-SustainAbility Survey 04 Introduction 06 Survey Methodology 07 Key Findings 08 Institutional Leaders 11 NGO Leaders 15 Corporate Leaders 19 How Experts Define Corporate Leadership 21 Urgency of Sustainable Development Challenges 25 Describing the Regenerative Economy 29 Further Information 2 The GlobeScan-SustainAbility Survey About the GlobeScan- SustainAbility Survey A unique, collaborative platform that uses research-driven insights from the most influential global thought leaders to explore the biggest sustainability challenges. Cross-sector Up-to-date Leadership Focus We survey thousands of We publish two reports each Every year we study recognition sustainable development year, providing a regularly for leadership in sustainability, experts and practitioners from updated expert perspective on quantifying the extent to which the following sectors: a range of timely topics. experts identify companies for integrating sustainability into Corporate Each publication is supported their business strategy. by a global interactive webinar Government (including where we invite leading We are grateful to Sustainable multi-lateral institutions) thinkers and practitioners to Brands for their contribution to NGOs contribute. this research. Research/academic organizations Service (e.g., consultants, media) 3 The GlobeScan-SustainAbility Survey Introduction As part of the the 2019 GlobeScan-SustainAbility Leaders Survey, we asked over 800 experts representing business, government, NGOs and academia across 78 countries to evaluate the progress that institutions have made since the 1992 Earth Summit. We also analyze expert views on which companies are considered to be leading on integrating sustainability into their business strategy, as well as which NGOs are making the largest contribution to advancing the sustainable development agenda.
    [Show full text]
  • Building a Culture of Sustainability
    Building a Culture of Sustainability MEDQ ENHANCE WORKSHOP JACKSON, MS. APRIL 9, 2019 SUMESH ARORA, PH.D. MDA Energy & Natural Resources Division STATE ENERGY OFFICE PROMOTE SUPPORT STRENGTHEN ENCOURAGE ENHANCE Natural Workforce Energy Efficiency Security Resources Development Economy Energy Sector in Mississippi $17.7 Billion impact 167,000+ jobs (14%) (Calculated by NSPARC with REMI model) Which companies comes to mind? Whole Foods Starbucks Tesla Patagonia Think Again… Unilever Walmart IKEA Tesla Nestlé Published Danone 2011 Apple GlobeScan-SustainAbility Leaders Survey Survey Methodology: 729 qualified sustainability experts completed the online questionnaire http://sustainability.com/ World's Most Sustainable Companies, 2018 1 Dassault Systemes France Software 2 Neste Finland Oil, Gas & Consumable Fuels 3 Valeo France Auto Components 4 Ucb Belgium Pharmaceuticals 5 Outotec Finland Construction & Engineering 6 Amundi France Capital Markets 7 Cisco Systems United States Communications Equipment 8 Autodesk United States Software 9 Siemens Germany Industrial Conglomerates 10 Samsung SDI South Korea Diversified Electronic Equipment Corporate Knights Report Based on up to 21 key performance indicators (KPIs) covering resource management, employee management, financial management, clean revenue and supplier performance. www.global100.org U.S. Leaders in Clean Capitalism Rank Company Sector Score 7 Cisco Systems Communications Equipment 77.00% 8 Autodesk Software 76.90% 13 Merck Pharmaceuticals 74.30% 20 Allergan Pharmaceuticals 72.20%
    [Show full text]
  • How Consumer Engagement Can Drive Circularity
    HOW CONSUMER ENGAGEMENT CAN DRIVE CIRCULARITY A Report by GlobeScan and GreenBiz “ We need to be working together to ensure that our lifestyles, our consumption and everything that is associated with becoming more circular is the result of the fact that each choice a consumer makes is a good choice. ” introduction The shift to a more circular economy offers a compelling solution to the way the world currently conducts business. Circularity has the potential to change economic systems and help avoid devastating impacts to our climate and society. The concepts that provide the foundation for circularity can be found throughout history, but post-World War II saw a radical shift by both consumers and industry to a hyper-linear economic model of take-make-waste. Factors such as environmental degradation, resource constraints and consumer sentiment are forcing a reassessment of this linear model and point to a path forward for circularity. But circularity cannot happen in a vacuum. Migrating to a circular economy requires systemic change, not only to current business models, but also to consumption patterns. Much of the recent writing about circularity highlights the importance of a collective commitment and a need for greater collaboration by industry, government and non-governmental entities. Perhaps most critically, success will require consumers to play an important role in shifting the paradigm as they have the power to choose every time they make a purchase. For this white paper, we engaged 20 experts from around the world to get their views on the pathway to a more circular economy. The thought leaders we spoke with were selected because of their expertise and contributions in the area.
    [Show full text]
  • State of Leadership
    State of Leadership Presentation to Austrian Businesses Caroline Holme, GlobeScan 7 October 2019 1 Agenda 1. The Context for Leadership 2. Recognized Leaders 3. Evolution of Leadership 2 Context for Leadership 3 We live in a Volatile, Uncertain, Complex and Ambiguous (VUCA) World 4 People across the world trust in scientists/academics and NGOs, but not business, government and media T2. Please indicate how much you trust each of following institutions to operate in the best interest of society. Would you say you have a lot of 5 trust, some trust, not much trust, or no trust at all in…? A Shifting Stakeholder Ecosystem: Driving Sustainable Business Financial Consumers Industry Customers BUSINESS Civil Society Government Employees Scientists and Academics 6 Scientists & Academics The scientific and academic communities are constantly translating what the planet is trying to tell us, and the media is echoing the urgency. 7 Civil Society An increasing number of social movements, especially led by young people, are pushing the activist community towards more confrontational dynamics compared to traditional NGOs. Activist Traditional 8 Financial Industry The financial sector is embracing ESG and long-termism like never before and the impacts are affecting valuations, investor conversations and expectations. 9 Employees The rapid rise in employee activism poses important pressure inside companies, demanding their leadership to take public stand and action on political, social and environmental issues they care about. 10 Customers Businesses are being held accountable for their activity and operations throughout their value chains. Sustainability in supply chains is becoming a must and leading companies are taking innovative action.
    [Show full text]
  • The Climate Decade Ten Years to Deliver the Paris Agreement Welcome
    The Climate Decade Ten Years to Deliver the Paris Agreement Welcome To our 2020 Climate Survey Webinar #ClimateSurvey Available Now: GlobeScan.com SustainAbility.com Mark Lee Chris Coulter Executive Director, CEO, Sustainability GlobeScan Panelists Katie Sullivan Carmel McQuaid Charles Allison Managing Director, IETA Head of Sustainable Business, Partner, Energy & Climate Marks & Spencer Change Services, ERM | 3 Survey Methodology 554 qualified sustainability experts completed the online questionnaire from October 31st to December 20th, 2019. Experience Geography Sectors Respondents have the Experts surveyed span 66 Respondents were drawn from following experience working countries in the following regions: the following sectors: on sustainability issues: 76% More than 10 years 16% 16% % 6% 8% 4% 11 Asia-Pacific Academic & Africa / Middle Latin America Government NGO East Research 17% 5 to 10 years 3 to 4 years 7% 32% 38% 25% 38% North America Europe Service/media Corporate | 4 Views on Climate Progress | 5 On a path to irreversible climate damage? Most experts say it is either unlikely that we will avert major damage from climate change, or that major damage has already occurred. Question: Rate the likelihood that progress toward addressing climate change will occur fast enough to avert major, irreversible damage to human, social, and ecosystem health. Please use the 5-point scale (1 is "Very unlikely" and 5 is "Very likely” or choose "Already occurred.”) 4% 15% 49% 16% Unlikely (1+2) Already occurred Likely (4+5) 16% Neutral (3) DK/NA % of Experts, 2019 | 6 Governments, private sector & investors key to progress National governments, the private sector and investors are viewed as the most critical actors in advancing progress on climate.
    [Show full text]
  • Radically Better Future: the Next Gen Reflect Both Profound Challenge As Well As Powerful Hope Reckoning for Brands,” We Detail the Voices and Visions of for Change
    The Next Gen Reckoning for Brands RADICALLY BETTER 1FUTURE Reckoning INTRODUCTION and Realization Overwhelming. Stressful. Uncertain. Scary. Divided. A raging dumpster fire. Passion. Power. Faith. Hope. Change. For a rising generation, the words used to describe 2020 In this new report, “Radically Better Future: The Next Gen reflect both profound challenge as well as powerful hope Reckoning for Brands,” we detail the voices and visions of for change. The confluence of a global health pandemic, a new generation as we face what may be one of the most economic crisis, racial justice uprising, divisive politics and transformative years for humanity in the last century. Born existential environmental threats has sparked a reckoning of crisis and creativity, this is a story of optimism and outrage. and a realization that it’s time for deep listening, bold A moment for reflection and renewal. An invitation to radical leadership and a radically better future. imagination and structural change for a world that works for all of us. As they navigate their own daily struggles and aspirational strivings, we asked more than 27,000 people across 27 international markets to share their experiences of the moment we’re in and their desires for the future they want. With a sense of urgency, passion and purpose, they are calling out a broken status quo and calling on brands to lead the way forward. BBMG X GLOBESCAN 2 INTRODUCTION “Although it’s a tragedy that it took all of this unrest for it to happen, people are becoming more passionate and more interested in getting involved in finding ways to make our world a better place.” Eric, 25, Medford, MA “I feel like a lot of issues 3 are finally coming to the surface and a lot of people are getting to the point where they're just tired of how they're being treated and tired of seeing people suffering.
    [Show full text]