We’re all consumers of one type or another.We buy food and beverages, electronic products, and an assortment of apparel and footwear products. So the questions come to mind…
What are you wearing? Is it fashionable? Stylish? And sustainable (as a product you want or need)? Sustainably and responsibly produced? In a global (mostly invisible) supply chain that you could say with certainty is “well supervised and responsibly managed”?
When young people take to the streets in significant number, there is usually a revolution of some type in store, history tells us. Revolutions belong to the young, we can say with some certainty if history is our guide. (Think: American Revolution, French Revolution, Civil Rights protests in the American South. Dramatic change followed these protests.)
For many years, our references to “generation” usually meant that we were speaking about the people living (and able to act) at the time. For example, President Franklin Delano Roosevelt in 1936 on accepting his party’s nomination to a campaign for second term, ended his remarks with this: “There is a mysterious cycle in human events. To some generations much is given. Of other generations much is expected. This generation of Americans has a rendezvous with destiny…” President Roosevelt was a progressive and liberal leader.
A decade ago, two large institutional investors (PGGM Investments and APG Asset Management and Maastricht University (The Netherlands) launched “GRESB” to try to develop more efficient access to comparable and reliable data related to the ESG performance of their investments. (GRESB=Global Real Estate Sustainability Benchmark.) The initial research for the approach was done by Dr. Nils Kok and Sander Paul van Tongeren.
The Business Roundtable is an organization of CEOs of the largest companies in the U.S.A. -- firms that generate a combined US$7 trillion in revenues, employ 15 million people, invest $ 147 billion annually in R&D, and provide healthcare and retirements benefits for tens of millions of Americans.
Member companies operate in every one of the 50 states and through the organization top business leaders work to influence major societal issues (tax policy, infrastructure needs, trade and other issues).
Those questions and more are often raised by managers trying to get the board room and C-suite attention – and support needed -- to launch or advance the company’s sustainability journey.
Here at G&A Institute our team has ongoing conversations with corporate managers about ESG / corporate sustainability and related topics. What often comes up: the “G” is challenging. The questions raised include...
We seem to love our “top 10” [etc.] lists; these are typically eye-catching headlines for published news and commentaries about certain subjects. (As in: the 10 things you need to know about…). In Adweek, the authoritative news and insights publication for brand marketers over the past four decades, we learn about “the five truths needed to create a sustainable brand”. This is from a commentary by columnist Bruce Mau (he’s a prominent designer, co-founder of Massive Change Network and Visiting Professor at Pratt Institute).
For several decades now, investors have increasingly focused on issues involving executive compensation. Remember Graef S. Crystal? Back in 1992 the former compensation consultant to the largest corporations became an activist focused on “excess” pay arrangements for U.S. corporate CEOs (his book was “In Search of Excess – the Overcompensation of American Executives”).
Among the fascinating – and horrifying – environmental-focused stories we see now on a regular basis are those about the “Pacific Gyre” -- that floating (and quickly becoming “a semi-continent” of garbage and waste) in the Northern stretches of the vast Pacific Ocean.