Author: sHq_LoGiNz

Name: Mitsunori Odagiri | Sustainability Senior Manager

Company:  Asahi Group Holdings

Connect with Mitsunori Odagiri on LinkedIn

Welcome to our series aimed at spotlighting the individual leaders within BIER member companies and stakeholder organizations. Learn how these practitioners and their companies are addressing pressing challenges around water, energy, agriculture, climate change, and what inspires each of them to advance environmental sustainability in the beverage sector and collectively, overall.

Briefly describe your role and responsibilities and how long you have worked with your company. 

I joined Asahi Group Holdings as a Sustainability Senior Manager in 2022. Since then, with a focus on environmental topics, my work has been around the development of group sustainability strategies and roadmaps as well as the monitoring of progress in close collaboration with regional headquarters, Asahi Global Procurement teams, and other relevant functions.

How has the company’s sustainability program evolved over the years, and what are your specific priorities for 2025?

In the early stages, our focus was on establishing governance, setting baselines, and aligning with global frameworks. Over time, our approach has matured to embed sustainability into our core business strategy, supply chain, and innovation agenda.

For 2025, our priorities are centered on thought leadership and strategic refinement.

We are updating and sharpening our sustainability roadmaps across Scope 1, 2, and 3 emissions and recycled PET. This includes aligning with the latest science-based targets and ensuring our plans are both ambitious and actionable.

This evolution reflects our belief that sustainability is not a side initiative: it’s a driver of innovation, risk management, and long-term growth.

How do you feel being a BIER member will help you successfully address the key areas you are addressing in 2025? 

The in-person BIER meetings, which I’ve had the privilege of attending twice, are especially invaluable. They bring together some of the most forward-thinking sustainability professionals in the beverage industry, creating a space for open, candid dialogue and deep collaboration. These sessions go beyond information exchange; they foster a shared commitment to raising the bar across the sector.

Through BIER, we gain access to harmonized methodologies, emerging best practices, and peer insights that directly inform how we shape and evolve our own strategy. The ability to benchmark, challenge assumptions, and co-develop solutions with global peers helps ensure that our roadmap is not only ambitious but also grounded in practical, scalable action.

In short, BIER strengthens our ability to lead with clarity, collaborate with purpose, and continuously refine our approach to sustainability in a rapidly evolving landscape.

Share a recent accomplishment of your company’s sustainability initiatives/achievements you are most proud of and why.

One of the most significant and proud accomplishments of Asahi Group Holdings in recent sustainability efforts is the official approval of our Net Zero targets by the Science Based Targets initiative (SBTi) in June 2024.

This achievement makes us the first company in Japan to receive SBTi approval for both short-term and long-term targets, including FLAG. Our targets are aligned with the 1.5°C pathway of the Paris Agreement, and include:

• A 70% reduction in Scope 1 and 2 emissions by 2030 (vs. 2019),
• A 30% reduction in Scope 3 emissions by 2030,
• And full Net Zero across Scopes 1, 2, and 3 by 2040.

What makes our targets especially meaningful is not just the ambition, but the rigor and transparency behind them. The validation process involved detailed emissions calculations, cross-functional collaboration, and alignment with global standards. It also reflects our commitment to translating complex climate science into actionable, measurable goals that can be understood and embraced across our global operations.

If you had one superpower that could be used to radically accelerate and scale sustainable best practices, which one would it be, and how would you use it? 

Sustainability often lives in the realm of technical jargon, fragmented metrics, and long-term projections. If I could have a superpower, it would be the ability to bridge that gap and turn lifecycle assessments, carbon accounting, TCFD, TNFD, or biodiversity risks into stories that spark understanding and action. Whether I am speaking to a factory manager in Japan, a finance lead in Europe, or a community partner in Oceania, with the superpower, I would tailor the message to what matters most to them, without losing the integrity of the data.

This power would not only accelerate alignment across functions and regions but also empower more people to become champions of sustainability in their own context. Because when people truly understand the “why” and “how,” they’re far more likely to act – and that’s how transformation scales.

Name: Mitsunori Odagiri | Sustainability Senior Manager

Company:  Asahi Group Holdings

Connect with Mitsunori Odagiri on LinkedIn

Welcome to our series aimed at spotlighting the individual leaders within BIER member companies and stakeholder organizations. Learn how these practitioners and their companies are addressing pressing challenges around water, energy, agriculture, climate change, and what inspires each of them to advance environmental sustainability in the beverage sector and collectively, overall.

Briefly describe your role and responsibilities and how long you have worked with your company. 

I joined Asahi Group Holdings as a Sustainability Senior Manager in 2022. Since then, with a focus on environmental topics, my work has been around the development of group sustainability strategies and roadmaps as well as the monitoring of progress in close collaboration with regional headquarters, Asahi Global Procurement teams, and other relevant functions.

How has the company’s sustainability program evolved over the years, and what are your specific priorities for 2025?

In the early stages, our focus was on establishing governance, setting baselines, and aligning with global frameworks. Over time, our approach has matured to embed sustainability into our core business strategy, supply chain, and innovation agenda.

For 2025, our priorities are centered on thought leadership and strategic refinement.

We are updating and sharpening our sustainability roadmaps across Scope 1, 2, and 3 emissions and recycled PET. This includes aligning with the latest science-based targets and ensuring our plans are both ambitious and actionable.

This evolution reflects our belief that sustainability is not a side initiative: it’s a driver of innovation, risk management, and long-term growth.

How do you feel being a BIER member will help you successfully address the key areas you are addressing in 2025? 

The in-person BIER meetings, which I’ve had the privilege of attending twice, are especially invaluable. They bring together some of the most forward-thinking sustainability professionals in the beverage industry, creating a space for open, candid dialogue and deep collaboration. These sessions go beyond information exchange; they foster a shared commitment to raising the bar across the sector.

Through BIER, we gain access to harmonized methodologies, emerging best practices, and peer insights that directly inform how we shape and evolve our own strategy. The ability to benchmark, challenge assumptions, and co-develop solutions with global peers helps ensure that our roadmap is not only ambitious but also grounded in practical, scalable action.

In short, BIER strengthens our ability to lead with clarity, collaborate with purpose, and continuously refine our approach to sustainability in a rapidly evolving landscape.

Share a recent accomplishment of your company’s sustainability initiatives/achievements you are most proud of and why.

One of the most significant and proud accomplishments of Asahi Group Holdings in recent sustainability efforts is the official approval of our Net Zero targets by the Science Based Targets initiative (SBTi) in June 2024.

This achievement makes us the first company in Japan to receive SBTi approval for both short-term and long-term targets, including FLAG. Our targets are aligned with the 1.5°C pathway of the Paris Agreement, and include:

• A 70% reduction in Scope 1 and 2 emissions by 2030 (vs. 2019),
• A 30% reduction in Scope 3 emissions by 2030,
• And full Net Zero across Scopes 1, 2, and 3 by 2040.

What makes our targets especially meaningful is not just the ambition, but the rigor and transparency behind them. The validation process involved detailed emissions calculations, cross-functional collaboration, and alignment with global standards. It also reflects our commitment to translating complex climate science into actionable, measurable goals that can be understood and embraced across our global operations.

If you had one superpower that could be used to radically accelerate and scale sustainable best practices, which one would it be, and how would you use it? 

Sustainability often lives in the realm of technical jargon, fragmented metrics, and long-term projections. If I could have a superpower, it would be the ability to bridge that gap and turn lifecycle assessments, carbon accounting, TCFD, TNFD, or biodiversity risks into stories that spark understanding and action. Whether I am speaking to a factory manager in Japan, a finance lead in Europe, or a community partner in Oceania, with the superpower, I would tailor the message to what matters most to them, without losing the integrity of the data.

This power would not only accelerate alignment across functions and regions but also empower more people to become champions of sustainability in their own context. Because when people truly understand the “why” and “how,” they’re far more likely to act – and that’s how transformation scales.

As previously seen on the CSRHub blog.

By Bahar Gidwani

CSRHub has ingested a list produced by California’s Air Resources Board (CARB). The 3,127 companies on this list are those that this US state agency feels may be affected by California’s new climate disclosure laws.

These laws are generally referred to by their number: SB 253 and SB 261. (Their formal names are HSC 38532 and HSC 38533.) They require companies over $1 billion for SB 253 or $0.5 billion for SB 261 revenue to disclose certain carbon emission and climate-related financial risk information. The goals of the law are to provide California with more information about sources of carbon within the state. They are also expected to put pressure on companies with high emissions to reduce them. You can read more about these laws here.

CSRHub provides a consensus sustainability rating for any entity globally that has been rated by at least a few expert sources. We were able to find data in our system for 1,515 of the companies on the California list (click on the link to see them on our site). We believe that most of the remaining entities on the list are too small to be required to report under the regulation—at least initially. Therefore, our sample is probably a good representation of the types of companies that will be affected by this disclosure legislation.

While 83% of the affected companies are from North America, there are a large number of European (147) and Asian (74) companies that may need to report. Of the 1,230 US companies, only 313 are headquartered in California. Four other US states (Illinois, Massachusetts, New York, and Texas) have more than 50 affected companies. Almost ten percent of the affected companies are in Europe.

See Chart of Companies Affected.

Companies in a broad range of industries are affected. About 60% are from the consumer goods, durable goods, finance and real estate, and technology sectors.

See Industries Affected.

The average Overall rating of the companies on the list (55) is well above the average for all entities covered by CSRHub (50). It is also above the average for the 2,584 entities we cover from California (50). It seems that California may be taking regulatory action on larger companies that are already better than average. This can be seen also in the average score for the affected companies in our Energy & Climate Change rating area. Affected companies average a rating of 52, compared to California companies in general at 47.

See California Companies’ Average Ratings.

California’s new laws will produce a 2026 reporting requirement. The list we ingested isn’t definitive. However, it does indicate that many non-California companies will be affected by the law. It also may be putting pressure on a group of entities that have already taken steps to improve their carbon profiles. It may be difficult for these entities to meaningfully reduce their emissions. Going forward, the thousands of California entities that aren’t on the list may be a better target for regulatory pressure than those on the list.

Bahar Gidwani is CTO and Co-founder of CSRHub. He has built and run large technology-based businesses for many years. Bahar holds a CFA, worked on Wall Street with Kidder, Peabody, and with McKinsey & Co. Bahar has consulted to a number of major companies and currently serves on the board of several software and Web companies. He has an MBA from Harvard Business School and an undergraduate degree in physics and astronomy. He plays bridge, races sailboats, and is based in New York City.

About CSRHub

CSRHub offers the most comprehensive global set of expert consensus sustainability ratings, information, and tools. Clients use CSRHub’s decisive data platform for global benchmarking, supply and value chain risk assessment and compliance readiness solutions. Founded in 2007, CSRHub covers over 60,000 public and private companies, and provides ESG performance scores on 42,000 companies from 134 industries in 158 countries. Our Big Data platform uses algorithms to aggregate, normalize and weight ESG metrics from 1,000 sources to produce a strong consensus signal on corporate sustainability performance.

Interested in learning more about CSRHub?

Lenovo Group Limited (HKSE: 992) (ADR: LNVGY) has been honored with a ‘Most Sustainable Organization’ award under the newly established Elite Past Winners (EPW) section from the Hong Kong Institute of Certified Public Accountants (HKICPA). This prestigious recognition highlights Lenovo’s continued excellence in corporate governance and environmental, social and governance (ESG) practices and reporting.

The EPW section was introduced this year to celebrate companies with consistent outstanding performance and continued recognition from HKICPA (at least five times over the past decade). This year’s award marks the thirteenth consecutive year that Lenovo has been recognized by the HKICPA. Lenovo is proud to be among this elite group, reaffirming its dedication to the highest corporate governance standards and ESG responsibilities, while further strengthening stakeholders’ confidence.

In addition to this recognition, Lenovo has also achieved several other notable ESG accolades in recent months, including a rating of AAA in the MSCI ESG Ratings Assessment for the fourth consecutive year, AA+ rating on the 2025 Hang Seng Corporate Sustainability Index, and Platinum Recognition from EcoVadis.

For more information on Lenovo’s global ESG practices, please refer to the latest Environmental, Social and Governance Report published in June 2025.

About Lenovo

Lenovo is a US$69 billion revenue global technology powerhouse, ranked #196 in the Fortune Global 500, and serving millions of customers every day in 180 markets. Focused on a bold vision to deliver Smarter Technology for All, Lenovo has built on its success as the world’s largest PC company with a full-stack portfolio of AI-enabled, AI-ready, and AI-optimized devices (PCs, workstations, smartphones, tablets), infrastructure (server, storage, edge, high performance computing and software defined infrastructure), software, solutions, and services. Lenovo’s continued investment in world-changing innovation is building a more equitable, trustworthy, and smarter future for everyone, everywhere. Lenovo is listed on the Hong Kong stock exchange under Lenovo Group Limited (HKSE: 992) (ADR: LNVGY). To find out more visit https://www.lenovo.com, and read about the latest news via our StoryHub.

Authored by Baker Tilly’s Dave DuVarney and Joe DeVroy

In today’s fast-moving digital economy, artificial intelligence (AI) is everywhere — from boardroom conversations to frontline operations. It’s no surprise that some executives are asking, “can we just add AI on top of what we already have?”

The idea of integrating AI into an aging Enterprise Resource Planning (ERP) system may sound appealing. It promises automation without disruption, insight without overhaul. But this shortcut often leads to a dead end.

AI needs more than data — It needs the right infrastructure 

AI thrives on clean, connected and contextual data. Legacy ERP systems, however, were not built for this. They often suffer from:

• Rigid architecture that resists integration with modern AI frameworks
• Fragmented data that limits the effectiveness of machine learning models
• Performance bottlenecks that slow down real-time decision-making
• Security and compliance risks when retrofitting AI into outdated environments

Even with middleware and Application Programming Interfaces (APIs), these systems struggle to support the scale, speed and sophistication that modern AI demands.

Modernization is a business discipline 

ERP modernization isn’t just about keeping up with technology. It’s about preparing your business to compete. Organizations that treat modernization as a core discipline are better positioned to:

• Redesign processes for automation and agility
• Unlock enterprise-wide data for AI-driven insights
• Adapt faster to market shifts and customer expectations

This isn’t about chasing the next shiny object. It’s about building a foundation that supports continuous innovation.

What does an AI-integrated ERP look like? 

Modern ERP platforms are no longer just systems of record. They’re systems of intelligence. To fully leverage AI, an ERP should be designed with:

• Embedded AI capabilities: AI isn’t an add-on; it’s woven into workflows to automate tasks like predictive maintenance, demand forecasting and anomaly detection.
• Unified data architecture: A single source of truth across finance, operations and supply chain enables machine learning models to deliver accurate, real-time insights.
• Composable and modular design: Businesses can adopt new capabilities without disruptive upgrades, ensuring agility as technology evolves.
• Cloud-native scalability: AI workloads require elastic computing power and secure environments that legacy on-premise systems can’t easily provide.
• Industry-specific intelligence: Pre-built models and processes tailored to sector needs accelerate adoption and reduce customization costs.

An example of this would be IFS Cloud which exemplifies this approach by embedding AI directly into its platform, enabling predictive analytics and intelligent automation without relying on bolt-on tools. This design ensures organizations can innovate faster and adapt as AI capabilities advance.

The bottom line: Don’t just add AI, build for it 

AI is not a magic wand. It’s a powerful tool that delivers results only when it’s part of a broader strategy that includes modern, flexible and intelligent systems at the core.

For organizations ready to move beyond incremental gains and embrace true transformation, Baker Tilly stands by to help clients navigate the IT disruption that AI brings.

Connect with us to learn more