Category: Insights

3 key priorities for the sustainable transformation of the chemical sector

key topics for the sustainable chemical industry

Quantis experts have identified 3 pivotal pillars that will play a critical role in shaping the future of sustainable Chemistry.

Chemicals are an integral part of nearly every industry, from consumer goods and cosmetics to pharmaceuticals and manufacturing. With such broad influence, the chemical sector holds immense potential to help bring society into alignment with planetary boundaries. 

As environmental challenges such as climate change, nature loss and resource depletion intensify, the chemical industry must undergo a transformative shift. 

Here are three priorities to accelerate the sustainability transformation of the chemical sector. 

1. Product portfolio transformation

A core priority for the chemical sector is transforming its product portfolio to reduce reliance on fossil-based chemicals and embrace renewable and bio-based alternatives.  

This involves: 

  • Shifting to renewable feedstocks: Chemical companies need to transition from fossil fuels to renewable resources such as biomass, algae and agricultural waste, which are now ready to be scaled up for widespread adoption. 
  • Developing sustainable products: Increasing the share of bio-based, biodegradable and low-carbon chemicals, moving away from those that are harmful to human health and the environment, is urgent. 
  • Applying sustainable chemistry principles: The industry must take an approach that minimizes hazardous substances and promotes processes that reduce waste. Companies are already exploring innovations like biocatalysts, which generate less waste and require less energy than traditional catalysts. 
  • Embracing circularity: A circular mindset promotes the reuse and recycling of materials, designing products that can be easily recycled or remanufactured. 

2. Circularity 

Circularity is the next frontier in the chemical industry’s transformation, requiring a departure from the traditional linear model of production (produce, use, dispose) to a more sustainable, circular approach where products and materials are reused, remanufactured or recycled at the end of their lifecycle. Circularity in the chemical sector involves: 

  •  Innovative recycling techniques: Chemical recycling, which breaks down plastics into their chemical components for reuse, offers a promising solution for addressing plastic waste, especially in cases where traditional mechanical recycling degrades material quality. 
  • Systemic thinking: To tackle complex issues like plastic pollution, chemical companies must adopt a systems-level approach, assessing the entire lifecycle and climate impacts of potential solutions. 
  • Cost-effective, scalable solutions: Although circularity often comes with high initial costs, the long-term benefits for the environment and for companies that can pioneer these technologies will be significant. Circularity must become a mindset rather than an isolated pilot project, requiring collaboration across the value chain to make it successful. 

3. Nature and Decarbonization

The chemical industry is a significant contributor to global CO2 emissions and environmental degradation. While many chemical companies are already targeting emissions reduction through renewable energy use, the challenge extends beyond carbon. Nature-based solutions offer an expanded framework for protecting biodiversity, water and soil, avoiding the pitfalls of carbon “tunnel vision”: 

  • Decarbonizing production: Companies must accelerate the transition of their facilities to run on renewable energy sources to turn CO2 into feedstock for chemical production. 
  • Protecting biodiversity and ecosystems: Novel chemical substances, both human-made and natural, often have harmful, long-lasting impacts on ecosystems. The industry must consider broader planetary boundaries, working within frameworks like the Science Based Targets for Nature (SBTN) to protect water, soil and biodiversity. This is especially important as the sector accelerates the adoption of bio-based feedstocks. 
  • Holistic sustainability goals: The industry must look beyond reducing emissions, embracing a comprehensive sustainability approach that addresses multiple environmental challenges simultaneously, from soil health to water conservation. Companies with advanced climate plans in place must reassess them through a nature lens, ensuring impacts aren’t shifted to other environmental areas, such as water or biodiversity. 

The path to a sustainable future for the chemical sector requires bold, decisive action and long-term vision. By shifting product portfolios, adopting circularity principles and embracing a holistic approach to decarbonization and nature preservation, the chemical industry can become a driving force for sustainability. These priorities not only ensure regulatory compliance and future-proof operations but also open up opportunities for innovation, cost savings and competitive advantage. Leading this transformation today will position chemical companies — and those they fuel — to thrive. 

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Sustainable raw materials will drive profitability for fashion and apparel brands

sustainable textile materials

What are the opportunities and challenges of materials' innovation in Fashion?

How can we define a sustainable raw material? How are preferred materials key to both sustainability and future profitability? What can businesses do to prepare for Materials transformation? In this video, Philipp Meister, Quantis’ Global Lead for Fashion & Sporting Goods and Jocelyn Wilkinson, BCG’s Partner and Associate Director answer these key questions from the fashion & sporting goods industry.

To get the full insights, access the “Sustainable Raw Materials Will Drive Profitability for Fashion and Apparel Brands” report. This report provides a valuable resource for fashion and apparel brands seeking to establish robust strategies in relation to sustainable raw materials in a fast-evolving context.

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Nature integration: Overcoming business hurdles

The integration of nature into corporate strategies remains critical, yet underexplored. Despite the interconnectedness between climate and nature, many companies grapple with establishing an integrated approach. Companies that adopt holistic, nature-centric strategies stand not only to protect their operations, but also lead the business community towards responsible stewardship of our planet’s resources. Watch Quantis Global Water and Ad Interim Biodiversity Lead Tatiana Fedotova’s interview with Global Leader Allon Zeitoun to learn more.

Nature solutions

Quantis guides companies on the road to a nature-positive world, leveraging these frameworks and beyond. Our modular approach meets you where you are and ushers you to the next stage of your nature journey.

Supporting companies on the road to a nature positive world.

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Navigating 2024: Pursuing adaptation and resilience in the fashion and sporting goods industry

Sustainability in the fashion industry 2024

Quantis experts have identified four pivotal pillars for 2024 that will play a critical role in shaping the future of sustainable Fashion.

2024 represents a critical opportunity for fashion and apparel companies to accelerate action on corporate sustainability initiatives. Our experts came up with four key themes for companies to embrace in the coming year to double down on their contribution to a sustainable future where both business and planet can flourish. 

1. Prepare for the upcoming regulatory landscape.

Globally, fashion and apparel brands will have to contend with more than 35 pieces of significant new legislation in the next several years, as highlighted in our report titled Sustainable Raw Materials Will Drive Profitability for Fashion and Apparel Brands. Upcoming regulations will touch on every aspect from manufacturer, brand, and retailer operations, covering all life cycle stages of a product. Some such changes include: 

  • The way products are designed with the EU’s Ecodesign for Sustainable Products Regulation; 
  • How products are marketed with the EU’s Green Claims Directive; and 
  • How they’re discarded with the EU’s Waste Framework Directive and the Extended Producer Responsibility. 

As the regulatory environment evolves, companies must proactively align their strategies to ensure compliance to both uphold sustainable practices and safeguard the industry’s future. 

2. Set science-driven targets for nature.

The call is clear: Fashion brands need to embrace sustainability and embark on a holistic transformation journey toward a future where fashion and nature coexist harmoniously. The relationship between fashion and nature needs to shift from extractive to reciprocal – nature provides the resources that underpin the industry and, in return, the industry must take actions that protect and restore ecosystems. One of the most pressing issues that fashion companies face is their overreliance on finite resources such as water, land and raw materials. If companies fail to reduce their impacts and dependencies on these various nature topics, they could expose themselves to operational, regulatory and reputational risk.

3. Transform product portfolios.

At the core of every brand’s identity lies its products, and as the industry pivots towards sustainability, a profound reassessment of product portfolios is imperative. Brands must embrace strategic pathways that diverge from traditional, linear business models and instead operate within planetary boundaries. Innovations in product design, manufacturing processes and material selection – or even reimagining the core structure of a brand’s business – can position brands as pioneers of meaningful change, fostering both sustainability and business resilience. 

4. Invest in data digitalization.

Digitalization is a big trend impacting footprint integration, at both corporate and product levels. With this shift come new complexities, all while existing impact assessment challenges (like tracking progress, developing roadmaps and transforming products and process) remain. In the current context of rapid growth and consolidation of the footprinting software market, brands need trusted support that ensures sustainability science drives selection criteria and decision making. Armed with the right insights, teams can make informed decisions that bring them closer to goals, mitigate risk and help the company adapt to a changing landscape.

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How the pharmaceutical industry can support vitality for both human and planetary health in 2024

sustainability in the pharmaceutical industry

Quantis experts have identified three pivotal pillars for 2024 that will play a critical role in shaping the future of sustainable pharmaceutical companies.

In response to the heightened demand for transparency and environmental stewardship, especially from health authorities in the pharmaceutical sector, industry players are undergoing a transformative shift toward integrating planet health with human health. Quantis experts have identified three pivotal pillars for 2024 that will play a critical role in shaping the future of sustainable pharmaceutical companies.  

1. Increase ecodesign & circularity. 

Ecodesignis essential to address the rising demand from health authorities and regulators for increased transparency around the environmental impacts of pharmaceutical products. This approach not only allows organizations to align with stakeholder expectations but also fosters a culture of accountability within the industry, accelerating the shift towards sustainable and responsible manufacturing practices. 

2. Adopt sustainable manufacturing & supply chain practices. 

The market is increasingly demanding moresustainable manufacturing processes, waste reduction, and the integration of sustainable practices within the supply chain. When implemented correctly, these changes increase process efficiency, enhance product quality and ensure long-term business continuity and resilience.  

3. Set an integrated nature strategy and science-based targets. 

Given the functional integrity of ecosystems is critical for human health, it’s imperative that pharma companies assess their nature-related risks, set science-based targets for nature and develop a detailed action plan to preserve their ability to develop new drugs and medicines. This shift in focus acknowledges the interconnectedness of pharmaceutical activities with nature, aligning the sector with broader environmental objectives and enacting sustainable transformation within the industry. 

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The sustainable beauty revolution: Meeting cosmetics and personal care industry challenges head-on in 2024

sustainability in the Cosmetics and personal care industy

Our experts highlighted five key themes to guide action in the coming year toward a sustainable future.

For the cosmetics and personal care industry, 2024 represents a year of opportunity to move beyond sustainability pledges and implement tangible actions. Our experts highlighted five key themes to guide action in the coming year toward a sustainable future where both business and the well-being of the planet thrive. 

1. Increase consumer education and engagement

The product use phase is responsible for 40% of the cosmetic industry’s environmental impact. While companies can set sustainability strategies and act themselves, changes in consumer behavior are imperative to making real progress on sustainability goals. Changes in consumer habits, through a mix of education and incentivization, can help companies deliver on their sustainability commitments. The industry is working to increase consumer awareness and engagement through the EcoBeautyScore, a harmonized environmental score for cosmetics products. 

2. Embrace ecodesign and circularity

Companies need to maximize their business impact within planetary boundaries by integrating ecodesign into every stage of product development, distribution and disposal. By approaching product production through a holistic, sustainable lens, companies open doors to new opportunities while also avoiding potential negative trade-offs, such as solutions that may advance climate goals but contribute to land degradation. 

3. Incorporate new ingredients

The cosmetics and personal care industry is witnessing a notable sustainability trend driven by the incorporation of new and innovative ingredients into products. Preserving nature and biodiversity can open the door to new plants and species that can be utilized for innovative cosmetics ingredients. 

4. Drive climate action toward a net-zero future

In order to reach net zero emissions by 2050, the cosmetics industry needs to make more significant progress on climate goals. Cosmetics companies have several practices they can operationalize to accelerate this journey from sustainable sourcing and circularity to product labelling, supply chain decarbonization and innovative packaging solutions. 

5. Adopt an integrated nature strategy and set science-based targets

While many cosmetics companies have a strategy in place to address their climate impacts, there’s also a growing awareness of the industry’s impacts and dependencies on nature, including biodiversity. Cosmetics and personal care companies need to assess their nature-related risks and dependencies, set science-based targets for nature and develop a detailed action plan to achieve their 2030 goals.  

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Navigating 2024: Operationalizing sustainability in the food and beverage industry

sustainability in the food and beverage industry

Our experts came up with five key themes for 2024 to guide companies, and the industry at large, toward a sustainable future.

For the food and beverage industry, 2024 presents a pivotal moment for companies to move beyond sustainability commitments to decisive action. Our experts came up with five key themes for 2024 to guide companies, and the industry at large, toward a sustainable future in which both business and the planet can thrive. 

1. Increase resilience in the food supply chain

In the face of potential financial crises and unforeseen environmental shocks, companies must invest in supply chain programs that foster business resilience. Increasing investments in regenerative agriculture programs can ensure long-term commodity supply, nurture farmer and grower relationships and secure business continuity within a planetary-aligned economy. By prioritizing sustainability in the supply chain, companies can adapt to disruptions and contribute to a more robust, sustainable food ecosystem. 

2. Transform product portfolios

What are the highest and lowest-performing products across environmental, nutritional, quality and profitability metrics? A forward-thinking approach to sustainability involves a comprehensive assessment of alternative ingredients, recipes, packaging design and portion sizing. Scaling sustainable practices requires pragmatic piloting and collaboration within the industry. Innovation in product portfolios should be driven by both the desire to reduce environmental impacts and risks while also meeting consumer demands for quality and diversity. 

3. Shift away from carbon tunnel vision

To effectively transition our food systems to align with a planetary economy, companies have to broaden their perspective beyond purely reducing carbon emissions. In the food and beverage industry, nature has a crucial role to play, given the sector’s heavy dependence on agriculture. While leaders may be overwhelmed by the idea of adopting a nature strategy in addition to climate initiatives, nature strategies can actually enable companies to reach their climate goals and ensure long-term resilience. 

4. Drive consumer behavior changes. 

While setting nature and climate strategies can help lead companies in the right direction toward holistic sustainable transformation, it’s just as important to embark stakeholdersespecially consumers, in the push for progress on sustainability goals. Companies remind consumers of their direct impact on planetary boundaries and how to positively contribute to corporate sustainability goals through responsible consumption, reducing food waste and encouraging more sustainable diets. 

5. Prepare for the upcoming regulatory landscape. 

Preparation is key when adapting to ever-evolving regulations. Companies should hold C-suite, board members and functional leaders accountable to ensure compliance with upcoming regulations related to deforestation, packaging, ecolabeling and broader ESG reporting. Some such regulations to be aware of include the EU Deforestation Regulation (EUDR), the 2030 EU Biodiversity Strategy and the Packaging and Packaging Waste Regulation (PPWR). Staying ahead of regulatory changes in end markets and supplier regions will not only avoid incurring the cost of inaction, but also position companies as leaders in sustainability. 

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5 ways you may be sabotaging your corporate sustainability efforts

5 ways you may be sabotaging your corporate sustainability efforts
5 ways you may be sabotaging your corporate sustainability efforts

Mastering the basics of corporate sustainability means steering clear of common pitfalls. Dive into the five missteps that often plague sustainability efforts and discover how to transform your intentions into tangible results.

The research is clear: Sustainability and business success go hand in hand. Whether the aim is to increase brand value or meet stakeholder demands, pursuing a sustainability strategy has become a vital tool for businesses to remain competitive and tackle climate and nature-related risks.  

So if corporate sustainability has finally entered the mainstream, why is meaningful progress largely lacking? As companies adopt sustainability strategies and work towards environmental targets, there are a few common missteps that risk derailing progress. We’ve flagged five common mistakes you may be making that — despite good intentions — undermine your sustainability success in the long run and what to do about them.   

1+ Pursuing perfect data at the expense of action

Often, decision-makers want to know exactly where they stand before acting taking action, so they spend large sums for increasingly granular data. But the quest for perfection can cause companies to lose sight of why they’re investing in data collection in the first place and, ultimately, stall action. This is called “analysis paralysis,” and can prevent companies from putting all the data and insights they’ve gathered to good use (i.e., making decisions that help them make progress on their goals and commitments), causing delays, missed opportunities and an overall loss of momentum. 

What to do instead: Don’t let perfection be the enemy of progress. Even the most comprehensive data is useless if it isn’t used to drive meaningful action. It’s critical to consider the “why” behind the data you’re collecting. What information will it reveal that will help you move forward on your sustainability journey? 

The value of sustainability data comes from the answers and insights it provides into the root causes of environmental challenges and it should be utilized to find solutions. There’s a lot of progress that can be made with readily available data of sufficient quality. You can continue to work on collecting more refined data in parallel and use it to fine-tune as you go. 

2+ Losing momentum after setting targets 

With the so many new and evolving frameworks, setting science-based targets can be a huge undertaking (though an important one) and companies often lose steam once they’ve set their targets. Underestimating the task at hand is one of the biggest culprits and can leave teams feeling burnt out and progress at a standstill.  

Another issue is that many companies spend so much time worrying about what needs to be achieved that they don’t sufficiently consider how they’ll achieve them. It’s only after the fact that they realize that they don’t have the knowledge, capacity or resources to implement their strategies. This not only prohibits progress, but it could also lead to greenwashing accusations when commitments aren’t met.  

What to do instead: Public commitments are just the start of your journey. Delivering on goals and achieving transformative outcomes requires companies to examine the gap between where they are today and where they need to be. By identifying potential roadblocks early in the process — such as a lack of in-house knowledge or skills or incompatible processes, governance structures or company cultures — and taking steps to address them, you can avoid some headaches down the road and keep teams engaged and motivated. Define responsibilities across the organization, allocate the appropriate resources, and establish digestible timelines. A well-structured action plan transforms lofty sustainability targets into practical, achievable milestones. 

3+ Neglecting what’s material to business survival 

Aware of the numerous physical, financial and transitional risks climate change poses to business, many organizations have directed the focus of their sustainability efforts to climate action and reducing greenhouse gas emissions. But climate change is just one piece of a much larger planetary puzzle. Failing to address other environmental issues, including biodiversity, water quality and more could put your business at risk, as well as undermine your climate efforts.  

Every company depends on nature in some way, but the vast majority of organizations operate without taking it into account. However, the critical role nature plays in maintaining economic stability is becoming ever clearer. Natural shocks linked to the increasing frequency and intensity of extreme weather events and the disturbance, decline and loss of ecosystem services on which companies’ operations depend are disrupting the status quo and generating significant costs and losses for businesses.    

What to do instead: Climate and nature issues are interlinked, so solutions must take an integrated approach and consider how these different pieces fit together. For example, regenerative agriculture can lead to better outcomes for soil fertility, biodiversity, pollination and water regulation while also helping to reduce emissions.    

Companies that take steps to gain a complete picture of both their impacts and dependencies on nature will gain clarity on how they’ll to adapt in a changing world so they can better navigate uncertainty and reduce exposure to physical, transitional and reputational risks.   

4+ Failing to link environmental and business decisions

While many agree that sustainability needs to be integrated into the business model to maximize impact, few companies have done so. A 2023 BCG survey of corporate directors found that while 66% of respondents believed sustainability should be an integral part of business strategy, only 25% believe that it’s appropriately in place today. A primary reason for this disconnect is that the directors felt that their time was better devoted to high-priority, non-sustainability related topics.  

If businesses want to mitigate their environmental risks, which amounts to $44 trillion of economic value generation, this needs to change. To build a more resilient business, business leaders can’t treat sustainability as a “nice to have.” It needs to be a consideration in every business decision, in every department.  

What to do instead: Your sustainability goals can’t be achieved by the sustainability department alone; business functions across the entire enterprise — operations, sourcing, R&D and even marketing — should be using the data, research and insights developed by the sustainability team to inform their decisions and activities. Leaders need to understand how climate and nature can impact business operations and make sustainability a core component of corporate DNA, fostering a strong culture of sustainability 

If you’re financing sustainability separately from the rest of your business activities, you aren’t allocating enough resources to implement holistic, sustainable business transformation. Instead of having a siloed sustainability budget, look at what each department needs to achieve and build sustainability into each team’s budget for the year. 

5+ Talking the talk without walking the walk on sustainability  

Some companies fail to see progress because their efforts go in contradictory directions, such as lobbying for policies that undermine their sustainability agenda or failing to give sustainability teams any real power within the organization. Not only does this run the risk of creating  distrust with consumers, it exposes them to greenwashing accusations. With mounting regulations and reporting requirements, it’s going to become all the more challenging for companies to continue in this vein without facing consequences. 

What to do instead: It’s important to have the right narrative around your corporate sustainability initiatives, and your actions must tell the same story. Maintaining credibility will require executives and functional leaders to examine whether the status quo aligns with or undermines the organization’s sustainability vision. Ultimately business decisions and operations should be consistent with your goals. Any discrepancies signal areas for improvement. 

Rather than focusing on how you can push your sustainability narrative externally, keep the promotion of your activities at the same level as your actual achievements. Regularly monitor and report that progress, showcasing your commitment to sustainability both internally and externally. This promotes brand authenticity and transparency, which will please both shareholders and consumers. You don’t need to be perfect on your sustainability journey, but you do need to be genuine.  

Effective corporate sustainability programs should be dynamic and transformative. Sustainability goals can and should be used to guide business activities toward a future where business success aligns harmoniously with regenerative ecosystems and the respect for planetary boundaries. 

As your business navigates this terrain, remember that sustainability isn’t just about mitigating risk or meeting regulatory demands: it’s about redefining success in a way that’s aligned with the well-being of our environment and society. The boundaries of our planet are also the boundaries within which businesses must operate to thrive in the long run. 

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Why biodiversity is so important for the pharmaceutical industry

Die Pharmabranche ist auf eine intakte Natur als Lieferant von Wirk- und Rohstoffen angewiesen.

For financial institutions, nature is the next frontier

financial institutions nature

Financial institutions understand the need to accelerate progress toward net zero—and many are actively advancing efforts to do so. But climate is just one part of a larger nature-based ecosystem on which people, industries, and entire economies depend. Today, many elements that make up that ecosystem, from water and critical minerals to farmland and pollinators, are under threat. Some are being depleted, others contaminated, and still others destabilized by habitat declines.

In their role as capital providers and advisors to entities and individuals around the world, financial institutions are at the epicenter of many of these changes, and their portfolios fundamentally depend on and impact nature. This two-way relationship gives institutions a unique vantage point to identify key risks, fund smart interventions and open new avenues of growth. By leading on nature, financial institutions can also facilitate a just transition that addresses environmental challenges in ways that support human rights, social inclusion, and the eradication of poverty.

Achieving these goals can’t be left to chance. For the sake of the planet and their own long-term growth, financial institutions need to develop a comprehensive nature strategy.

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Nature is the crisis we’re ignoring

nature crisis

A Braver New World: Building a planetary economy by Quantis

A Braver New World: Building a planetary economy by Quantis

Society has fallen out of sync with nature. We’ve been operating within a system that prioritizes profit above the wellbeing of people and planet. Now we’re face to face with an environmental emergency, and we’re still not moving in the right direction. If there has ever been a moment for action, it’s now.

The science is clear. And with clarity comes opportunity and power — the power to choose our future. With science as our compass, Quantis is ready to lead the charge, and we’re bringing business with us. Together with our partners and clients, we’re redefining the rules of business to pave the way for a new economy aligned with planetary boundaries. Discover Quantis’ vision in our new short film.

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Video: What does a circular economy mean for business? Ask a plastics expert.

What does a circular economy mean for business

“Circular economy” is all the buzz. But what does it look like in practice? Should companies embrace its principles? Circularity calls for a shift from a linear take-make-waste model towards one based on sharing, leasing, reuse, repair and recycling. For companies, it presents significant opportunities to innovate and future-proof their business. It’s a win-win, yet when it comes to connecting the dots between circularity and sustainability strategies — and how to measure progress — companies are at a loss. In this video,  Quantis Global Plastics + Packaging Lead Laura Peano explains what circularity means for business and how companies can start embracing its principles.

For more on a science-based plastics strategy, contact Laura Peano.

Laura Peano
Global Plastics and Packaging Lead
Quantis

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COP26 is over — here’s what business should have on its radar

COP26 is over — here’s what business should have on its radar - COP 26 Learnings - COP26 Business

COP26 has come to an end, the negotiators have left the building and the dust is settling on the Glasgow Climate Pact. While there are inevitably some disappointments, it achieved more than many thought possible, not least gathering together thousands of people from all over the world in the middle of a pandemic to advocate and work towards a common goal: moving from “aspiration to action” in order to keep alive the targets of limiting global temperature rise to 1.5°C.

We’ve highlighted some of the key moments and outcomes of the global gathering that are likely to have major impacts on business.

COP26 is over — here’s what business should have on its radar - COP 26 Learnings - COP26 Business

Climate change and nature are deeply intertwined and you can’t tackle one crisis without addressing the other.

Leaders address the elephants in the room

With the kick-off of the conference came a barrage of new climate commitments, led by India’s surprise 2070 Net Zero announcement and pledge that half its energy will come from renewable power by 2030. UN Secretary General Antonio Guterres added that “there is a deficit of credibility and a surplus of confusion over emissions reductions and net zero targets, with different meanings and different metrics.” 

Guterres called for countries to be forced to update their climate plans every year if current efforts aren’t good enough, a move that has been incorporated into the final agreement and that could see nations return in 2022 with stronger targets, particularly if the finance to fund emissions reductions is made available.

Another first, astonishingly, was COP26’s mention of fossil fuels, and the need to phase down unabated coal (rather than “phase out” after India, China and the US pressed for the language to be weakened) and phase out “inefficient” fossil fuel subsidies. 

There was also a strong deal to cut methane emissions by 30% by 2030, signed by more than 100 countries covering around half of global emissions, which could make an immediate impact. While much of the focus will inevitably fall on oil and gas producers, there are also major implications for the food sector, particularly for livestock and rice producers and their customers.

Nature gets a seat at the table

Biodiversity and nature had a much stronger role than ever before with more than 130 countries promising to halt deforestation by 2030, including — crucially — forest heavyweights Brazil and Russia, as well as the Democratic Republic of Congo and Indonesia. In addition, 26 nations vowed to make their agricultural policies more sustainable and a US$8.7 trillion coalition of investors committed to remove deforestation driven by agriculture out of their commodities portfolio by 2025

It is a welcome recognition that climate change and nature are deeply intertwined and you can’t tackle one crisis without addressing the other. But it could also mean that companies in the agrifood and apparel sectors need to take more heed of how they source raw materials with a greater focus on avoiding deforestation — both directly and indirectly.

New rules for carbon markets, sustainability-related disclosure standards emerge

Finally, the rules for carbon markets set out in Paris in 2015, were agreed upon, opening the way for a wave of private sector investment to flow to emissions reductions projects around the world. The whole idea of carbon offsets was slammed by Greta Thunberg as greenwashing. 

Former Bank of England Governor Mark Carney’s Taskforce for the Scaling up of Voluntary Carbon Markets envisages the voluntary carbon markets growing to US$100 billion by the end of the decade. Many view this as essential because a great deal of countries’ NDCs rely on carbon credits to meet their targets. However, the use of offsets must not be a substitute for immediate action to reduce emissions as much as possiblethere is no room for a “burn now, pay later” approach.

Another Carney initiative, the Glasgow Financial Alliance for Net Zero, announced that US$130 trillion of assets, amounting to 40% of the global total, are now covered by net-zero goals, with more than 450 insurance, banking, pensions, asset owner and asset management firms signed up to the Alliance. The announcement was met with scepticism as to how much of that money will be directed to the low carbon transition, but members will have to use science-based targets to show how they will reach net zero by 2050, with interim goals for 2030. With the Science Based Targets initiative releasing a new Net Zero Standard for business, the requirements for companies are becoming ever more explicit.

In addition, to help ensure the credibility of those commitments, a new International Sustainability Standards Board is being created that will make it easier to compare the environmental performance of companies around the world and enable investors to direct their money to companies that are decarbonizing.

The UN Food and Agriculture Organisation revealed a 17% increase from 1990 in reflection of the growth of global food supply chains in the past three decades. The food supply chain is on course to overtake farming and land use as the biggest contributor to emissions.

Companies in apparel and agrifood could suffer reduced access to capital if they fail to align their value chains with net zero in the years to come, but there will be additional finance available to those looking to cut emissions in the value chain.

COP shifts gaze towards business’ role in driving transformation

Business was more prominent than ever in Glasgow, and the World Business Council for Sustainable Development called for this to be formalized by establishing a common mechanism to assess business progress and delivery against climate action targets. It would allow companies to submit their own so-called Corporate Determined Contributions to back up their net zero targets.

With concern growing about increasing numbers of companies going private, in part to avoid scrutiny, over climate change, the Science Based Targets initiative announced that it had, for the first time, approved emissions targets for six private equity firms.

One area that was not hugely prominent at the conference was the role of consumers, and how companies can drive demand towards more sustainable products. This will be an important part of the progress towards a lower-carbon economy in years to come.

Despite the many areas of progress in Glasgow, and the significance of the pledges that have been made, it is important to remember that they are non-binding and countries, companies and investors can pull out at any time without any direct penalties. Public pressure and peer pressure from others are crucial in holding organizations to their commitments.

Even more importantly, we must recognize that these pledges are not enough to meet the 1.5°C target. As we hurtle towards 2030, our window of opportunity is narrowing. Investors and companies have a key role to play in driving transformative, meaningful action and encouraging governments to be as ambitious as possible — and it’s time to step up to the plate.

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Video: How should businesses approach plastic credits?

As companies strive for more circular value chains, “plastic neutrality” is becoming the North Star of packaging. To get there, many are turning to plastic credits. But what, exactly, are they? And how should they fit within a plastic strategy? As with carbon credits, not all plastic credits are created equal. Companies need to ensure they do their homework on the quality of the credits and avoid using them as a replacement for a long-term, science-based strategy focused on transforming value chains in line with a circular economy. In this video, Quantis’ Global Plastics + Packaging Lead, Laura Peano, breaks down plastic credits and how to get them right.

Get in touch with Laura Peano to talk plastics.

Laura Peano
Global Plastics and Packaging Lead
Quantis

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SBTi launches global Net-Zero Standard for business

Global net zero standard for business

It’s official! The Science Based Targets initiative (SBTi) has launched the highly-anticipated Net-Zero Standard. The first-ever global net-zero framework for business, this guidance will enable companies to set credible and robust net-zero targets in line with a 1.5°C future

Corporate net-zero commitments have accelerated rapidly in recent years, but without a common, science-based definition, much has been left to interpretation, resulting in concerns about commitment-washing. With clear expectations now set by the Net-Zero Standard, companies can ensure their path to net zero aligns with climate science.  

Quantis provided input on the Net-Zero Standard and we’ve put together the key takeaways to bring you up to speed.

“Amid the flurry of net-zero commitments, the new Standard brings much-needed clarity and forces us to face the facts: without drastic reductions, there will be no net zero.”

Charlotte Bande
Global Head of Climate Strategy, Quantis

What you need to know:

  • Deep, rapid reductions: The Net-Zero Standard requires prioritizing achieving drastic, absolute reductions across the entire value chain first and foremost. Near-term targets are required to ensure immediate reductions. For long-term targets, the SBTi has defined levels of residual emission reduction targets for various sectors, ranging between 80% to 100%.
  • Raised ambition: The SBTi has increased the expectations of all criteria. For near-term targets (starting July 2022), companies must align scope 1+2 ambitions with a minimum of 1.5°C (from well below 2°C) and scope 3 with a minimum of well below 2°C (from 2°C). The target year must be within five to 10 years from the submission date (previously 5-15). Long-term targets must cover 90% of the scope 3 (above the 67% threshold applied to near-term targets) and align with 1.5°C.
  • Clarity on claims: To claim net zero, companies will need to have achieved their absolute reduction targets by their target year. In other words, a company committed to reaching net zero by 2040 won’t be able to make net-zero claims unless it has actually reached its 80-100% absolute reduction goal — regardless of engagement in neutralization activities.
  • Action beyond value chain: In parallel to emission reductions across their value chains, companies are advised to go further to accelerate the global transition with investments to help mitigate climate change elsewhere, following the mitigation hierarchy.
A 1 5 C aligned Net-zero pathway - Global net zero standard for business - Quantis

What else?

  • The SBTi will begin validating net-zero targets in January 2022. Companies will need to book a slot to verify their net-zero targets and slots are filling up quickly. Get in touch with us to learn more.
  • For companies with significant emissions impact on Forest, Land & Agriculture (FLAG), a specific tool and methodology will be released in March 2022 and will include land-use change and removal pathways.
  • The SBTi has also released the Net-Zero Tool, which companies can use to determine the level of residual emissions they need to reach by 2050 at the latest.

What you can do:

  • If you wish to submit science-based targets, whether near-term, long-term or both, Quantis can guide you through the process.
  • If your company has high emissions from FLAG, we recommend waiting until March 2022 for the tailored tool and methodology before setting new targets. In the meantime, Quantis can provide the most up-to-date guidance while we work alongside World Wildlife Fund (WWF) on the development of the FLAG sectorial pathway.
  • If you already have approved SBTs and don’t plan on setting long-term net-zero goals, your SBTs are still relevant and you can continue with current goals, reviewing them within the five-year time frame as required.
  • If you already have net-zero targets, the Net-Zero Standard can help you determine their credibility and alignment with climate science.

Seven companies have already received approval of net-zero targets through a pilot process and over 600 companies have committed to setting them in the coming months. Now’s the time to set a bold climate strategy and accelerate your company’s sustainable transformation!

Quantis Team

Want to learn more about setting net-zero targets? Get in touch with Charlotte Bande.

Charlotte Bande
Global Head of Climate Strategy
Quantis

Related resources

Video: How can fashion brands tackle biodiversity loss? Ask a biodiversity expert.

The fashion industry is highly dependent on nature, with nearly 40% of textiles sourced from plants, forests and animals. Apparel and footwear brands cannot afford to stall action to tackle biodiversity loss across their value chains. But too often, companies are focusing on just a fraction of the supply chain, which translates into minimal impact reduction. In this video, Quantis’ Global Biodiversity Lead Edith Martin explains how fashion brands can tackle biodiversity loss where it counts.

Quantis Team

Get in touch with Edith Martin to talk biodiversity strategy.

Edith Martin
Global Biodiversity Strategy and Solutions Lead
Quantis

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Video: What’s business getting wrong about plastics? Ask a plastics expert.

As companies recognize the need to prioritize action on plastics, more and more are making public commitments to demonstrate this shift. But some common pitfalls stand in the way of action to effectively tackle plastics impacts. Assumptions — instead of science — too often influence the approach taken, which can lead to unintended consequences or failure to target the efforts that can bring the most positive change. So before jumping on the latest trend, there are a number of key boxes that companies should check through a science-based plastics strategy. In this video, Quantis’ plastics expert Laura Peano outlines three of the most frequent mistakes businesses make and how to avoid them.

Quantis Team

Reach out to Laura Peano to learn more.

Laura Peano
Global Plastics and Packaging Lead
Quantis

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Video: Where should the food industry take biodiversity action? Ask a biodiversity expert.

biodiversity in food sector

The food sector is an important driver of biodiversity loss through its impact on land-use change, climate change and water depletion and pollution. This means dangerous consequences on ecological — and business — resilience. Continuing down this path represents lower yields, reduced crop quality and poor nutritional value for food crops. To avoid a worst-case-scenario, agri-food companies need to act fast to halt and reverse nature loss by taking action where it counts. Watch our biodiversity expert Edith Martin walk us through examples of what that looks like in the food sector.

Quantis Team

Get in touch with Edith Martin to talk biodiversity strategy.

Edith Martin
Global Biodiversity Strategy and Solutions Lead
Quantis

Related resources

When it comes to biodiversity, businesses are at a loss

When it comes to biodiversity, businesses are at a loss

You’ve heard it called the “nature crisis,” an “ecological collapse” or the “sixth mass extinction.” Regardless of the label, there is no doubt that the accelerating decline of biological diversity will have dangerous repercussions for ecological resilience and human health and security.

The COVID-19 pandemic has provided shocking confirmation of the inextricable link between humanity and nature, and the devastating and far-reaching consequences of environmental degradation. According to United Nations Environment Program chief Inger Andersen, the outbreak of coronavirus was a “clear warning shot.” So, how will we respond?

There are two possible paths forward: complacency or action. We can continue with “business-as-usual” while bracing ourselves for the mass disruptions that lie ahead, or we can recognize biodiversity as one of our strongest allies in tackling climate change and securing a thriving future for people and planet. The choice is clear. The challenge? Unlike climate change, the topics of biodiversity and ecosystem services are not so easy to grasp. When it comes to addressing biodiversity loss, many businesses are, well, at a loss.

Here’s what you need to know to tackle biodiversity loss effectively.

In a recent survey conducted by Quantis among 29 leading corporations, 86 percent of respondents said they have or plan to develop a biodiversity strategy in the next two years, but only 4 percent feel well-informed about the correct actions to take. If you can relate, know you’re not alone! If you’re among the 96 percent of sustainability professionals feeling perplexed about how to address this topic, here’s what you need to know to tackle biodiversity loss effectively.

What is biodiversity worth to business? A lot, it turns out.

Biodiversity and business success go hand in hand.Swiss Re Institute’s recent study estimates that more than half of global GDP depends on high-functioning biodiversity and ecosystem services. For example, pollinators make crop production possible, while soil microorganisms are critical for soil fertility. That’s a cool $41.7 trillion, to put things in perspective. Yet, biodiversity conservation has only recently been given a seat at the table, now that it’s in free fall — not only in terms of species extinction but also total loss of biomass.

Land-use change is the main culprit of biodiversity loss, but resource exploitation, climate change and pollution are to blame, too. This is bad news for the planet and for business resilience. A business-as-usual scenario for land-based industries is a snowball trajectory of diminishing yields, reduced crop quality and lower nutritional value for food crops. 

While today’s diagnosis sounds dire, not all is lost. The good news is that nature knows how to bounce back when given the space to do so. We caught glimpses of this earlier this year when the pandemic reduced human activity. In France’s Camargue, the famous flamingo population grew tenfold!

Companies that work to protect nature seize opportunities to address supply chain risks, while fostering trust with consumers and investors — who are starting to pay close attention to those delaying action on nature. Perhaps most importantly, by addressing land use and land-use change, businesses can tackle the primary driver of both biodiversity loss and their climate impacts, protecting the critical carbon sinks that serve as natural climate solutions. It’s a win-win-win.

With a clear business case, new collaborative initiatives are putting biodiversity on the agenda, such as the European Commission’s Business @ Biodiversity and Le Club B4B+. In September, a record number of businesses (including Quantis) with a combined revenue of $4 trillion joined Business for Nature’s call to action to urge governments to adopt policies to reverse nature loss in this decade.

The commitment is there. Now it’s time for action. This is how companies can get it right.

Making the leap from reputation management to systemic change

Today, corporate biodiversity action is where climate strategy was years ago — aiming for incremental reductions and quick wins that may or may not be relevant to a company’s actual impacts.

Many businesses focus on a few high-profile commodities or species that present reputational brand risks. This nearsighted and passé approach is often reactive and disconnected from other sustainability initiatives. Without a quantitative and science-based view of their impacts, companies can miss critical hotspots in their value chain and the underlying drivers putting their business at risk. 

Just like climate strategy, it’s time to take a systems-level approach that is aligned with science and plugged into business strategy.

Shift your sustainability strategy to build business resilience and maximize your positive impact on the planet
When you align your biodiversity strategy with other topics such as land, climate and water, you find important synergies and avoid impact transfers from one topic to another.

Getting strategic: Holistic, relevant and climate-aligned action

What do best-in-class biodiversity strategies look like? They’re holistic, relevant and climate-aligned. Holistic means assessing and addressing biodiversity impacts across the entire value chain. A quantitative value-chain screening enables companies to identify biodiversity hotspots — those areas where biodiversity loss is greatest — and focus efforts there.

That’s what relevant action means; it’s targeting interventions where they matter most. Makeshift initiatives that focus on one species or one area of the value chain miss the mark.

For example: A biodiversity strategy for a food company with key products from coffee and cocoa can’t really be considered credible if it’s focused on beehives above its European corporate offices. Likewise, a fashion company with 95 percent of its revenue coming from cashmere products isn’t likely to make much progress on its biggest impacts through a regenerative agriculture project focused on cotton. Companies set themselves up for resilient success when data and science define the level of ambition and guide decision-making on biodiversity.

Examples of sector-specific action to address biodiversity loss and build business resilience
Make sure actions to address nature loss are relevant to your areas of highest impact

Finally, effective biodiversity strategies are aligned and integrated with climate efforts so progress in one area supports progress in the other, and we avoid impact transfer. In June 2021, the Intergovernmental Panel on Climate Change (IPCC) and the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES) released a report that explores the interdependencies between the climate and biodiversity. It shows how actions to limit climate change affect nature: most provide co-benefits (like the protection and restoration of ecosystems), with some exceptions (for example, land pressure caused by increased biofuel production) — further evidence of the need for biodiversity to feed into a holistic sustainability strategy.

An integrated approach also helps companies navigate emissions reductions and removals on their path to net zero.

Start by assessing your footprint on nature

How can you ensure your strategy checks all the boxes (holistic, relevant and aligned climate efforts)? By taking stock of and understanding your company’s impacts.

A variety of methods and assessments have emerged for measuring biodiversity impacts, and at this stage in the game, a standard approach hasn’t been defined. Things are especially complex for biodiversity because the assessment metrics are more varied than for other sustainability topics.

Whereas climate change impacts are measured on a global scale using greenhouse gas emissions as the indicator, impacts on biodiversity are highly localized and multidimensional. There are 10 to 15 indicators that address the main drivers of biodiversity loss laid out by the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES).

At Quantis, we’ve developed a biodiversity impact assessment that gives a full picture of a company’s impacts — think of it as a corporate footprint on nature.

The tool harnesses leading-edge footprinting science (life cycle assessment, or LCA) and integrates local considerations addressing climate change, water depletion, pollutant emission and land use. This approach gives companies a big picture view of their impacts across the entire value chain, allowing them to identify the commodities and activities driving the greatest impacts on nature and where in the world these impacts are taking place.

With this baseline, we can determine the right approach and methods to use, such as site-specific initiatives, a supplier engagement strategy or a deep dive into a specific issue such as soil health. An assessment also plays an important role in getting internal stakeholders on board, the ones who will be key players in driving transformation, including product development teams, sourcing and suppliers.

Workshops and game-based learning are effective ways to get internal teams informed and engaged on key concepts and trends in biodiversity and to help them understand how biodiversity is relevant for their specific business activities and the scale of change needed.

Is your business target-ready?

When the Science Based Targets initiative launched, it catalyzed a new standard for climate strategy. More than 1,000 companies have already committed to use science as their compass for business transformation in line with a 1.5 degrees Celsius future.

The Science Based Targets for Nature will soon do the same for biodiversity. It’s an exciting time to help shape the movement to reverse nature loss and regenerate biodiversity. Quantis advised on the initial guidance for business on the nature-related metrics developed by the Science Based Targets Network and expects methods to be released in 2021.

With a biodiversity impact assessment, businesses will be ready to set these targets and start off on their journey to building a science-based biodiversity strategy. If you’re ready to get going, let’s chat!

Quantis Team

Ready to leverage environmental science to address biodiversity impacts in your value chain? Talk to Edith.

Edith Martin
Senior Sustainability Consultant
Quantis

Related resources

Video: How can cosmetics brands take meaningful biodiversity action? Ask a biodiversity expert.

biodiversity ad cosmetics

More and more companies are placing biodiversity at the top of their priority list. Yet many businesses still aren’t sure where to begin to meaningfully tackle nature loss. A one-size-fits-all approach won’t bring meaningful progress. Instead, companies need to tackle the areas most impacted by their business. This can look pretty different depending on the industry. For cosmetics and personal care, the main drivers of nature biodiversity loss are linked to climate change, water depletion and pollution and land-use change in particular. With that in mind, how can the sector take relevant actions to curb their footprints on nature and maximize positive impact? Discover three examples of sector-specific steps that cosmetics and personal care brands can take with our biodiversity expert, Edith Martin.

Quantis Team

Ready to embark on your biodiversity journey?
Reach out to Edith Martin to get started.

Edith Martin
Global Biodiversity Strategy and Solutions Lead
Quantis

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Quantis CEO talks leveraging purpose, partnership + innovation to drive sustainable transformation

Dimitri-Q&A-Sustainable-Transformation

Quantis CEO Dimitri Caudrelier has a vision for a planetary economy that aligns business with nature — business at its best. He shares his insights on what it will take to usher in this new era for business and how Quantis is fueling this transition with purpose, partnership, innovation and optimism.

+ You've spent the last 12 years of your career at Quantis. What has made you stay?

My strong belief in our mission, our scientific core and our amazing team. I truly believe that we have the ability to shift business and the economy as a whole from a profit-at-all-costs model to one that operates within planetary boundaries — a planetary economy where business works with, not against, nature. This conviction is shared across the company and it’s what drives us. And it’s strongly linked to our scientific roots. Quantis was founded on the belief that science can point business towards true sustainability by showing us the level of change needed to operate within the limits of the planet and the steps needed to get there. And the science is getting better every day, providing us with more clarity and deeper understanding.

Achieving this vision won’t be possible without collective action and intelligence. We believe that we’re part of a global movement for systemic change and this really guides how we work at Quantis — both internally and externally. Working not just with clients, but with sustainability scientists, experts, NGOs and competitors allows us to scale our impact.

Operating within the means of the planet is what needs to be leading businesses, both now and in the future. This shift will require courageous leadership and profound transformation of operating models and value propositions.

+ How would you describe the Quantis Spirit?

It’s our culture — our mindset, energy and way of working. It’s not something that appears in a corporate slidedeck, it’s our nature, how Quantisians are all together. We’ve built this collaborative, positive and dynamic environment that allows ideas and innovation to thrive. It’s fueled by this strong internal desire to keep learning, growing and finding ways to scale our impact and go even further with our actions.

+ What are you most proud of in terms of what you and your team have achieved at Quantis?

I’m really proud of how far we’ve come over the last 15 years. We started out as a small spinoff of the Swiss Federal Institute of Technology Lausanne (EPFL) with just a handful of people with a lot of knowledge of environmental issues and life cycle assessment. Today, we’re a team of over 200 people — environmental engineers, business strategists, communications specialists, IT developers, former corporate sustainability professionals and more — and we reach CEOs and leaders around the world, supporting them on their sustainability trajectories. This growth has happened organically and we’ve remained independent through it all. It’s a pretty big achievement. Many of the first Quantisians are still around today and are still working with the same level of conviction they had on day one.

+ Before becoming CEO, you were director of Quantis France. How did you plan to lead differently as CEO? What has surprised you about the CEO role that you didn’t anticipate?

I really enjoyed leading Quantis France for five years. During that time we built a strong team of incredibly smart and talented people. Together, we established a culture and way of working that allows us to find solutions to serious challenges without taking ourselves too seriously. This really allowed us to build strong relationships of trust with our clients. I am still based in Paris and close to this team that I’d grown to love.

I’ve always been energized by connections — connecting great people or even connecting problems with solutions so we can make a bigger impact at Quantis to build a sustainable future. When I stepped into the role of CEO in 2020, I really wanted to maintain the same connection with Quantisians as I had as director of Quantis France. I set up one-on-one discussions with as many Quantisians as possible to learn about and understand the entire Quantis ecosystem — what makes each branch tick. I truly believe that we are stronger together, so I wanted to make sure Quantisians were really onboard before making any big decisions. The process really opened my eyes to the specificities of each market, but it also showed me the high level of ambition and conviction we have at Quantis. Each discussion made me proud of our company and what we’re collectively working towards, and grateful to have the chance to lead this incredible team. I was left feeling excited about the future and ready to take us even further.

Leadership can make or break sustainable transformation. Passing the sustainability leadership test will require leaders to challenge long-held beliefs about doing business.

+ What are your priorities as Quantis CEO?

My top priority is to deliver on our vision: shifting businesses in our key markets and sectors from business as usual to business at its best. What do I mean by business at its best? Business models that are in alignment with planetary boundaries. It’s the foundation of what we like to call the planetary economy. I truly believe that this is the way forward and that operating within the means of the planet is what needs to be leading businesses, both now and in the future. This shift will require courageous leadership and profound transformation of operating models and value propositions. 

Collaboration with our partners, clients and entire ecosystem will be key for paving the way for systemic change and we’re more ready than ever to work with others to make it happen.

+ How do you define purpose? How does this purpose inform where Quantis is headed next?

Purpose is our why — what drives us, what gets us up in the morning. At Quantis, we see ourselves as part of a global movement for systemic change. And for us, it’s really about co-creating a new economy aligned with planetary boundaries in partnership with as many players as we can get onboard — businesses,  NGOs, scientific institutions, global organizations, our partners and clients, etc. We see our role in this movement as to not only support the defining of this new economy and the trajectory businesses need to get there, but also in helping businesses implement the necessary transformation it will take to get there.  

This purpose influences how we think about talent and our approach to supporting business in tackling the key challenges we face:

  • The conviction, expertise and creativity of Quantisians is what makes us tick. We’ve been busy strengthening our team to prepare for the decade of change that lies ahead and to take our ambition and mission to the next level. We’ve been adding some great new talents and taking a strong focus on development. 
  • Our approach is based on the idea that incremental changes won’t deliver the level of change needed — we need to approach the challenges we face from a systems perspective. Climate change is only one of the risks our planet, humanity and businesses face, so we need to make sure we aren’t addressing only one part of the problem. We need all of Earth’s ecosystems to be functioning properly and thriving, otherwise the whole system falls down. We want our clients to approach the challenges ahead with all of the tools in their toolkit. Without taking a systems view, companies are missing out on a major opportunity for true transformation and  the chance to preserve the future of their businesses and the planet as a whole.  

+ What do you believe are the critical ingredients for sustainable transformation?

True sustainable transformation requires three main things:

  • Strong leadership and a willingness to shake up the status quo: Leadership can make or break sustainable transformation. Passing the sustainability leadership test will require leaders to challenge long-held beliefs about doing business and normalize asking the “tough” questions at shareholder and board meetings, like “Will our current business model get us to the goals we’re promising to achieve?” or “Are our activities at odds with our sustainability goals?”
  • Walking the talk: Not just giving lip service to sustainability, but actually doing the work to fulfill promises and create the conditions that will lead to change. That means tearing down silos between sustainability departments, key business divisions and corporate influence teams, ensuring that everyone at every level is walking the talk, too.
  • Transparency and collaboration: By acknowledging challenges, errors, as well as successes, leaders can contribute to a culture of authenticity and build the trust to lead transformation. It’s time to challenge traditional boundaries with competitors, too. It’s cliché but it’s true, we’re stronger when we work together.

Does this vision resonate with you? Want to join us on our mission to align business with nature? Join our team!

Related resources

Farther, faster, together: Putting competitiveness aside to accelerate sustainable transformation

Collaborative Initiatives sustainable transformation

Industry alliance, pre-competitive consortium, cross-sector partnership… whatever you call it, joining forces with peers to problem-solve builds beyond just a “feel good” club. By collaborating with competitors to tackle shared sustainability challenges, businesses have an opportunity to lead their industry forward — or face the risk of falling short on meeting their goals.

Forward-thinking companies set on securing resilience in a disruptive future know that sustainability is a business imperative. And they recognize that delivering on commitments is a heavier lift than what a single company can carry. It will take all hands on deck to transform entire supply chains, industries and markets. While it may feel like going against the very tenets of business, leading companies are conjuring up courage to get comfortable with competitors.

Let’s dig into the benefits of industry collaboration done right and why it’s more than a nice-to-have for businesses who are serious about sustainable transformation.

Collaborative Initiatives sustainable transformation

In collaboration comes the potential for real transformation.

Putting all the players on the same team

The most pressing issues in sustainability are often the most complex and difficult to get right. From product and packaging innovation to regenerative agriculture; water stewardship to land-use change, there are a number of areas that, when tackled collectively, become much less daunting. 

Companies and their needs are as unique as individuals, yet the challenges they face are similar. When we approach a problem from a single perspective, we’re doing so with only half of our toolset. Industry collaboration serves as a platform for streamlining the diverse tactics to solve these systemic problems and pooling efforts and resources to push the industry forward as a whole. While sustainability practitioners may already informally compare notes with their counterparts, official partnerships and collectives formalize these collaborations — bringing solutions to the surface faster and making it easier to scale them. What’s more, they provide a venue to put all relevant stakeholders at the table.

Collaborative initiatives bring the added benefit of using herd mentality as a force for good. Setting up industry or multi-stakeholder initiatives makes it easier to bring additional players on board, with a ripple effect that pressures stragglers to up their sustainability game, too. And widening the scope to bring NGOs and scientific institutions into the fold can help boost the expertise and credibility of the collaboration — which is essential for communications down the line — and unlock opportunities for the entire ecosystem. Banding together, organizations can accomplish much more and on a larger scale than they could alone — and minimize the cost of doing so.

Forget reinventing the wheel alone — leapfrog to action

Given the shared nature of environmental challenges and the complexity of the supply chains in which they exist, companies are recognizing the potential to fill gaps collectively. Through a diverse, big-picture strategy that fosters proximity, collaboration enables stakeholders across the value chain to identify and prioritize the most prevalent shared pain points. From there, the stage is set for harmonized action on a large scale. 

Silos stifle innovation and create duplicated efforts to reach the same goal. Rather than focusing on their own individual needs, companies can band together to overcome shared obstacles, creating universal tools, frameworks and methodologies that can be applied widely by a diverse range of stakeholders, effectively leveling the playing field for industry players and driving action where it matters most

With such clarity and focus, it becomes easier to build engagement across the entire value chain — among suppliers, manufacturers and producers. Working from a common framework, downstream actors can build stronger business cases for investing in the infrastructure, technology or processes needed to drive and respond to collective transformation.

The Science Based Targets Network — a group of more than 45 experts from business associations, consultancies and NGOs working to set targets to enable companies to operate within planetary boundaries — is a good example of what putting these principles into practice looks like. And companies are collaborating on issues specific to their respective sectors as well. Take packaging for example. In the cosmetics industry alone, an estimated 120 billion units of packaging is produced every year (much of which is not recyclable), according to Zero Waste Europe. In May 2018, Quantis co-founded the Sustainable Packaging Initiative for CosmEtics (SPICE) with L’Oréal, bringing together beauty brands across the globe around a common goal. Together, SPICE partners launched an ecodesign tool to support resilient decision-making and improve the environmental performance of the entire packaging value chain.

At Quantis, we’ve witnessed collaboration catalyze a number of industry solutions: from leveraging satellite imagery for better agricultural data with geoFootprint, to the pioneering Plastic Leak Project Guidelines; streamlined ICT footprinting through PAIA, to a common sustainable finance tool with NECi and more. Inside and outside our walls, we’ve seen initiatives like these multiply at lightning speed over the past decade — and we don’t anticipate the trend slowing down anytime soon.

Filling the knowledge gap

“What gets measured gets managed” takes on a whole new meaning when an entire sector is involved. The deeper we can go with the data, the clearer the path forward becomes. Comprehensive data is critical to improve decision-making and lays the foundation for intelligent sustainability strategies. Without it, teams are just taking shots in the dark. Industry collaboration offers an avenue to build robust databases that can both boost organizations’ own sustainability efforts and open up new opportunities for sector-wide engagement.

The World Food LCA Database (WFLDB) arose out of increasing demand from key players in the agro-food sector, such as Nestlé and Mars, for more reliable data on food products and processes to optimize environmental performance. Similarly, Quantis and a consortium of leading organizations from the apparel and footwear sector, including Hugo Boss and Oeko-Tex, founded the World Apparel and Footwear Life Cycle Assessment Database (WALDB) to generate credible data on the environmental impacts of supply chains.

Quality — not just quantity

Shared risks and responsibilities require a collective response to drive real and meaningful change — fast. But the point isn’t to see more and more groups emerge without a clear value-add to what exists already — and companies shouldn’t seek them out for publicity or in a race to rack up as many initiatives as they can. But companies that aren’t part of one should get curious about those that exist — looking to where they can best contribute and maximize their impact. With sustainability starting to take center stage in business, it’s important that a spike in collaboration doesn’t come with a dip in accountability. Ensuring good governance and member adherence to the objectives and requirements of the initiative are factors that often determine its success and credibility. So don’t just join any group — join with intention and stick around after the initial fanfare and cameras are gone. More importantly, make sure you’re an active member that delivers on commitments.

Given the abundance of collaborative initiatives today, it’s normal to feel overwhelmed. Be sure your priorities are clear — based on your company’s biggest challenges and environmental hotpots, as well as what the science calls for. Talk to us to understand where to focus your efforts and which collaborative opportunities will truly help you move the needle.

Giving business a leg up for effective water stewardship

water

To ensure the continuity of their operations, as well as contribute to the resilience of the watersheds that sustain them and the local communities they interact with, companies need to identify, quantify and ultimately act upon water risks in their supply chains.

Water stewardship allows companies to manage risks

It is important to note that these risks are not constrained to a business’ direct operations — they arise all along the value chain. Indeed, when Unilever conducted its own water footprint, it identified two main hotspots beyond the scope of its own operations: Consumer product use accounts for 85 percent of Unilever’s water footprint, while agriculture weighs in at 15 percent. Acting upon these metrics, Unilever revisited its products to help consumers cut their water consumption¹ and worked with farmers to introduce water-conscious solutions.²

Quantis uses the ISO 14046 and ISO 14073 norms to walk companies through the practicalities of evaluating their water footprint across their products’ entire lifecycle. Quantis’ foundational expertise in life cycle assessment allows teams to model a business’ entire value chain, providing insight into key water-related hotspots, stressors and pollutants. This information is essential for creating and prioritizing action plans.

water

Quantis suggests a 3-point approach to drive water stewardship across the value chain:

1+ Assess and quantify potential water risk factors both diverse and tied to a local context
2+ Set ambitious goals through context-based water targets
3+ Work collectively on water stewardship challenges

1+ Assess and quantify potential water risk factors.

These risks are tied to a local context and are present in various forms:

  • Physical risks: diminishing resource availability, pollution and acute sensitivity of receiving waters, climate change-related impacts;
  • Regulatory risks: lacking water catchments governance, regulatory evolutions;
  • Reputational risks: brand image, local activism…

Once identified, businesses need to assign a financial value to risks and get a clear picture of their corresponding impacts (environmental, social…) and opportunities (reduced expenditure, compliance with regulations, stakeholder dialogue…). To facilitate this process for major energy operator Total, Quantis developed the Wat-R-use Assessment Tool. The multi-criteria tool permitted Total to shift from an empirical and perception-based decision-making approach for investment around water reuse to one that is systematic and context-based.  

Efforts such as these are expected to gain traction as global databases reach the appropriate level of detail and accuracy. In the interim, a good starting point for businesses looking to assess and quantify water risk is to tap their site managers, EHS teams and stakeholders for the data they collect. Accessing tools such as Aqueduct, the Water Risk Filter, GEMI Local Water Tool and Water Risk Monetizer can also be useful.

2+ Set ambitious goals through context-based water targets.

Water challenges, by nature, are highly localized. As such, water stewardship targets and plans should be focused on addressing issues at the local level. There is no one-size-fits-all solution for managing water issues. Context-based water targets³, however, offer a way for companies to structure corporate water stewardship plans and develop solutions that take into consideration concerns at the local level. For instance, in areas where water pollution is present, local industry must work together to set targets and reach ambient water quality standards. Where water access presents a challenge, companies would be well advised to work with local communities through water sanitation and hygiene programs.

In a nutshell, businesses need to align with UN Sustainable Development Goal 6, which addresses water stress, pollution, ecosystem protection, access to water and sanitary infrastructures, as well as resource governance. Mars, Incorporated is one company that has begun taking action to protect and improve water availability as well as eliminate unsustainable water use throughout its extended value chain. The US-based global confectionery, food products and pet food manufacturer worked with the World Resources Institute (WRI) to set and advance standards for context-based water targets and now aims to ensure water consumption across its value chain remains below the limit of what is annually renewable.

3+ Work collectively on water stewardship challenges

Equipped with an acute understanding of their water risks, businesses can create effective  action plans. However, given the shared nature of water challenges, interventions need to address internal company actions as well as external catchment-wide conditions to maximize impact. Companies must responsibly share the resources they use, co-develop solutions with local stakeholders and support the development of sound public water policy.

Looking ahead, businesses will need to work with local farmers and other key value chain actors to implement water-conscious approaches and ensure water resources are sustainably used. As early as 1992, bottled water producer Evian initiated a collaborative resource management plan with watershed users, including local communities and farmers. As a result, farmers were supported in maintaining the local cheese production, applying the latest techniques to increase their milk production and meet European standards. Reducing the impact of agriculture ultimately led to an increase in smallholder income, all the while safeguarding the long-term purity of the Evian mineral water.

Diageo, The Coca-Cola Company and PepsiCo5 have also been working extensively with the communities in which they operate, most notably through replenishment programs,  raising the bar for more and more companies to commit to water balance.

Now is the time to activate water stewardship

Moving beyond impact assessments, context-based water targets guide companies toward water balance. To support businesses in these efforts and allow for a framework to assess the benefits of water stewardship in a comparable way, partners WRI, Valuing Nature, Quantis and Limnotech developed the Volumetric Water Benefit Accounting (VWBA) Methodology. The VWBA enables companies to measure the impacts of investments in water stewardship and associated contributions to shared outcomes across a catchment using science-based metrics. Using the methodology stakeholders are able to quantify to what extent their water stewardship actions contribute towards the achievement of SDG 6.

The methodology aims to support organizations in four key areas:

  • Investment decision-making: by quantifying the benefits of water stewardship initiatives based on the desired outcomes and impacts
  • Monitoring and reporting: by providing comparable metrics to measure the benefits of water stewardship activities across impact areas, sectors and geographies
  • Water risk mitigation: by responding to shared water challenges and delivering shared benefits where and when it matters
  • Advancing public policy objectives: by aligning water stewardship investments and outcomes with global public policy priorities and the Sustainable Development Goals

In 2021, the methodology has been complemented by a Practical Guide to Implement Water Replenishment Targets providing a practical resource to facilitate the application of the VWBA method.  

To find out how businesses can tap into the benefits of effective water stewardship, contact Senior Sustainability Consultant and water expert Tatiana Fedotova.

1. https://www.unilever.com/sustainable-living/reducing-environmental-impact/water-use/helping-consumers-save-water/
2. https://www.unilever.com/sustainable-living/reducing-environmental-impact/water-use/working-with-our-suppliers-and-farmers-to-manage-water-use
3. https://www.ceowatermandate.org/files/context-based-targets.pdf
4. http://www.mars.com/docs/default-source/Sustainabile-In-A-Generation/water-stewardship_83017.pdf
5. https://c402277.ssl.cf1.rackcdn.com/publications/979/files/original/WWF_Water_Balance_Targets_Report.pdf?1481293867

Video: How to get offsets right? Ask an expert.

Carbon Reduction, Carbon avoidance or Carbon removal? Ask a climate expert.

As companies ramp up their climate strategies, they’re looking to offsets to help reach net zero targets. But not all offsets are created equal. What does the science say? Companies should prioritize offsetting projects that avoid emissions from being released in the first place, before turning to offsetting projects to remove residual emissions from the atmosphere. It’s important that businesses do their homework thoroughly before hitting “go” on an offset project. Watch Charlotte Bande walk you through some best practices to ensure your approach to offsetting meaningfully contributes to your climate goals.

To learn more about how offsets should fit into your climate strategy, get in touch with Charlotte.

Related resources

Video: 3 steps for biodiversity action

biodiversity action Quantis biodiversity methodology

Businesses are starting to recognize biodiversity as a key ally in tackling climate change and securing a resilient future. But the corporate actions taken vary in their effectiveness. In order to drive meaningful change, companies need a full picture of their footprint on nature and a strategy to target interventions where they matter most.

If you aren’t sure where a biodiversity strategy fits in your company, or which interventions to prioritize — this video will give you a quick overview with three steps to get biodiversity action right.

Related resources

Video: Is your net zero commitment credible? Ask a climate expert.

Carbon Reduction, Carbon avoidance or Carbon removal? Ask a climate expert.

Net-zero noise is getting louder and louder. Companies are making big commitments to reach net zero, but is the term so overused that it’s lost its meaning? When it comes to corporate climate plans, the devil is in the details. Before joining the chorus of commitments it’s important that companies take a step back to truly fix objectives that maximize their impacts — net zero or otherwise.

In our “Ask a climate expert” series, Charlotte Bande addresses the pressing questions facing businesses. In this edition, she walks us through several steps every company should take before they declare a net-zero goal.

Want to make sure your climate commitment checks all the boxes? Reach out to Charlotte for insights.

Related resources

Courage: The Critical Lever for Driving Sustainable Transformation

Courage: The Critical Lever for Driving Sustainable Transformation

In the first few months of 2021, there’s already been a steady stream of calls for reimagining our current economic model to pave a better way forward. Scientists, academics and activists have been pushing a more inclusive and sustainable agenda for decades. Now, we’re finally seeing corporate executives, investors and entrepreneurs start to champion this vision or — at the very least — acknowledge that a step change is needed.

Why now? The past year for one. 2020 revealed, beyond doubt, that the climate emergency is no longer an obscure issue for scientists to sort out. It’s here. The next few years are critical and there’s no time to waste. Businesses need to be bold and double down on climate action — now!

Courage: The Critical Lever for Driving Sustainable Transformation

Playing the long game in a system that thrives on short-termism.

Change, however, is never easy — because it means stepping into the unknown, making daring decisions, going against the status quo and profoundly changing the way we do business. In the years since COP21, we’ve seen and heard from hundreds of corporate sustainability champions across industries just how difficult true transformation can be. 

Often, the biggest challenge these changemakers face in putting their ambitious agendas into action: playing the long game in a system that thrives on short-termism. 

It’s not necessarily that businesses don’t recognize the value of sustainability — many are acutely aware of the myriad of financial and non-financial benefits it brings to the table. And they’re on board, encouraging internal stakeholders to define a new way forward. 

The reason sustainability efforts so often fall short or stall out is that businesses aren’t creating the right environment for them to really take off. Sustainability champions are often expected to completely transform their companies while operating within the constraints of a financial system and business practices that are at odds with — and actively undermine — long-term value creation. It’s an uphill battle that they’re fighting alone.

It takes a lot of courage to push for positive change under these circumstances. And we need more of it — from insiders in all departments and at all levels, and in particular from those in a position to drive real transformation: board members, shareholders, investors, CFOs and other C-level executives. 

Leaders need to have the courage to:

  • amplify the voices of and advocate for those driving the sustainability agenda,
  • enter into meaningful dialogue with changemakers, acknowledging the roadblocks they face, and 
  • actively work alongside them to break down barriers

Sustainable transformation is possible and within our power. Visionary individuals brave enough to question, challenge and redefine the status quo within their organizations will be the ones to make it happen. But they need others to stand alongside them, to help them remove obstacles, streamline efforts, create better, more effective solutions faster and keep the momentum going.

Who in your company needs to hear this? 

Talk to us about the challenges you’re facing as a changemaker and how to inspire others to find the courage to take action.

Related resources

Video: Reduction, avoidance or removal? Ask a climate expert.

Carbon Reduction, Carbon avoidance or Carbon removal? Ask a climate expert.

When it comes to climate strategy, it’s easy to get muddled by all the buzzwords. In a new video series, our climate expert Charlotte Bande tackles the most common questions raised by companies looking to make meaningful contributions to net zero. First up, what’s the difference between reduction, avoidance and removal? How should it shape a company’s climate strategy? Let Charlotte break it down for you and point out where your business should prioritize action.

Have a climate question on your mind? Get in touch with Charlotte Bande.

Related resources

International Day of Forests: Resources to take a bold step towards zero deforestation

International Day of Forests: Resources to take a bold step towards zero deforestation

It’s International Day of Forests and this year’s theme —Forest Restoration: A path to recovery and well-being — couldn’t be timelier.

The importance of forests to biodiversity, ecosystem services, food systems, human health, local economies and tackling climate change can’t be overstated. The events of the past 12 months have provided evidence of our inextricable link to nature and the dangers of upsetting this fine balance, as well as a wakeup call to what’s in store if we continue to hit the snooze button.

Yet during that same period, deforestation increased by more than 50%. At the same time, companies missed the mark on a major milestone on the road to eliminating deforestation from their supply chains by 2030 — halving deforestation by 2020.

Resources to help businesses tackle deforestation-related impacts to make progress on biodiversity and climate goals.

Deforestation accounts for 15% of global GHG emissions and makes up a significant portion of companies’ land-related impacts — on average, nearly 24% of company revenues depend on commodities linked to deforestation. We won’t be able to solve the growing climate and biodiversity crisis without a solution for deforestation. The sooner companies start on that journey, the more resilient they’ll become and will be better positioned to make meaningful progress on climate and biodiversity goals.

Want to learn more about how working with nature can help your team tackle its climate and biodiversity goals? Here are a few resources to get started:

INSIGHTS

Natural Climate Solutions: How 4 global companies leverage nature to tackle the climate crisis

For companies in land-based industries, natural climate solutions — conservation, restoration and regenerative land management activities that draw carbon out of the atmosphere — are the most relevant and the most untapped reduction opportunities for corporate carbon strategies. 

When it comes to biodiversity, businesses are at a loss

Most sustainability professionals aren’t clear about what biodiversity loss means for business and how to tackle it. Here’s what you need to know.

METHODOLOGY + GUIDANCE

Accounting for Natural Climate Solutions Guidance

Accounting for Natural Climate Solutions: Guidance for Measuring GHG Emissions from Land, Forests, and Soils across the Supply Chain delivers a robust methodology to embed land-related emissions in corporate and product footprints, which can be used for science-based climate target setting efforts. The Guidance’s supporting Annex document provides detailed information on the scope of the proposed methodology, including technical instructions, context, debated challenges and limitations as well as references.

TOOLS

geoFootprint

geoFootprint powerfully combines data from satellite imagery with environmental metrics to visualize and simulate the environmental footprints of key commodity crops on an interactive world map. Understand what’s driving your footprint, including deforestation, and transform how you measure and manage crops’ impact on the planet. 

WEBINARS

Natural Climate Solutions: Tap into the opportunities

Using concrete project cases, experts demonstrate how leading companies are working collaboratively to deploy natural climate solutions that reduce climate impacts, assess strategic opportunities, mitigate risks and develop strong partnerships across their supply chains.

geoFootprint: the interactive world map of crops to transform sustainable management of agricultural supply chains

Hear from experts at Quantis, Cool Farm Tool, General Mills and WBCSD as we provide a peek at how geoFootprint helps you visualize and calculate agricultural supply chain impacts, how it complements the Cool Farm Tool to bridge the gap between farm-level assessment and supply chain strategies and how leading companies are using it across their value chain.

CASE STUDIES

Barry Callebaut: A new methodology to account for land-use change in the cocoa supply chain

Quantis and Barry Callebaut worked in close partnership to develop an innovative carbon footprinting methodology to assess the impacts of land-use change and deforestation driven by cocoa farming. Designed specifically for the cocoa supply chain, this first of its kind methodology combines GPS data, satellite imagery and farm-level management data.

Braskem: Catalyzing meaningful action on land-use change through supply chain collaboration 

Braskem teamed up with Quantis to assess the land-use change (LUC) impact of its biopolyethylene (Green PE) from sugarcane ethanol. The results from the project provide a solid foundation for Braskem’s climate strategy, risk management, sustainable sourcing and communications.

Related resources

To fix fashion’s sustainability problem, we need a little less conversation and a little more action

To fix fashion’s sustainability problem, we need a little less conversation and a little more action

You can’t have a conversation about fashion these days without touching on the topic of sustainability. The industry’s environmental impacts — from greenhouse gas emissions to microplastics, biodiversity loss and water ecotoxicity — are now well-known by consumers and companies alike. But awareness isn’t enough. All eyes are now on brands to usher in a new era for fashion, one where industry operates within the means of the planet.

So, how are they measuring up? Spoiler alert: far from good enough. Over the last few years, the number of companies committing to set science-based targets, and multi-stakeholder initiatives have skyrocketed. A number of coalitions such as Fashion Pact, the United Nations Fashion Industry Charter for Climate Action, Make Fashion Circular and Fashion Conveners have formed to tackle the industry’s impacts on climate, biodiversity, land-use change and more. It’s an encouraging sign and a step in the right direction, but in this decade for action, good intentions are simply not enough.

To fix fashion’s sustainability problem, we need a little less conversation and a little more action

The fashion industry is on the verge of a climate revolution, but action is getting bogged down by semantics and distracted by low-hanging fruit.

Given the scope and speed of change needed to transform fashion, the follow-through — translating these good intentions into tangible actions with meaningful impact — is where brands are falling short. Even before the coronavirus pandemic hit, the industry’s slow progress was starting to raise eyebrows.

5 challenges slowing the pace of improvement

What’s keeping brands from leaping into action isn’t complacency. The slow pace of improvement is largely linked to these five common pitfalls:

  1. Sustainability still isn’t seen as a top priority. Fashion execs predominantly see sustainability as a cost rather than a value driver — a gateway to new business opportunities and reduced risk. When viewed through this lens, sustainability is made a fringe activity, separate from core business processes such as strategy, governance, marketing, design and development and operations. The focus is on compliance and efforts that don’t disrupt business as usual, rather than actually tackling significant risks and impacts.
  2. There’s no clear vision about what it means: Sustainable, circular, resilient — this is what consumers and investors are asking apparel brands to be. But there’s a big gap between where stakeholders expect companies to be and reality. That’s a problem. A surprising number of brands still don’t have clarity on what sustainability means in practice and use the latest buzz to guide sustainability efforts.
  3. There’s too much focus on low-hanging fruit. Brands are often tempted to turn to quick fixes, such as offsets, to yield wins in the short term, but these makeshift solutions are unlikely to have a big impact on business sustainability. Certification schemes for raw materials are another example. Brands rely on certifications to demonstrate improvements made within their supply chains, but this can be misleading. A certified material doesn’t necessarily equate to impact improvements. Focusing energy and resources on incremental interventions that do little to address the root cause of key impacts will make it harder for fashion brands to carve out a credible path to sustainability and build business resilience in the long run.
  4. Details are getting in the way of action. Is the industry’s contribution to global GHG emissions 5%, 8% or 10%? Are the environmental impacts of microplastics included? Does sourcing 30% recycled polyester reduce our impact by 2% or 4%?  All too often, fashion brands let what they don’t know prevent them from acting on what they do know. They can already accomplish a lot with the tools and data available today.  There is sufficient data available to make intelligent decisions and take meaningful action in their supply chains, even as efforts to improve knowledge continue.
  5. Efforts are often siloed. The scope and complexity of the issues fashion brands must tackle requires a collective response to drive real progress at the pace needed for long-term change. Multi-stakeholder sustainability initiatives have moved from fringe to mainstream at breakneck speed as brands begin to see the value of collaboration in solving shared challenges. Yet within companies, sustainability efforts aren’t always embedded into every aspect of business. Lack of communication and coordination between teams can undermine or slow the pace of improvement, as well as create chaos and additional work.A classic example: the creative team designs a sustainable product, but then the purchasing team can’t find the right suppliers to source the materials needed to produce it. The operations team then has trouble meeting the production schedule, and the sustainability team blocks the process to verify everything is being done correctly. And then, when the product is almost at the finish line, retail says it’s not on board, so the products will not be marketed to the potential customers as sustainable.

3 ways to fast-track fashion’s sustainable transformation

There is no vaccine for climate change, and fashion brands must shift gears quickly to mitigate adverse effects on their supply chains and keep up with rapidly changing stakeholder expectations, values and behaviors. Here are three ways fashion can get on the fast track:

  1. Understand where you stand

There has been a massive wave of climate, deforestation, biodiversity and plastic commitments by the fashion industry in recent years but not much to show for them. One major reason: Companies are making commitments without doing the necessary foundational footwork — the vast majority of fashion brands haven’t done a corporate footprint nor do they know where their materials or textiles originate. Without this information, brands can’t know if the goals they’ve set are relevant for their business, how to achieve them or what their implications are.

For example, more brands are announcing 100% sustainable fiber targets for 2025, yet less than 10% of the world’s 250 largest fashion brands and retailers can identify their tier four suppliers. Delivering on this goal will be a colossal challenge without a process to trace garments to their origins.

With the majority of fashion’s impacts situated in Scope 3, it will be impossible for brands to make real progress on goals without first digging into the supply chain and understanding what is happening on the ground — where their hotspots and drivers of environmental impact lie.

Greater transparency in the supply chain isn’t a silver bullet, but it is an important step in driving fashion industry transformation. It can improve accountability by shedding light on the conditions in which clothing is being made, allowing suppliers, brands and retailers to make improvements quickly and collaboratively. It can also create incentives for companies to make meaningful changes to their current practices and spark new innovations.

  1. Don’t go it alone

Sustainability starts from within, but sustainability teams often find themselves fighting an uphill battle to make even the smallest of changes happen. Rather than treating sustainability as a separate, disconnected topic, brands must start treating it as a core business principle. That means embedding it into the heart of business strategy so it can trickle down into every aspect of business such as design, development, sourcing and marketing.

Engaging teams on sustainability and helping them understand how they each contribute to the company’s sustainability goals and who they need to collaborate with to make things happen is critical for breaking down silos and quickening the pace of progress. (Check out how Gore-Tex, the Gore Fabrics Division, is engaging its teams to achieve its ambitious carbon goals.)

Companies will also make greater strides if they look beyond their own four walls. Teaming up with other companies and partners across the value chain to share ideas and shape solutions allows the industry to overcome shared challenges faster and clears a pathway for industry peers that aren’t as far along on the sustainability journey.

For collaborative initiatives to be truly effective, however, they must hold companies accountable to their commitments. Very few do so, with little to no consequences for brands that fall short of the mark. Publicly reporting on progress and government policies requiring companies to substantiate environmental claims have important roles to play in holding companies to their commitments by putting brand credibility on the line. The development of  Product Environmental Footprint Category Rules for apparel and footwear, which are currently being developed, will enable a level playing field when it comes to how product footprinting is conducted and how impacts are communicated.

However, investors and shareholders are likely to move the needle forward faster, placing ever-growing pressure on companies to provide information about their environmental risks and proof of the actions being taken to build resilience. Brands that start piecing together this picture now will be in a much better position when they come knocking.

  1. Think outside the box

We can’t get off the destructive path we’ve been on and build a resilient future for fashion by applying the same sort of thinking that got us here in the first place. Yet many solutions being put forth simply plug into the prevailing retail model, upholding the idea that sustainability can be bought and sold, rather than tackling the root causes of the problem — overproduction and overconsumption.

Fashion has always been a hotbed for innovation, as well as a catalyst for social change; it’s time to leverage the industry’s creative energy to design better business models — ones that operate within the means of the planet rather than a take-make-waste approach. These could include rental, resale and repair schemes; pre-order models of production, print on demand and a departure from the traditional seasonal cycle; and a greater emphasis on product quality and durability, which is often compromised to fuel the industry’s unsustainable business model.

Digitalization also has a significant role to play in improving industry agility and efficiency. Digital technologies can enable brands to order and manufacture on demand, better predict consumer trends, increase accuracy of stock forecasting and improve supply chain traceability.

There’s a lot of work to do and the clock is ticking. The good news is that sustainable transformation is well within our reach. But we need to keep the momentum going. With a bit of creativity and collaboration, we CAN get there.

Related resources

Time to reflect: 5 lessons from 2020 for sustainability

2020 Sustainability Time-to-reflect---5-lessons-from-2020-for-sustainability

With the year coming to a close, it’s a great time to pause for reflection. In looking back, we can learn from our successes and mistakes, gain new perspective, and see where we need to go next. Reflection cultivates self-awareness, efficacy, innovation and resilience. And it sets us up to make meaningful progress on our goals in the year ahead.

According to writer and management philosopher Margaret Wheatley, “Without reflection, we go blindly on our way.”

While many of us are eager to wipe 2020 from memory, the events of this past year have, effectively, changed it all. The last 12 months have provided evidence of an undeniable truth: we are inextricably linked to nature and the climate and environmental crisis unfolding rapidly before us is a danger to humanity.

2020 provided a wakeup call to what’s in store if the most decisive decade in human history is dominated by complacency rather than urgent and coordinated action. It also served as a dress rehearsal for future disruption. Well, the reviews are in and our performance needs some polishing if we plan to keep global temperature rise to 1.5˚C, operate within the limits of nature and shape a thriving future for people and planet.

So what can businesses take away from this year to help us effectively address the climate and nature crisis and forge a better way forward? Let’s dive in.

2020 Sustainability Time-to-reflect---5-lessons-from-2020-for-sustainability

We are inextricably linked to nature and the climate and environmental crisis unfolding rapidly before us is a danger to humanity.

1+ Work faster, stay focused.

We are in the midst of a climate and environmental emergency and the window of opportunity to take decisive action is closing fast. The stakes are high, but the fear of not getting it right paired with the uncertainty of COVID-19 is stalling progress and causing many to lower the bar on sustainability. 

But when it comes to crisis management, speed trumps perfection. Michael Ryan, executive director of the World Health Organization’s health emergencies program, underlined this lesson in a press conference back in March: “Be fast. Have no regrets. You must be the first mover… Everyone is afraid of the consequence of error. But the greatest error is not to move…if you need to be right before you move, you will never win.”

Perfect conditions very rarely arrive, so waiting for them to materialize before leaping into action is procrastination, pure and simple. What we experienced this year is just the first of many disruptions to come. Today it’s coronavirus, but it could be something else tomorrow. But climate change isn’t simply going to go away because our attention is turned elsewhere. The next few years are critical and there’s no time to waste. Businesses need to be bold and double down on climate action — now!

2+ Ignoring science is risky business.

Climate change first became news 30 years ago and scientists have been warning us about how it threatens our way of life — and what to do about it — ever since. Yet we’ve failed to heed these warnings. 2020, however, may have finally helped shake off the delusion that we can continue declining science’s call to action. 

New York Times opinion columnist Farhad Manjoo said as much earlier this year: “The coronavirus, like the accelerating climate-related disaster, shows what we face when we decide to blind ourselves to science.”

We know that we have to reduce CO2 emissions by half by 2030 and eliminate them almost entirely by 2050. To do that, business needs to follow the science. Science is the compass that will point us towards true sustainability, showing us the critical level of change necessary to align with planetary boundaries. What does this look like in real terms? Shifting the focus from quick fixes that have little impact on business sustainability to prioritizing deep reductions in CO2 emissions and thinking beyond carbon to biodiversity and natural climate solutions.

3+ Leadership is an action, not a position.

Leadership can make or break sustainable transformation. Strong leadership is needed to coordinate and drive efforts across an organization, ensuring things get done (and before it’s too late). Without it, progress isn’t possible.

Sustainability, much like COVID-19, is what management scholars call an ambiguous threat. The unique challenges posed by these types of threats often mean leaders end up ignoring or discounting risks and delaying action, then later finding themselves behind in managing the crisis at hand. 

Passing the sustainability leadership test and building resilience requires leaders to act urgently, communicate with transparency and recognize the inevitability of missteps and the need to constantly recalibrate. Most importantly, it will require leaders to keep their eyes on the end-game, continuing to push forward on climate priorities and ensuring sustainability doesn’t go out the window when faced with short-term disruptions.

4+ Collaboration is critical to move through disruption.

Solving global challenges hinges on global solutions and system-level change, which is only achievable through cooperation and collective action.

Just as pandemics have no regard for borders, shareholders or bottom lines, neither does climate change. Businesses must come together to streamline efforts and shape a collective response with the potential for large-scale impact. 

Working together has clear advantages: when we pool knowledge, resources and capabilities, we can create better, more effective solutions, faster and scale our impact. The Science-Based Targets initiative is a solid and well-established proof point. SPICE is another.

Lack of cooperation, on the other hand, weakens our efforts, as evidenced by the chaos that ensued in the early days of the COVID-19 crisis, and makes a difficult situation worse.

5+ We CAN do this.

Change is never easy, but this year businesses demonstrated ingenuity and agility to make changes they previously thought impossible and in record time. In the rush to remain resilient, they generated a flurry of new possibilities and ideas. It’s an impressive feat and proof that sustainable transformation, too, is within our power

What’s more, we caught an inspiring glimpse of nature’s incredible resilience. When given the space to do so, it bounces back. In France’s Camargue region, their famous flamingo population grew tenfold!

Taken together — our capacity to change and the knowledge that nature will respond — these outcomes suggest that a thriving future for people and planet is well within our reach

But we need to keep the momentum going. 

We’re here to guide you every step of your journey toward true, absolute sustainable transformation.

Together we can go further, faster and make 2021 the pivotal year it needs to be for society and for our planet.

Talk to us to explore how you can #BuildForwardBetter.

Related resources

Reductions or removals? Why science — not just market forces — must shape our pathway to net zero

Science of sustainability Net Zero Absolute zero carbon removal

2050: It’s the deadline that scientists have given us to achieve net-zero global CO2 emissions if we’re to limit global warming to 1.5˚C and mitigate the worst-case scenario impacts of climate change on human and environmental health. Growing public awareness around the need to reach net-zero emissions has sparked a firestorm of corporate commitments. In the last year alone, the number of companies pledging to achieve net-zero emissions by 2050 has increased threefold, from 500 at the end of 2019 to 1,541.

With net zero now positioned as the new standard for climate action, there is more pressure on companies than ever before to ramp up climate action. To turn this ambition into actions that will keep us on track to hit net zero by 2050, we need a common, science-based definition of what this goal means for businesses and how they can get there. This means understanding the science behind CO2 reductions and COremovals.

Science of sustainability Net Zero Absolute zero carbon removal

To reach net zero by 2050, we need a common, science-based definition of what the goal means for business and clarity on how companies can apply the concept. This means understanding the science behind CO2 reductions and CO2 removals.

Net zero as North Star: but where are we headed?

The rapid uptake of corporate net-zero targets is a welcomed sight as we near the end of the first year in what the International Panel on Climate Change (IPCC) has dubbed the decade of action. But once we start to scratch beneath the surface and take a closer look at what targets and claims actually entail for action, some serious discrepancies start to emerge — the level of ambition and climate impact varies considerably. With no general consensus on what net zero means for industry, businesses are left to interpret the goal themselves with market forces at play. As a result, the goal is being interpreted in very different ways — some of which could cause us to lose steam on our trek towards transformation, making it impossible to reach net zero in time. 

Companies demonstrating real commitment to the goal develop targets and invest in strategies that allow them to maximize their potential contribution to the fight on climate change. This includes significant emissions reductions across the value chain and shifting business models to align with a net-zero economy. This approach requires a profound shift away from business as usual. 

Beyond reductions, using CO2 removals — for instance, tree planting — to reach the net zero threshold is a common strategy. This raises a few red flags for long-term business success and for climate. Although greenhouse gas removals are an important component of an effective global net-zero strategy, they will not take us to 1.5°C on their own. 

So why are removals gathering so much momentum? Many companies want to be perceived as being part of the solution, as creating benefits rather than producing impacts. The higher the removals, the more likely we can continue business and society as usual. And who can argue against planting trees and fostering healthy soil? However, many companies and consumers don’t understand the science behind accounting for potentially reversible removals

When companies make the claim that they are net-zero or their products are net-zero while continuing to emit fossil CO2 emissions as normal, this sends a false message to the general public that they are contributing to global carbon neutrality as defined through the science presented by the IPCC. Carbon removals can be seen as a “silver bullet,” a simple solution to a complex problem. Oversimplification and decontextualization of the climate science that underpins them, paired with a lack of scientific oversight, further bolsters this idea. This can lead to ineffective action, greenwashing and unintended environmental impacts.

(Mis)Understanding the science of removals

As a market-driven society, our instinct is to seek out market-based solutions to address climate change.  But we need to proceed with caution, grounded in a solid understanding of the science and a systems-level view.

The intention of carbon removal markets is ultimately an admirable one: to compel businesses to address their operations’ and supply chains’ contribution to climate change. In practice, however, they are often built on a simplistic and flawed understanding of net zero, namely that 1 tonne of CO2 drawn down and stored in tree stands or soils neutralizes 1 tonne of fossil CO2 emissions. This type of accounting confuses two discrete concepts in sustainability science: inventory and impact. 

Inventory in the case of greenhouse gas (GHG) accounting is the flow of greenhouse gases in and out of a system. For example, the flow of CO2 from the atmosphere into agricultural soils can be inventoried for a farming system. Impact, in this case climate impact, refers to the potential of a greenhouse gas flow to lead to global temperature change. In many cases,  inventory is being mistaken for impact, particularly in relation to carbon removals.

When CO2 is removed from the atmosphere, this is an inventory flow. To evaluate the impact of removal on climate, we need to consider the  amount of time it is removed for. International consensus on GHG accounting as outlined by the IPCC recommends a 100-year time frame to consider the effect a GHG inventory flow in a given year may have on climate.

Following the IPCC 100-year time horizon for global warming potential, and choosing a pragmatic modelling approach means that 1 tonne of CO2 sequestered in a tree today would need to stay stored over the next 100 years in order to neutralize 1 tonne of fossil CO2 emitted today. Put simply, carbon needs to be taken out of the atmosphere for 100 years for it to be considered a complete negative emission. Accounting an inventory of carbon removed from the atmosphere in one year or over several years to neutralize an emission is essentially assuming this storage is permanent. Biogenic storage (carbon sequestered in soils and trees), however, can be reversed by changes in land use management, or by events such as fires or floods. 

In order to return CO2 balance to pre-industrial levels, removals, in theory, would need to sequester more carbon than has been released  by anthropogenic dismantling of natural systems through deforestation and land-use change AND all of the fossil carbon that has been emitted. That’s a tall order. 

It’s for this very reason that the IPCC has stressed the need to prioritize deep reductions in CO2 emissions (41-58% by 2030 and 91-95% by 2050) as well as reductions in methane (CH4) and nitrous oxide (N2O) emissions. It’s the most feasible way to ensure that we will be able to cap the global rise in temperature to 1.5°C and avoid reliance on future large-scale deployment of carbon dioxide removal. Surpassing the 1.5°C threshold will result in irreversible damage to food and water security, infrastructure, ecosystems, and human health. This is why some organizations are suggesting that companies should not be able to make carbon neutral or net-zero claims, as they should be referring to a global state of CO2 balance — not the state of a single company. 

Why scientific oversight matters: lessons learned from biofuels

Biofuels offer a cautionary tale of what can happen when a market-based solution oversimplifies and decontextualizes impacts on climate and focuses on inventory flow.

For the last two decades, biofuels (made from maize, palm, sugarcane and other plant-based feedstocks) have been promoted in some markets as a sustainable alternative to fossil fuels. Initially, they were seen as a promising solution to shift away from fossil fuels. It was assumed that biofuels would not increase atmospheric concentrations of GHG, the reason being that when biofuels are burned, the CO2 they release through combustion was recently in the atmosphere and only just taken up by a plant through photosynthesis, as opposed to fossil fuels, which contain carbon sequestered by plants millions of years ago. That is why releasing CO2 from biofuels is usually considered as a neutral climate impact.

On a molecular level, it makes sense. From a systems-level view, however, the wider implications of biofuels — land-use change and deforestation, which release CO2 into the atmosphere and reduce sequestration potential — come into focus. Now in 2020, the European Union has developed a framework to phase out biofuels from crops that pose risks for land-use change by 2030 after witnessing over the years how the biofuels market has led to land conversions and deforestation. 

We’re starting to see a similar situation arise with the rapid expansion of carbon markets focused on the benefits of removals. Largely unregulated, they are emphasizing investments in sequestering carbon in trees and soils. To date, there are no strict rules to define what proportion of a company’s emissions can be neutralized through removals. Is it a quarter? Half? All? Should companies even be allowed to make claims of neutrality? The lack of clarity, and the flexibility in how companies apply the concept, is making many carbon-neutral claims meaningless. 

Getting net zero right

We can and we must do better. Here’s how:

1+ Establish a standardized,  science-based understanding of the role of removals towards achieving net zero for industry.

A robust definition of what net zero means for business and how they can get there is critical if net-zero targets are going to drive real transformation and live up to their promise.

There are several recent activities towards this goal, including the Science Based Targets initiative’s publication of a paper on setting science-basednet-zero targets in the corporate sector and the release of Carbone 4 and Net Zero Initiative’s framework on carbon neutrality. The former suggests a net-zero concept can be applied to companies with reduction as priority, whereas the latter suggests companies can only work towards collective, global goals but cannot claim neutrality or net zero.

The right accounting rules need to be in place to ensure that working towards the carbon neutral or net-zero goal translates to collective good, and not just for the public image or marketing of a product or company.

2+ Account for carbon removals as climate impact and not as inventory.

Remember, the flow of a greenhouse gas may be inventoried for a given year, but the impact on climate is the contribution to global temperature rise over a given time horizon — 100 years according to international consensus. In simple terms, this means that CO2 needs to be removed from the atmosphere for at least 100 years to completely neutralize a fossil CO2 emission in a given year.  

3+ Think beyond carbon and look for win-wins.

Some solutions for carbon reduction and removal can offer benefits for other planetary boundaries as well. Trees are critical for promoting pollination and biodiversity and preventing soil erosion. Healthy soils also promote biodiversity by providing a physically and chemically complex habitat for the diverse organisms that help regulate vital soil services. What’s more healthy soils are critical for maintaining productivity and product quality, and reducing reliance on excessive chemical inputs that contribute to the transgression of planetary boundaries for nitrogen and phosphorus cycles.

Quantis is in the process of convening stakeholders and working with our clients around these important points to ensure that both reduction pathways and CO2 removals are being considered in a way that is aligned with the science and drives business transformation. Will you join us?

Looking to leverage environmental science for smarter decision-making?
Talk to Alexi.

Alexi Ernstoff
Global Science Lead
Quantis

Related resources

Science-based goals: a sustainability game changer

Quantis_science_based_targets

Quantis_science_based_targetsThere is another transformative debate taking place in London this week. Despite being overshadowed by the Brexit, some of the world’s business leaders, economists, experts and diplomats have gathered at the Business & Climate Summit (June 28-29) to discuss the role companies should be playing to mitigate climate change.

 

 

The time is now

Quantis CEO is among these transformative leaders discussing how to parlay COP21 activism and commitments into solid momentum and action for business. The key take-away after day 1 is that the transition to a low-carbon and resilient economy is happening – now! Businesses need to act swiftly, make decisions and set sustainable goals to be reached within the next 40, 50 years. It’s time to act. The clock is ticking.

 

The rules of the game have changed

Science-based goal setting is an approach that aligns a business’ sustainability strategy with objective science. Moreover, it is a paradigm shift in the way that companies set goals as part of a new framework to create resilience in a sustainable world.

A science-based target is aligned with keeping global temperatures under a 2°C scenario. To this end, the Science Based Targets initiative (SBT) was created by a partnership of global organizations CDP, UN Global Compact, WRI and WWF with the objective of helping companies determine how much they must cut greenhouse gas emissions to prevent a worst-case scenario.

 

Here’s a before-and-now look at how the goal setting game has evolved in the science-based era.

 

Measurement: towards Scope 3

Before: Companies implemented product footprinting initiatives or corporate environmental assessments that looked at direct emissions, or Scope 1 and 2.

Now: A Scope 3 assessment, including the full supply chain and use of products, is necessary to ensure that a sustainability strategy is aligned with global environmental challenges and climate science. WRI teamed up with Quantis to develop the Scope 3 Evaluator to get companies started. You can also read this article from our friend Cynthia Cummis at WRI on the business case for SBT, which focuses on GHG measurement.

 

Define & Commit

Before: Goals were put into place to define and track environmental performance. Many companies set goals based on a combination of what was seen as feasible, but also sounded big enough to be recognized as meaningful improvement, for example to cut GHG emissions by 20% by 2020. These short-term goals are missing the context: Are the goals “good enough” to achieve the necessary change?

Now: The feasibility of goals has a new twist: What can our planet support? Science-based goals are now being set by looking at the global context around issues like climate and identifying what amount of change needs to happen in one company’s value chain for them to be playing an adequate part in effecting that global change. This permits companies to operate with a long-term, big-picture approach and allows them to identify and act on larger systemic issues on which they might not see measurable outcomes in the near-term, but which are needed to achieve sufficient change in the long run.

Science Based TargetsLeaders are committing to set SBTs. To date, 168 companies have signed up and the initiative is gaining momentum. A company must implement a full corporate footprint and assess the appropriateness of the climate commitments made.

At the summit this week, CDP and the We Mean Business Coalition launched a report, “The Business End of Climate Change that addresses 5 business commitments. One of the commitments includes setting SBTs and forecasts that “2,000 companies will be setting Science-Based Targets by 2030”.

 

Report & Communicate

Before: Organizations publish sustainability reports or communications that outline GHG reduction goals, which is an essential objective to running a cleaner business. In terms of reporting, however, most companies are still mainly considering Scope 1 and 2.

Now: Disclosure should include the full value chain and SBTs. CDP allocates points for setting an SBT. In order to do so, a company must know the relative importance of their Scope 3 target compared to their total Scope 1,2 and 3.

 

Reaching Goals

Before: Incremental goals were set and small-scale projects were implemented. Any carbon reduction progress was deemed a success.

Now: Goals are set based on climate science and are fully embedded in business objectives. The questions to answer are: Is our progress sufficient? Are we, as a business, doing our share to mitigate the effects of climate change?

 

With Quantis

Quantis works with companies around the world to understand this complex topics and to set science based goals. Our team leads awareness-raising workshops on science-based goal setting and planetary boundaries and we also guide companies seeking to align their sustainability strategy with this new approach, or to define long-term goals and operational action plans.

To learn more about the new era in goal setting and listen to how Mars and Intel are changing their approach, listen to our webinar “Setting our sights on a sustainable world: How to create science-based goals” or read this article “Supercharging Sustainability Metrics with Science”.

Contact Quantis’ Charlotte Bande to learn more about how we can help your company measure, define, report and reach science-based goals.