Terrafiniti
Sustainability Consultancy, Sustainability Consultants, Sustainability
Nature is slowly climbing our collective consciousness. As WWF have put it ‘the world is where we live’. We’re waking up to the fact that we can’t continue to use our land, water, air and oceans in ways that damage, disturb, pollute and degrade them. Will 2020 be the year that we turn the corner away from decline?
In a business context it’s often been necessary to justify why sustainability is important with a business case. While it gets less visibility now, it’s still common to see the symptoms of not having a good business case, or one that’s not widely implemented.
We can often struggle to see the relevance of biodiversity to business. But even if distant, the links, risks and dependencies are vital.
This article looks at the main issues, drivers and impacts and explores the example of Garden Centres to see how biodiversity relates to business in practice.
The world seems to be finally getting its head around the idea that climate change is turning into climate emergency but is there still too great a gap between words and action?
Any change in organisational priority implies a change in organisational approach and capacity. Successful sustainability must be approached as a change issue, in the norms, values systems and structures of an organisation as much as the specific ambition, goals and performance commitments of a sustainability strategy.
The budget indicates the government’s funding priorities. We cut through the noise and look at what's important for the environment and sustainability.
Why you should look at sustainable business as a source of business value rather than a simply a cost of business.
The business case for sustainability is (shockingly) still either not recognised strategically (i.e. it is understood as an additive factor for operational efficiency or marketing/PR but not as a strategic value creation/destruction factor), or in many cases it is little understood at all.
Sustainability is a transformative agenda. It requires companies to not only develop new priorities, but also to become corporate activists – to act to affect the wider system within which they operate.
While sustainability management has in many ways entered the mainstream, practitioners are often hampered by resistance, apathy and misunderstanding.
There are many examples of excellence in specific areas, but few companies are pursuing a transformative agenda at significant scale.
As the general acceptance and uptake of corporate sustainability has grown, we have seen a broad progression in adoption and maturity. However, most practice appears stuck in the middle, somewhere between compliance and greater adoption. There are still very few examples of companies taking a leading position in sustainability.
All UK companies with more than 250 staff must report their gender pay gap by 4th April 2018. The relatively small proportion who have reported are revealing a hugely asymmetric gender pay gap.
Profit isn't very useful for measuring sustainability, or even for telling us much about economic viability. Why? Because profit is a lagging indicator and sustainability is inherently about long-termism. Delivering sustainability requires forward-looking indicators.
