“If we were to allocate emissions to different customers, the challenges would be:
• Lack of specificity of data: manufacturing data is reported at a site level and many of our sites manufacture a range of products across our categories.
• Integration of different management systems: sales and performance reporting.
• Data quality and availability: Scope 1 and 2 is the most accurate and is reported annually. Scope 3 data covering the full lifecycle of our products is of more variable quality in terms of specificity and age.
Also data on many ingredients is not available, and it requires expert judgment to determine GHG footprints across the total lifecycle.”
Unilever
Innovating: New revenue opportunities and better brand positioning
Organizations that generate a comprehensive business approach to climate change will be able to identify and tap new revenue opportunities. Similarly, a company can burnish its brand through more effective environmental practices. Many investors and financial analysts regard good performance on environmental and social measures as a proxy for good management,7
and companies that
excel in this area can differentiate themselves from competitors. In fact, in the 2010 UN Global Compact study, 72% of CEOs cite “brand, trust and reputation” as one of the top three factors driving them to take action around sustainability.8
Some companies,
such as Walmart and Unilever, are cultivating overarching sustainability ‘halos’ that suffuse their product brands.
7 International Finance Corporation and World Resources Insti- tute (2009. “Undisclosed risk: Corporate environmental and social reporting in emerging Asia.” Available at: http://www.
wri.org/publication/undisclosed-risk-asia
8 UN Global Compact-Accenture, “A New Era of Sustainability”: CEO Study 2010, July 2010
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