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Выбор редакции
13 октября, 13:21

The pricing of carbon is inevitable, best to plan ahead

At Climate Week New York we launched our fourth annual global carbon pricing report. Each year we ask major multinationals who disclose to their investors and business customers through CDP if they are applying an internal price on carbon, and how they are using this to better manage climate-related risk and reduce carbon emissions. As our report this year highlights, investors are asking companies to disclose this information to help them ascertain risks in their portfolios: a company using an internal price on carbon provides investors with some comfort that they are prudently planning for a world of carbon regulations. What are companies like Shell, General Motors, Goldman Sachs and Microsoft doing to manage climate risk? Our carbon pricing report found that more than 1,200 companies - 23% more than last year - are now using an internal carbon price or planning to adopt one. The use of an internal carbon price by companies is a fairly new phenomenon. Four years ago just 35 companies disclosed they were using one, though it appears to be heading towards a new norm of behavior to manage risk in capital markets. Given this rapid adoption it is not surprising that companies are using this tool in a range of different ways: from testing business strategies against future scenarios, such as Shell; as a real investment hurdle like ENGIE; and even to drive investment towards climate-aligned corporate goals, be it an emissions reduction target, an energy related challenge, or the creation of a new low-carbon product line, like Microsoft. Close to 150 companies are embedding a carbon price deep into their corporate strategy. These companies are using it to deliver on climate targets, whether it be an emissions or energy related target or to help foster a new line of low-carbon products and services. They report that it helps by providing an incentive to reallocate resources to emission reduction investments, can be used for creating a business case for R&D investments and, by assigning a financial value to both emitted and avoided emissions, it helps reveal hidden risks and opportunities. Over 40 major multi-national companies with a combined market cap of US$1.5 trillion have disclosed tangible business benefits to us - from shifting investments towards energy efficiency measures, low-carbon initiatives, energy purchases and the development of new low-carbon product offerings. A very positive sign given this tool is relatively nascent. Companies in the energy and utility sectors were most heavily represented in the results. Others include technology companies like Microsoft, or the Swiss Pharmaceutical Novartis and carmakers such as Nissan and General Motors. The number of companies disclosing they are in the process of adopting an internal price is increasing. There has been a considerable jump especially in Mexico, Brazil, India and Japan, as well as in the US. What is driving the race to price carbon? There are a number of drivers, including the growing momentum post the adoption of the Paris Agreement - which we expect to accelerate with its forthcoming ratification - and China's impending carbon market. Novartis disclosed it has adopted a US$100 a metric ton carbon price to help it identify projects that will most cost effectively reduce greenhouse gas emissions. Saint-Gobain, SUEZ and Anglo American all use an internal carbon price to stimulate R&D into low carbon technologies such as fuel cells and construction materials. Some of the businesses we talk to set a carbon price to inform future investment decisions. The French utility Engie disclosed it had decided to abandon new coal projects in 2015 in a belief that a carbon price will steadily be established across the world, and that coal fired plants will be adversely affected in the future. Societe Generale has saved €13 million on overheads by pricing carbon over a three-year period. TD Bank and Royal DSM are now pricing internally to underscore strategic shifts towards low-carbon operations and products. Investors are also driving the carbon pricing agenda. They want to understand the inherent risks they are running in their portfolios in light of the changing landscape and are keen to ensure businesses are responding to a low carbon future. Jack Ehnes, CEO at CalSTRS takes climate change very seriously and is using CDP data to hold companies accountable to disclosing and managing climate risk and demonstrating they are preparing for a low-carbon economy. The Taskforce on Climate-related Financial Disclosures (TCFD), established by Mark Carney and chaired by Mike Bloomberg, is considering recommending companies disclose forward looking risk against scenarios. Doing so against future deemed carbon prices is clearly one such way investors can assess potential future exposure. However some 500 companies in high emitting sectors still do not have or are not considering a carbon price. We believe these companies are potentially at risk from having a too short business planning horizon given how fast climate change issues are moving. Some multinationals are starting to lead the way, but this time next year we expect to see carbon pricing be the new normal across markets globally. After all, with China's adoption of a nationwide carbon pricing scheme expected before the end of 2017, every major corporation and investor will have a carbon price somewhere in their supply chain or portfolio. The question is whether they understand how they will be exposed to this and are they prepared? Read the full CDP 2016 Carbon pricing report here. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

Выбор редакции
08 июля, 01:19

China 2016 - The Impact of the Fourth Industrial Revolution

http://www.weforum.org/ From AI to robotics, the commercialization of emerging technologies is redefining industries and reshaping societal norms, and yet productivity statistics tell a story of economic stagnation. How can economies realize the growth and development potential of the Fourth Industrial Revolution? Speakers: -Navdeep Bains, Minister of Innovation, Science and Economic Development of Canada. -Marc R. Benioff, Chairman and Chief Executive Officer, Salesforce, USA. -R. May Lee, Dean, School of Entrepreneurship and Management, ShanghaiTech, People's Republic of China. -Feike Sijbesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands. Chaired by W. Lee Howell, Head of Global Programming, Member of the Managing Board, World Economic Forum.

08 июля, 00:55

China 2016 - Implementing the Climate Deal

http://www.weforum.org/ The historic COP21 agreement on climate change aims to keep global warming from exceeding 2C compared to pre-industrial levels. How are countries and companies translating their commitment into action? Dimensions to be addressed: - Policies for climate-compatible growth - New climate finance strategies and mechanisms - Business and tech approaches to green growth Speakers: -Ted Chu, Chief Economist, International Finance Corporation, Washington DC. -Feike Sijbesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands. -Sandra Wu Wen-Hsiu, Chairperson and Chief Executive Officer, Kokusai Kogyo, Japan. -Zhang Xinsheng, President, International Union for Conservation of Nature (IUCN), People's Republic of China. -Zou Ji, Deputy Director-General, National Center for Climate Change Strategy and International Cooperation (NCSC), People's Republic of China. Moderated by Qi Ye, Director, Brookings-Tsinghua Center for Public Policy, People's Republic of China.

08 июля, 00:39

China 2016 - Co-Chair Roundtable: Pioneering the Circular Economy

http://www.weforum.org/ Co-Chair Roundtable: Pioneering the Circular Economy Join a conversation with Feike Sijbesma, Chief Executive Officer and Chairman of the Managing Board of Royal DSM, on pioneering systems change towards a circular economy. Interviewed by Vijay Vaitheeswaran, Shanghai Bureau Chief, The Economist, People's Republic of China. With Feike Sijbesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands.

Выбор редакции
29 июня, 23:11

Как избавить топ-менеджеров от перегрузки на работе

Хью Уэлш из североамериканского отделения нидерландской компании Royal DSM – типичный образец современного перегруженного топ-менеджера. Он занимает в компании сразу несколько позиций, одна из которых – главный советник; прямо или косвенно ему подчиняется более 100 человек. Рабочий график Уэлша настолько плотный, что деловые встречи часто приходится назначать на воскресенья, а сотрудники с утра выстраиваются перед приемной босса в очередь ради минутной встречи с ним. 50-летний Уэлш признается, что совершенно измотан: «Я просто не могу быть во всех этих местах одновременно».

17 июня, 21:43

Colombia 2016 - A New Growth Model for Latin America

http://www.weforum.org/ What should Latin America's growth model look like in the "new normal"? Dimensions to be addressed: - Developing a coherent macroeconomic vision - Strengthening emerging high-potential sectors - Accelerating industrial transition to a post-commodity ecosystem This session was developed in partnership with CNN en Español. - Rosario Cordoba, President, Consejo Privado de Competitividad, Colombia - Ricardo Haneine Haua, Partner and Managing Director, Hispano-America, A.T. Kearney, Mexico - Andrés Velasco, Professor of International Practice in International Development, Columbia Global Centers Latin America, Chile; Meta-Council on Inclusive Growth - Hugh Welsh, President, DSM, North America, Royal DSM, USA Moderated by - Gabriela Frias, Anchor, CNN en Español, USA

03 июня, 18:48

CO2 Pricing: Business Reacts to Credible Expectations

Business reacts to credible expectations, not brave declarations. We cannot lose the momentum and credibility of collective will. Immediately after Paris and COP21, we heard disappointment around the fact that carbon pricing didn't feature as strongly in the text of the agreement as it could have, despite numerous CEOs urging for a decision in this field and business asking for a price signal. A clear, credible and meaningful signal able to trigger a change in behavior of the so-called mainstream business was the desire of the most advanced leaders. Few people understood that the UNFCCC process had very little chance to produce a clear statement on this particular topic. In the end, false expectations were created, which led to a disappointment that could have been easily avoided. Businesses asked for a price not because they like the idea of increasing costs, but because they know the current price system is not sustainable and they also know this price will come, but they do not know how high, when, and in which form. They want a price above all because they want to reduce uncertainties. Then came the Carbon Pricing Leadership Coalition under the patronage of the World Bank, re-energised in Paris with the blessing of impressive godfathers; the UN Secretary General, the President of the World Bank, the Managing Director of International Monetary Fund, the Secretary General of OECD, credible leadership in the field of 'big business' from the Chairman and CEO of Royal DSM and all of this being co-chaired by the President of the COP. Finance Ministers also joined the party, bringing their credibility to the table. Some critics commented they came with the wrong motivations, seeing it as an easy way to increase the potential of their tax base, but even if this was the case, it could be easily corrected or mitigated. This Coalition comes together with a movement where we are seeing organizations, countries and individuals both creating and reacting to an expectation of a price on carbon, and in a way making it a self-fulfilling prophecy as the market is shifting in line with that. We are now seeing impressive growth in the area of the so-called "shadow carbon price". At the end of last year CDP reported on 400+ companies that are using a price for carbon now, with almost 600 more planning to do so in the next two years. Impressive numbers considering there were just tens a few years ago. All of these companies are anticipating that the price and the real cost will come anyway. So they are using a shadow price to start orientating their portfolio of research projects and investments in the right direction. Again, they are anticipating this change instead of waiting for the confirmation, as they want to be the first movers and avoid being stuck with stranded assets. Some are even insisting on a high level of price able to change behaviour internally. Countries are also moving to organize their local markets, which will be soon interconnected. China with up to one billion people who will be impacted by carbon price is certainly the most obvious example of a potential massive transformative move. Although not explicitly linked to a price on carbon, we are starting to see a change of thinking from fossil fuel producing countries too. Some are sceptical of the reasons, but Saudi Arabia planning to sell state oil assets marks a huge shift in how oil producing countries are thinking about diversifying and preparing for a world beyond oil and towards net zero emissions. They are also changing their own energy mix, investing in solar at a scale that will cover all their own needs and create room for exports. These big movements aren't happening because of a new system that is already in place, but because of a change of thinking and the credible expectation of a new system arriving. This lends itself well to the idea of a virtuous circle; expectation feeding reality, which then in turn feeds expectation. This virtuous circle will drive the change we need to make expectations into fact. This is why the Carbon Pricing Leadership Coalition has such a huge responsibility moving this idea forward, creating an expectation of collaboration across borders, across sectors, sharing information, know-how and capacity, to build the most economically efficient tools for decarbonisation into every nation's climate plan as soon as possible. The Coalition and other initiatives should feed this movement and maintain the credibility of a coming price on carbon. Business acts when it anticipates a credible vision of a new system, not because of facts already proven, which has often... proven too late. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

05 мая, 11:42

The Transition to Renewable Energy Is at the Tipping Point -- But We Need to Help It Go Faster

The world is approaching a tipping point, with renewable energy taking over from the fossil fuel industry. We now need to come together to give it a last push to help deliver the zero-carbon economy that world leaders agreed to at the recent UN climate talks in Paris (COP21). This is what We Mean Business will be discussing at the Climate Action 2016 Summit in Washington, D.C. this week, with 700 global leaders from businesses, national and sub-national governments, academia and civil society. The evidence that the high-carbon energy industry is struggling is mounting. In the last few months, we have seen two of the world's largest energy companies, Peabody Energy and Exxon, facing financial troubles. Peabody, a privately-owned coal producer, filed for bankruptcy and Exxon's credit rating was downgraded by Standard & Poor's. The picture is rather different on the other end of the energy sector. For the first time in the history of the industrialized world, global investment in solar, wind, and other renewable energy sources, including through the business-led RE100 pledge, has overtaken that of coal and gas-fired electricity generation. This record has largely been due to emerging economies investing in renewables, proving that the entire world is now seeing the benefits of switching to renewable power. These stories sound a clear warning sign to the fossil fuel industry - that if they are to save millions of jobs, they must adapt to the inevitable energy transition and be innovative in changing their business models. This can be both profitable as well as good for the planet. Royal DSM, for instance, is a company in a high-emitting sector that is actively aligning its business with climate science and recently reported a strong first quarter. In fact, forward-thinking businesses like Royal DSM and other so-called non-state actors are moving at speed in implementing their pledges, at times leaving policymakers running to catch up. This was demonstrated in the lead up to the Paris Agreement, for example at the Business and Climate Summit (BCS) in Paris last year. Businesses and investors will come together again at the second BCS in London in June to discuss their next steps. Meanwhile, 150 companies have committed to setting their own science-based emission reduction targets (SBTs) to reduce their emissions in line with the Agreement. That means that the time is right for more companies to follow these examples and grab the opportunities available. The International Energy Agency calculates that, together, the national climate plans under the Paris Agreement alone represent a $13.5 trillion market in energy efficiency and low-carbon technologies through to 2030 - and this market is growing faster than the global economy as a whole, particularly given expanding opportunities in developing countries. Last week, Indian Power, Coal, New and Renewable Energy Minister Piyush Goyal and French Environment Minister Ségolène Royal co-hosted an event on the International Solar Alliance, announcing an investment flow of up to $1 trillion into solar. Meanwhile, the World Bank has unveiled its ambitious plan to aid developing countries in fulfilling their COP21 pledges. The Bank will help countries add 30GW of renewable energy and mobilize $25 billion in private financing to clean energy over the next four years. This goes a long way to overcoming the financial challenges facing the transition to renewable energy but more will need to be done. The next few years will be crucial to tackle some of these and other important challenges. The Climate Action Summit will discuss how we can work together to achieve this. For example, despite the huge growth in this area, investment in clean energy in the developing world is still challenged by the structural barriers of the financial services market. This results in limited instruments and capital available. One area where this is most apparent is in small island states, where imported diesel is the most commonly-used fuel to generate power. Clearly, this is an economic as well as a climate absurdity, given the abundance of solar and wind resources at their disposal. We expect to see some big initiatives bundling solutions for these countries in the next 18 months. With the energy transition gaining pace and leaving fossil-fuel industries behind, the Climate Action 2016 Summit will see leaders come together to look ahead at the opportunities and challenges of a successful energy transition. We Mean Business will be there to help keep up the momentum - we hope many more will join the conversation. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

14 апреля, 21:21

Carbon Pricing: An Inevitable Opportunity

Regarding climate change, the global community has excelled in procrastination. But time is running out. The scientific evidence is mounting, and the impact of severe climate changes is more tangible than ever. It is time for the global community to take responsibility and lead the way forward to implement a price on carbon. The COP21 Paris Agreement brought us closer to a future of low-fossil-carbon prosperity. A future, in which those who emitted the least greenhouse gasses won't have to face droughts, floods, and other devastating effects, resulting in poverty, migration and conflicts. UN Secretary General Ban Ki-Moon said after COP21: "What was once unthinkable is now unstoppable". When the Paris agreement is formalized at a United Nations signing ceremony on 22 April, Earth Day, it is time to reflect and realize that the current plans are still not enough to limit the temperature rise to 1.5 to 2 degrees Celsius. Carbon pricing is inevitable to reach truly this ambitious goal for the following three reasons. First, carbon pricing is a critical instrument to unlock the private capital needed for the transition from the fossil fuel to the (bio)renewable age. Putting a price on carbon makes alternative energy solutions, such as solar, the wind and advanced biofuels more competitive while creating opportunities to pursue additional low-fossil-carbon alternatives and charging the -- currently cheap -- fossil resources the right pollution price. Second, by putting a meaningful price on carbon, the current generation can take financial responsibility for its carbon footprint and stop treating the planet like an undepletable bank account and transfer the bill to the next generation. The gravest threat to humanity since the end of the cold war is now also recognized by central banks. Mark Carney, Governor of the Bank of England, recently called climate change (referring to the tragedy of the commons) a "tragedy of the horizons" because climate impacts stretch beyond the traditional horizons of business and governments. In The Netherlands, the Dutch Central Bank concluded that a radical transition away from fossil fuels is urgently needed. Third, the political momentum for carbon pricing is unparalleled. Around 40 countries and more than 20 cities, states and provinces are already realizing mechanisms to tax or trade carbon or are planning to do so. Some, such as Quebec and California, have already linked their trading schemes. Already more than 400 companies are considering or already using an internal carbon price. At Royal DSM, we apply an internal carbon price of €50 per ton CO2 equivalent when reviewing large investments. I call on business to do the same: it will make your business more future proof. Facilitated by the World Economic Forum, around 80 CEOs voiced their support for a meaningful carbon price in the run-up to COP21. The current low oil price creates the right moment to introduce a price on carbon. Today's reality is, many governments around the world still have direct or indirect fossil fuel subsidies. And in many jurisdictions, the carbon price is not high enough for low-carbon innovations to thrive. By sharing best practices, governments can learn from each other. To help speed up this collaborative process, I feel honored to co-chair with Ségolène Royal, Minister of Ecology, Sustainable Development and Energy of France, the High-Level Assembly of the Carbon Pricing Leadership Coalition (CPLC) facilitated by the World Bank, which is convening for the first time (15 April) in Washington DC. This coalition brings together leaders from across government, the private sector, and civil society to share the experience of working with carbon pricing and creating the most effective carbon pricing systems and policies. The CPLC's long-term objective is for carbon pricing to be applied throughout the global economy. In addition to facilitating leadership dialogues, the CPLC will also mobilize business support to put an internal price on carbon. Accelerated implementation of a meaningful carbon price across the globe can turn the notion of Tragedy of the Commons into an Opportunity of the Commons and create low-carbon prosperity for all. It not only makes business sense: our children and their children will thank us for finally stepping up. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

14 апреля, 21:21

Carbon Pricing: An Inevitable Opportunity

Regarding climate change, the global community has excelled in procrastination. But time is running out. The scientific evidence is mounting, and the impact of severe climate changes is more tangible than ever. It is time for the global community to take responsibility and lead the way forward to implement a price on carbon. The COP21 Paris Agreement brought us closer to a future of low-fossil-carbon prosperity. A future, in which those who emitted the least greenhouse gasses won't have to face droughts, floods, and other devastating effects, resulting in poverty, migration and conflicts. UN Secretary General Ban Ki-Moon said after COP21: "What was once unthinkable is now unstoppable". When the Paris agreement is formalized at a United Nations signing ceremony on 22 April, Earth Day, it is time to reflect and realize that the current plans are still not enough to limit the temperature rise to 1.5 to 2 degrees Celsius. Carbon pricing is inevitable to reach truly this ambitious goal for the following three reasons. First, carbon pricing is a critical instrument to unlock the private capital needed for the transition from the fossil fuel to the (bio)renewable age. Putting a price on carbon makes alternative energy solutions, such as solar, the wind and advanced biofuels more competitive while creating opportunities to pursue additional low-fossil-carbon alternatives and charging the -- currently cheap -- fossil resources the right pollution price. Second, by putting a meaningful price on carbon, the current generation can take financial responsibility for its carbon footprint and stop treating the planet like an undepletable bank account and transfer the bill to the next generation. The gravest threat to humanity since the end of the cold war is now also recognized by central banks. Mark Carney, Governor of the Bank of England, recently called climate change (referring to the tragedy of the commons) a "tragedy of the horizons" because climate impacts stretch beyond the traditional horizons of business and governments. In The Netherlands, the Dutch Central Bank concluded that a radical transition away from fossil fuels is urgently needed. Third, the political momentum for carbon pricing is unparalleled. Around 40 countries and more than 20 cities, states and provinces are already realizing mechanisms to tax or trade carbon or are planning to do so. Some, such as Quebec and California, have already linked their trading schemes. Already more than 400 companies are considering or already using an internal carbon price. At Royal DSM, we apply an internal carbon price of €50 per ton CO2 equivalent when reviewing large investments. I call on business to do the same: it will make your business more future proof. Facilitated by the World Economic Forum, around 80 CEOs voiced their support for a meaningful carbon price in the run-up to COP21. The current low oil price creates the right moment to introduce a price on carbon. Today's reality is, many governments around the world still have direct or indirect fossil fuel subsidies. And in many jurisdictions, the carbon price is not high enough for low-carbon innovations to thrive. By sharing best practices, governments can learn from each other. To help speed up this collaborative process, I feel honored to co-chair with Ségolène Royal, Minister of Ecology, Sustainable Development and Energy of France, the High-Level Assembly of the Carbon Pricing Leadership Coalition (CPLC) facilitated by the World Bank, which is convening for the first time (15 April) in Washington DC. This coalition brings together leaders from across government, the private sector, and civil society to share the experience of working with carbon pricing and creating the most effective carbon pricing systems and policies. The CPLC's long-term objective is for carbon pricing to be applied throughout the global economy. In addition to facilitating leadership dialogues, the CPLC will also mobilize business support to put an internal price on carbon. Accelerated implementation of a meaningful carbon price across the globe can turn the notion of Tragedy of the Commons into an Opportunity of the Commons and create low-carbon prosperity for all. It not only makes business sense: our children and their children will thank us for finally stepping up. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

15 марта, 22:49

5 Things Every Company Must Do to be a Social Innovator

The World Economic Forum's Global Agenda Council on Social innovation defines social innovation as "the application of innovative, practical, sustainable, market-based approaches to benefit society in general, and low-income or under-served populations in particular." Traditionally associated with social entrepreneurs, this tool is increasingly being adopted by business. This is a trend to be welcomed, supported and replicated as companies -- big or small, multinational or national -- can contribute to taking the practice of social innovation to a significantly larger scale. And the world needs solutions at scale to tackle key societal challenges of our age, as Zia Khan, VP of Initiatives and Strategy at The Rockefeller Foundation, explains in this video. While philanthropy, social responsibility and corporate governance all already play a role, we will probably see more powerful contributions when companies embed social innovation into their core business strategies and operations. For the World Economic Forum's new report on Social Innovation, we spoke to over 30 companies about their experiences of pursuing such initiatives within their business, and below are 5 key lessons: 1. Identify how social innovation can create business value For companies, social innovation is not just a good thing to do. There is a business case for pursuing social innovation. Our interviews revealed a number of measurable business benefits -- reduced costs, increased profits, strengthened supply chains, more innovation, new revenues, legitimised license to operate. For some companies, it is a tool to respond to risks that will affect their business in the visible future. For example, as experts predict a shortage of cocoa by the year 2020, many chocolate manufacturers are working with social enterprises and NGOs to make cocoa farming more economically attractive to farmers, including smallholders. For others, it is a "long tail" investment in developing business with future consumers, including low income populations currently not served by their products or services. Micro-insurance products, LED lamps, micro-nutrient fortified food products, cashless payment systems, affordable health devices -- companies are exploring a range of innovation opportunities. Social innovation can also be a means to build relationships with local governments or strengthen their "license to operate" in society. While specific opportunities and benefits will depend on the company, its core assets and capabilities and the industries and geographies in which it operates, below are some generic opportunities and benefits. View a larger version of this graphic here. Graphic Credit: The World Economic Forum 2. Guide from the top; mobilise across the company Not surprisingly, CEOs and senior leaders are best placed to chart the vision and mobilise a company's resources. In the companies we studied, CEOs played critical roles - integrating social goals into the company's vision and business plans, empowering and challenging their teams to come up with social innovation ideas and supporting intrapreneurs who came to them with great ideas. The support of the CEO and senior management is critical to ensure that social innovation initiatives take centre stage and do not remain "one-off projects", are closely linked to company strategy and are able to mobilise support from across the company. At MasterCard, for instance, when CEO Ajay Banga made financial inclusion a top corporate priority, related targets were included in the company's 10 strategic objectives. The company also made a public commitment to connect an additional 500 million people, including millions of small merchants, to the formal financial system by 2020. As a result, teams around the company started identifying new opportunities to use existing business capabilities to serve financially excluded customer segments. Senior leaders can also lead the way in implementation -- when Royal DSM started its change management work on innovation and sustainability, CEO Feike Sijbesma and other board members assumed key roles in the process as Chairs or Sponsors of internal and external initiatives. 3. Support social innovation "intrapreneurs" "If you are the CFO or HR head of a company, you know exactly who your peer is in another company. If you work on social innovation initiatives that is not the case," said one of our interviewees. Social innovation ideas often struggle to find clear owners within a company. While we did hear stories where individuals were able to turn their ideas into a success, individual efforts can only go so far. Not unlike other business ideas, successful initiatives managed to secure collaboration across the house -- including from business units, innovation and strategy teams and corporate responsibility or corporate affairs teams. The key lesson for companies is to sensitise teams across the house to identify ideas, challenge them to make them viable and business relevant and support them to implement. Development programmes, competitions, awards, internal communication tools, innovation budgets, intrapreneurship workshops can all be tools to support "intrapreneurs." SAB Miller for instance, created the Mackay Awards, an internal recognition for initiatives that grow the business while generating clear social and environmental benefits. Centrica took advantage of an internal talent development program to create a social innovation challenge for its high-potential professionals and subsequently implemented the winning proposal: IGNITE, United Kingdom's first corporate impact fund investing in energy enterprises. IGNITE investees are improving access and lowering energy cost for communities by finding new ways of generating, supplying, using and saving energy. 4. Incubate ideas with patience and rigour In many ways, coming up with social innovation ideas is the easy bit. What's harder is converting them into feasible concepts, prototypes or business models and more importantly, scaling them to a point where the business benefits are clear and measurable. They pose unfamiliar design challenges. They often take longer to get to market and to reach profitability. And often, as recognised by Phillips, they can get stuck in conventional structures and information flows. In 2013, the company found that its Africa sales teams were generating numerous inclusive innovation ideas aimed at marginalized communities including LED lights with solar panels and medical devices for villages with few resources. Though these ideas were passed on to business units, the latter were not picking it up as their existing retailers responded that they would be of no interest to their existing higher-income customers. In 2014, the company created a new structure - the Africa Innovation Hub, which went to market with a "pay-as-you-go" model that works outside of its existing distribution chain and rents out LED lights to low-income households for a daily fee (thus helping customers who struggle with a large upfront payment). Like in the case of Phillips, social innovation initiatives may need new structures, specialised funding to support experimentation, and performance thresholds and timeframes that may be different from other ideas. At the same time, if they are seen as too "special", it will be harder for executives to understand, implement and improve as part of their day-to-day business processes. It is important that the idea is relevant to front-line businesses and has the future potential to achieve performance metrics that are desired by business units. Experiment, evaluate performance through tailored metrics and do not hesitate to stop the ones that don't show potential so you can spend more time supporting the ones that do. 5. Work with others, especially those closer to social issues Almost every company we studied found partners to work with -- civil society organisations, social entrepreneurs, academic organisations and local experts. Partners can bring in complementary skillsets, trusted relationships and a sense of what works and doesn't in that local context. In 2014, Merck developed a new, reliable, easy-to-use method to help with the clinical management of HIV patients in partnership with the University of Yaoundé in Cameroon. The partners ran field tests for two years until the system could withstand extreme heat and humidity, was compatible with variable power systems, and was impeccably easy to use -- product specifications that presented new challenges for Merck's product developers. Companies should invest time to be close to the customers and partners when pursuing social innovation. Foster a culture of ongoing interactions with people from other sectors - the recently launched Sustainable Development Goals (SDGs) provide an opportune framework for companies to explore such partnerships. Social innovation, especially in an established company, may call for significant change management. While the logic, capabilities or processes needed may not be very different from "business as usual," using them with the explicit intent to solve a societal challenge is. Read full report and cases here. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

25 января, 11:12

In Davos, Big Business Sends Mixed Signals on Climate Amid Calls for Carbon Pricing

Feike Sijbesma, CEO of Dutch health and materials group Royal DSM, was adamant as he shifted in his seat at the World Economic Forum (WEF) in Davos, Switzerland. "You must be really blind if you don't see that we are at a tipping point and into a transition," he said, referring to the shift from a fossil fuel economy to a renewable one and echoing the words of UK Central Banker Mark Carney, who chairs the Financial Stability Board (FSB) and said at last month's Paris Climate Summit that institutional investors identified "transition risk" as their single greatest fear. That's the risk of getting caught flat-footed in a time of revolutionary change, and you'd expect it to be front-and-center in Davos, where leaders from government, industry, and civil society met through Saturday to focus on the most critical issues of our day. On the eve of the summit, WEF's researchers found overwhelming agreement among 750 leading economists and other experts that climate change is the biggest threat to our economy, and Sijbesma brought it up repeatedly during a panel discussion entitled "A New Climate for Doing Business". WEF's Global Risks Report 2016 found climate change to be the risk with the greatest potential impact - the first time since 2006 that an environmental risk has topped the chart. Large-scale involuntary migration, however, is the most likely risk this year. But when the WEF surveyed 13,000 business leaders, it found climate change to be far down on the list of things to worry about; and when PricewaterhouseCoopers surveyed 1,400 CEOs, it found that fear of over-regulation is what keeps 79% of them up at night, while only 50% saw climate change as an urgent threat. Few of the more than 300 discussions in Davos touched on climate risk, and many participants expressed a fear that flat-footedness was the norm -- not the exception. "We are, frankly, very worried about the lack of discussion on the need for new technology," said Lars Josefsson, who heads the WEF's Council on Decarbonizing Energy. "When you look historically, new technology in the R&D area has a lead time of 20-30 years before you have widespread use." Dragging Their Feet More than a thousand major companies and investors now advocate a price on carbon, and Sijbesma said his company uses an internal price of $50 per tonne to guide their decision-making. UN climate boss Christiana Figueres said that the signal coming out of Paris was loud and clear. "The signal is towards long-term transformation that is urgent," she said. "It's long-term, but there is a ticking clock, because we have to be at a certain point, with carbon peaking within five to 10 years, and then a descent." For many delegates to the WEF, however, the urgency was lost, and scores of participants said only a mandatory carbon price would change that. Patrick Pouyanne, chief executive of French energy group Total SA, was one of them. "If we don't do anything about carbon pricing, we will have a lot of coal," he said. Ikea CEO Steve Howard was especially critical of many delegates, who he said were even more lackadaisical in private than they seemed in public. "Some companies are backing this future with renewable energy or energy-efficient products," he told Huffington Post's Jo Confino. "At the same time, they're still being in the carbon-intensive, fossil fuel economy and they're trying to defend the status quo...so they're saying one thing publicly and then saying another thing behind closed doors." Oil and Gas: Realism or Apathy? The oil and gas sector has taken tremendous hits in the past two years - first, when the "climate bubble" burst after shareholders concluded that oil-and-gas companies would have to write off reserves already on their books, and then when prices plunged over the last year. While many have celebrated the sector's imminent demise, Stuart Gulliver of HSBC warned that much of the developing world would remain dependent on coal for the near future, and urged companies to engineer a thoughtful transition. "You can't suddenly have a step-jump where you basically isolate these companies because, actually, a lot of the education, healthcare and various budgets of government come from the taxes that these companies pay," he said. "No one is denying the direction of travel, it's a question of doing this in an orderly way." Figueres agreed, saying that the expertise and financial muscle of today's energy companies could be leveraged for renewables. "They actually sit on access to capital, on technology, on a critical mass of engineers - all of which can actually now be moved over to the new economies while they transition out," she said. "They have to focus on their much more efficient products, but at the same time, they need to begin to be the motor behind the transition." This story first appeared on Ecosystem Marketplace. Click here to view the original. Steve Zwick is Managing Editor of Ecosystem Marketplace. He can be reached at [email protected] -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

20 января, 20:55

Davos 2016 - A New Climate for Doing Business

http://www.weforum.org/ What are the opportunities and responsibilities in terms of business, innovation and entrepreneurship that have emerged from the Paris conference on climate? On the agenda: - Business implications of the political direction set by world leaders - Requirements to mobilize investment and reduce emissions. - Opportunities for public-private collaboration for action. Speakers: · Christiana Figueres, Executive Secretary, United Nations Framework Convention on Climate Change (UNFCCC), Bonn. · Stuart T. Gulliver, Group Chief Executive, HSBC Holdings, United Kingdom · Doug McMillon, President and Chief Executive Officer, Wal-Mart, USA. · Feike Sijbesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands. Moderated by Steve Sedgwick, Presenter, CNBC, United Kingdom.

24 сентября 2015, 04:15

China 2015 - Navigating the Next Industrial Revolution

http://www.weforum.org/ Humankind is at the threshold of a new industrial revolution driven by the confluence of a staggering range of emerging technologies. How will it transform politics, economies and societies? • Katrine Bosley, Chief Executive Officer, Editas Medicine, USA • Andrew Moore, Dean, School of Computer Science, Carnegie Mellon University, USA • Feike Sijbesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands • Nina Tandon, President and Chief Executive Officer, EpiBone, USA • Sir Mark Walport, Chief Scientific Adviser, Government Office for Science, United Kingdom Chaired by • Klaus Schwab, Founder and Executive Chairman, World Economic Forum, Switzerland

23 сентября 2015, 23:13

Unlikely Coalition Forms To Back Renewable Energy

Nine of the country's biggest companies just helped set a new standard for corporate sustainability. Goldman Sachs, Johnson & Johnson, Nike, Salesforce, Starbucks and Walmart are among the handful of hugely recognizable names that on Wednesday committed to using 100 percent renewable energy, with several expecting to reach their goals within the next decade. Goldman Sachs set a target of 100 percent renewable energy by 2020, while Nike aims to hit that by 2025, and Johnson & Johnson by 2050. Procter and Gamble set its sights on a short-term goal for 30 percent renewable energy by 2020, while some companies, like financial services firm Voya International and furniture maker Steelcase, are closing in or have already reached a full reliance on renewable energy. That these Fortune 500 firms have thrown their significant weight behind RE100, a global campaign to cut down on CO2 emissions by turning to renewable sources of energy, suggests a major shift in corporations' awareness of their responsibility to lead their respective industries away from carbon.  And companies are realizing the business boost gained by placing financial incentives on themselves to use renewable sources. A recent report by the environmental nonprofit CDP, which organizes RE100 in partnership with The Climate Group, found that the number of companies putting a price on their carbon emissions has tripled since last year. "Lowering risk, protecting against price rises, saving millions and boosting brand is what shaping a low carbon economy is all about," Climate Group CEO Mark Kenber said in a statement. The corporate sustainability movement is gaining speed: RE100 launched last year with 13 members, including Ikea, H&M, Nestle, Unilever and Mars. That number has since grown to nearly 40, with groups joining from across various industries. Recent members include financial services provider UBS and Dutch sciences company Royal DSM. Ikea, everyone's favorite furniture go-to, has installed 700,000 solar panels on its buildings and last year generated renewal energy to match 42 percent of its total energy consumption. H&M, among the many retail outlets facing pressure for contributing to wasteful fast fashion, plans to cut its electricity usage by 20 percent by 2020.  Companies are finding various ways to harness efforts to reduce their carbon footprint as an economic opportunity. Under The B Team, a nonprofit led by top business leaders, companies like Unilever and Virgin are seeking to reach net-zero greenhouse gas emissions by 2050. And as part of a coalition to promote sustainable business practices, HP expects to hit its emissions target early after partnering with SunEdison to rely on wind power, while L'Oreal is expanding its use of solar panels at various facilities across the globe. Kellogg will implement water reuse projects at one-fourth of its sites and has committed to zero net deforestation.  -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

18 мая 2015, 10:07

Европа: восстановление экономики США беспокоит инвесторов

В пятницу, 15 мая, ключевые фондовые индексы Европы продемонстрировали отрицательную динамику на фоне обеспокоенности инвесторов по поводу восстановления экономики США.

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10 сентября 2014, 01:37

Как дети могут научить топ-менеджеров управлять компанией

Именно это происходит в американском подразделении Royal DSM