COP26 finished on a high last year. Most of the countries involved agreed to work towards keeping the globe’s temperatures level below 1.5°C.
And thank goodness for that. Because the science clearly shows us that we need to keep the earth at this temperature level to avert the worst impact of climate change and preserve a livable planet. We’re already 1.1°C warmer than we were in the late 1800s, with emissions continuing to rise. To keep to this new target – as set out in the Paris Agreement – we need to reduce emissions by 45% by 2030; and reach net zero by 2050*
Switch on the news however, and it may feel difficult to believe that we’re making progress. Heatwaves, droughts, fires in Southern Europe, floods in Pakistan…it’s not the most optimistic of scenarios. Combine these climate disasters with an energy crisis, food crisis, and inflation due to Russia’s invasion of Ukraine, and most individual business leaders could be forgiven for wanting to simply hide back under their duvet, overwhelmed by the enormity of the task ahead. For, if this is what the world’s leaders are facing, how are we as businesses expected to support them and tackle the challenges ahead?
Maybe this is why action on climate pledges in both the UK and beyond are often failing to live up to pledges made, with the UK Committee on Climate Change criticising the UK’s climate plans.
Even the UN’s environment agency said last week that keeping temperature levels under 1,5° appears unrealistic, with ‘no credible pathway’ to making it happen.
So, with COP27 now already underway in Egypt; is there anything we can actually do to help? If so, what should we be focussing on?
With COP27 now already underway in Egypt, it would be easy to feel that – if the world’s leaders are struggling – what can we possibly do as individual businesses in the UK?
We believe that every business should be responsible. Our mission is to help as many as possible get there.
However, our message to organisations has always been around not trying to do it all. We can all set goals according to our individual resources and aligned with our core business objectives, to make small advances; using our influence as organisations to reduce our footprint and increase our positive impact just as much as we can, and beyond what’s legally required. We have no choice, whatever the bigger picture.
So let’s be the driver of change.
Egypt’s Prime Minister proclaimed that COP27’s main goal is to move from “pledges to implementation”. This can be our clarion call too. With messaging that is backed up by measurable action. This will also ensure we’re being true to our communications, and authentic with our responsible business goals. Regardless of how COP27 goes.
We all now know that one driver of successful organisations – including implementation of your sustainability and purpose agenda – is ensuring that all views are at every level. Diversity within your teams helps with this.
Targets are a great way to set out achievable goals. However, quotas can be unpopular, and resented by wider team. The power of communication can help. Here are a few ideas.
This is a key COP27 area of discussion, and also one that every businesses of whatever size can take action.
Ask yourself what banks and investment funds are you supporting? An audit around this can be followed up with communications reporting – and a pledge to make changes that you can also share with both internal and external stakeholders through both written and video comms channels.
It isn’t always easy to re structure financial and investment partners, especially for bigger businesses. But the messages it spells out, and the positive implications for both your responsible business agenda and wider communities are worth it.
Embrace these moves to change, talk about them and – if necessary – create an internal education campaign on the topic to share the ‘why’ and the constructive impact you’re making
Just as you can look at your finance partners to influence change, you can also consciously choose suppliers and providers of goods and services who align with these values. Whilst making sure you also clearly articulate what it is you’re looking for and why, communicating clear expectations that are consistent across your procurement process.
We’ve worked with companies who are expected to report on this as part of investor expectations. And even if they’re doing good work, they’re not telling their story clearly enough for these stakeholders to understand and appreciate the good work they are doing. So ensure you’re communications match your action in this area – both so suppliers know what they need to do to meet your minimum standards for engagement, and so other interested parties don’t underestimate the stops you’ve taken
Every entity you partner with makes a statement on your own company values and responsible business expectations. Making this an area of measurement when onboarding individuals and companies to work alongside you means you’re making small incremental steps to better business.
For us, becoming B Corp was a natural step to practicing what we preach; and the process itself has helped us step up several notches around our own responsible business goals. But – as a new B Corp company – another benefit we’re already seeing is how organisations are keen to work with B Corps, because they know that these companies have undertaken this rigorous purpose process on their behalf.
Procurement change doesn’t have to be ringfenced within the eponymous department. You can communicate to employees to task them with feedback on what they’d like to see from the suppliers you work with. Whilst also running internal campaigns on the changes you make and why it matters.
Dramatic events and the urgency around the sustainability issues being discussed at COP27 are vitally important. However, we know that ‘fear’ doesn’t inspire action. It can paralyse people instead. Hope, conversely, is a real instigator for change.
Use your voice as a company to positively influence and inspire where you can. By shouting about your achievements and showing that you care, you are leading by example. Imperfect progress is better than perfect immobilism.
Be honest about where you are now, and where you still have work to do, and you have nothing to fear from the ‘purpose-washing’ brigade. Whatever happens in Egypt and beyond, we can use this landmark conference to reinvigorate our own efforts and show courage in the face of the scale of the task ahead
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