Tag: 3BL

Originally published on Avantor Sustainability

Building Diversity at Avantor

To encourage our associates to learn from each other, broaden their perspectives, generate respect, and accelerate acceptance, Avantor has a robust DE&I strategy and leadership diversity goals. We are incredibly proud of the communities established for our associates to gather, celebrate, share and learn. In fact, we saw 72% growth in DE&I discussion participation at Avantor in 2022, including 42% participation growth amongst Europe- and Asia-based associates.

Associate Centric Teams (ACTs)

Avantor introduced Associate-Centric Teams (ACTs) in 2020 to provide our global associate population with opportunities to learn and deepen their understanding of others’ lived experiences and perspectives. Our ACTs, which are sponsored by Executive Leadership Team members and supported by active participation from leaders across the organization, aim to elevate the voices of Avantor associates, highlight concerns of the community, create programs and initiatives to support allies, foster awareness, and further promote respect and inclusion in the workplace.

With the addition of three new ACTs in 2022, Avantor now has eight active employee groups: Global Black ACT, Diverse Abilities ACT, PRIDE Network ACT, Women in Business ACT, VETS ACT, ALMA ACT (Avantor Latinos Moving Ahead), New Professionals ACT, and Pan Asian Middle East ACT. Before establishing a new ACT, interested associates discuss their ideas with our DE&I leadership to ensure we are best reflecting our associate population. In total, our eight ACTs engaged more than 3,100 associates in 2022 – a 50% growth over the prior year.

Supporting this growth is our ACT Toolkit and Event Guidelines Resource Guide launched in 2022 to further align events planning and best practices to encourage ACT participation across our global workforce.

In 2022, Avantor’s ACTs held a variety of high-quality events throughout the year reflecting the diverse interests of the groups, including:

Virtual guest speakers Christy Martin, Garrard Conley, Dr. Bal Pawa, Kara Goldin, and Timothy Shriver offered insights and discussion on DE&I issues through their personal experiences. 
 Celebrations recognizing Women’s History Month, Black History Month, and PRIDE Month, such as PRIDE parades and desk decorating contests. 
 Continuation of safe space conversations addressing associate concerns uniquely affecting their communities, facilitating space for associates to share and process emotions with those of shared identities.

Expanding Avantor’s ACT Mentorship Program 

Since its pilot launch in 2021, the ACT Mentorship program has provided associates with meaningful career growth and networking opportunities aligned with their professional goals. Topics such as skill development, personal effectiveness, business knowledge, and talent management are common discussion themes in many mentor/mentee interactions. As a global enterprise, these interactions have helped advance our culture of inclusivity and connectedness while fostering a workplace that values learning, development, collaboration and respect.

Continuing this momentum, in 2022 the ACT Mentorship Program was expanded to offer participation for all Avantor ACT members and allies. Productive mentor/mentee interactions are supported by training resources available through Avantor’s on-demand learning library, offering lessons dedicated to the subject.

“Being a part of the ALMA ACT gives me the opportunity to highlight the Latinos of Avantor and supporting them in their careers here and ensuring they know they are welcomed and appreciated by the business.”

– Alicia Morales, Marketing chair for ALMA and Talent Acquisition Partner, Americas

Productive mentor/mentee interactions are supported by training resources available through Avantor’s on-demand learning library, offering lessons dedicated to the subject.

Unconscious Bias Awareness & Actions

At Avantor, we also continuously examine our existing systems to remove any bias and expand our benefits coverage to support all associates adequately. As a result of this focus, we further aligned to the Human Rights Campaign Foundation Corporate Equality Index, including updating the Avantor Code of Ethics, and expanding benefits coverage for family events such as adoption services as well as gender affirmation services in our self-insured medical plans. We also enhanced our holiday schedule to include Martin Luther King Jr. Day as a paid holiday.

“For me, ACT means a positive and inclusive work environment for all associates regardless of their background or identity. As a member of ACTs, I feel valued, motivated and empowered. 
I also enjoy working with other ACT Allies who are very supportive, collaborative and respectful.”

– Barkath Neesa, Personal Development Chair Pan Asian Middle Eastern ACT

Avantor Signs Human Rights Campaign Statement Opposing Anti-LGBTQ Legislation

As part of our commitment to support diversity and a culture of belonging, we are proud to announce Avantor has signed the Human Rights Campaign (HRC) Business Statement Opposing Anti-LGBTQ Legislation. Respect is one of our iCARE values, emphasizing treating others with dignity by seeking to understand each other’s experiences and celebrating our diverse backgrounds and perspectives. In signing the HRC Business Statement, we aim to ensure the safety and well-being of LGBTQ associates and individuals where we live, work, and conduct business.

We are also expanding our collaboration with HRC to:

Establish benchmarking of inclusion best practices for LGBTQ community members in our policies and programs. 
 Leverage the Transgender Inclusion in the Workplace Toolkit, to support transitioning associates. 
 Participate in the 2023 HRC Corporate Equality Index, a rating criterion to help businesses understand best practices as well as resources to support process and policy improvement.

We recognize the members and allies of Avantor’s PRIDE Network ACT for their efforts to raise awareness of the Human Rights Campaign commitment, and for their continued dedication to create positive impact for all community members, both externally and internally at Avantor.

To learn more, download the Avantor 2023 Science for Goodness Sustainability Report here.

The KeyBank Foundation has awarded Michigan Ability Partners (MAP) a $175,000 grant. The funds will support the organization’s Permanent Supportive Housing services.

The grant dollars from the KeyBank Foundation will allow MAP to place 15 additional participants into permanent housing the first year, decreasing the homeless population, and to annually support 30 participants to maintain housing – preventing eviction.

Under the Permanent Supportive Housing program, MAP offers subsidized rent and long-term case management services for the chronically homeless. The organization owns and operates seven properties and continues to develop affordable housing. Participants eligible for this program are homeless, low-income and have a documented disability. Thanks to the efforts, 97% of participants remain stably housed.

“I am so grateful for the partnership with the KeyBank Foundation and their investment in helping MAP assist our most vulnerable community members in obtaining and maintaining affordable housing,” said Jan Little, CEO of MAP. “We believe that housing is a human right and we’re thrilled this grant will allow us to assist additional people.”

Since 1985 MAP has been creating pathways to stability for Veterans and opportunities for persons living with disabilities in southeast Michigan. Each year the non-profit agency assists close to 1,300 people who are homeless and in search of affordable housing, employment opportunities and needing financial stability. All services are aimed at assisting people to maximize their ability to live a fulfilling, productive, life in their community.

“At Key, we believe all individuals should have access to safe and affordable housing,” said Dave Mannarino, KeyBank’s Michigan Market President. “We’re incredibly proud to support the mission of Michigan Ability Partners and the work their staff is doing to ensure our most vulnerable neighbors can achieve their goals and dreams.”

Since 2017, KeyBank has made community investments supporting low to moderate income individuals and neighborhoods totaling more than $259 million in Michigan. This involves lending for affordable housing, small businesses, mortgage and home improvements as well as transformative philanthropy.

Originally published on bloomberg.com

At Bloomberg, we’re working hard to support the transition to a low-carbon economy. This includes our efforts through BloombergNEF (BNEF), a strategic research provider covering global commodity markets and the disruptive technologies driving the transition to a low-carbon economy. Our expert coverage assesses pathways for the power, transport, industry, buildings and agriculture sectors to adapt to the energy transition. We help commodity trading, corporate strategy, finance, and policy professionals navigate change and generate opportunities.

Here, three Tokyo-based employees tell us more about what it’s like working at BloombergNEF and what they enjoy most about their roles.

Olympe Mattei

Analyst, BloombergNEF, Tokyo

Why did you choose to work at Bloomberg?

I wanted to grow in a nurturing yet demanding environment. Bloomberg’s culture is a good fit as it offers us flexibility in how we work and gives us avenues to make our voices heard. It is also a stimulating, fast-paced workplace with many opportunities to thrive.

Tell us about your role and what is most interesting about what you do.

I am an analyst primarily covering natural gas markets in Japan and South Korea at BloombergNEF (BNEF), a research department within Bloomberg focused on commodities and the transition to a low-carbon economy. The most interesting part of my job is how much potential for learning there is – from exchanging insights with knowledgeable colleagues to getting feedback from our users on how to improve our product.

What has surprised you about working at Bloomberg?

Discovering that I am empowered to make decisions and shape my own work. Even as a rather junior employee, my views are recognized and appreciated.

What kind of support and opportunities have you received at Bloomberg?

There are many programs – on coding, for example – available through Bloomberg University and ad-hoc training sessions. I’ve also been lucky enough to enroll in the GOAL diversity and inclusion program, where I could share my experience working at Bloomberg and network with other female employees across APAC.

In terms of opportunities, I’ve been given the chance to present my work at various internal and external conferences in three languages (Japanese, Korean and English). I’ve also been trusted to oversee the publication of my team’s flagship report, which generates thousands of views on the Bloomberg Terminal. Most importantly, I feel stimulated and valued.

What is the best thing about our culture?

Bloomberg always strives to improve the working environment for everyone. This is reflected in the flexibility employees enjoy, how managers offer feedback, how training is designed and how goals are set.

Takehiro Kawahara

Aviation analyst, BloombergNEF, Tokyo

Why did you choose to work at Bloomberg?

I decided to join Bloomberg soon after the Great East Japan Earthquake, which occurred in 2011. I was studying environmental studies and sustainability science in Sweden at the time. The accident at the Fukushima Daiichi Nuclear Power Plant compelled me to think deeply about the transformation of the energy system and the introduction of renewable energy in Japan. In addition, I am from a coastal area of Iwate prefecture, which was hit by a tsunami triggered by the earthquake. I wanted to contribute to society through my work, so I decided to apply for a position at BNEF, analyzing the clean energy sector.

Can you tell us more about your current role?

I am in charge of analyzing the decarbonization of the global aviation sector. I keep track of emerging trends around next-generation aircraft and propulsion technology, government policies and airlines’ decarbonization strategies. The results of my analysis are delivered to our customers through the Bloomberg Terminal and the BNEF website. Also, I often give presentations to our clients and at events. I believe my work is meaningful because it helps customers in their strategy planning and decision-making.

What do you enjoy about your work?

Aviation is a relatively new theme for BNEF. I love that we can explore decarbonization strategies by combining existing insights that BNEF has accumulated over the years — on renewable energy, hydrogen and the carbon market, for example.

Before pursuing environmental studies and sustainability science, I studied aerospace engineering, which has been my passion since I was a child. The decarbonization of aviation ties these two fields together, and it is also an important global issue. I find joy in addressing this issue through my role as a BNEF analyst, and gaining new insights and perspectives.

What are some opportunities and experiences you’ve gained at Bloomberg?

I’ve had the chance to visit many different countries. For example, I’ve presented at an international renewable energy conference in Cambodia, conducted research interviews in Kenya, Tanzania and Ghana, and visited a start-up in the U.S. I also had the opportunity to work in our London office after being based in Tokyo for a few years. It was a valuable experience for me both professionally and personally.

Overall, what is it like to work at Bloomberg?

At my previous job, all of my colleagues were Japanese, so working with people from all across the globe at Bloomberg was a new experience for me. I love the culture of respecting one another’s differences. In BNEF’s Tokyo office, we have colleagues from Korea, Philippines, and France. We also have many Japanese colleagues who grew up overseas. We all get along and collaborate with one another.

Miquel Kishimoto

Sustainability analyst, BloombergNEF, Tokyo

Why did you choose to work at Bloomberg?

I decided to join Bloomberg as its truly open and global culture is unlike that of any other company. It is an ideal work environment where I can grow and contribute to society at the same time.

What is it like to work at Bloomberg?

Bloomberg is a place where I can be myself. Every day, I work with colleagues and customers around the world using different languages. Here, employees are encouraged to be proactive and take initiative in their work regardless of seniority, and there are many opportunities to receive constructive feedback and support.

Can you tell us about your current role?

The sustainable finance market is rapidly evolving and becoming more complex. In my role, I track market and policy developments related to sustainable finance, translate them into clear reports and charts, and explain them to customers in meetings and events.

What do you enjoy about your work?

Being part of a team that contributes to advancing the global transition to decarbonization through timely research and data. Personally, I enjoy analyzing complex issues and finding creative solutions to explain them in an easy-to-understand manner.

Is there anything that you’ve found surprising at Bloomberg?

I’m pleasantly surprised that I’ve been able to experience new and exciting career opportunities regardless of my educational background, work experience and seniority. It’s also surprising that less experienced employees are given important tasks, which enables them to advance to the next level. In addition, employees here come from diverse backgrounds and have different skills, yet we all help one another without hesitation. I believe this is one of the qualities that defines Bloomberg.

In late June, the International Sustainability Standards Board (ISSB) released its first two standards: the IFRS S1 and S2.

Companies globally welcomed these standards because they consolidate many existing reporting frameworks in which they are already participating — both voluntarily and, increasingly, as mandated by governments and stock exchanges. Investors were also appreciative of the standards as they prioritise financial materiality instead of requiring double (i.e. social and environmental impact) materiality.

What you need to know about the ISSB

The first standard, IFRS S1, defines the requirements for companies to communicate their sustainability-related risks and opportunities. The second, the IFRS S2, sets out specific climate-related disclosure requirements covering a holistic climate strategy such as greenhouse gas (GHG) emissions, transition plans, the impacts of climate risks using scenario analysis, and mitigation/ adaptation plans.

It is anticipated that these standards will gradually be adopted by regulators. Australia, Canada, the UK, Singapore and Hong Kong have already announced intentions to align their mandatory sustainability reporting requirements with the ISSB. The standards will apply to annual reporting periods starting from January 2024, with companies issuing disclosures against the standards in 2025. However, as the ISSB is a voluntary standard, applicability depends largely on adoption timeframes in specific jurisdictions.

Building on the TCFD

The standard draws heavily upon the Task Force for Climate-related Financial Disclosure (TCFD) which has to date been considered the gold standard for sustainability disclosure and has been adopted in multiple jurisdictions globally. From 2024, the ISSB will also take over the monitoring of progress on companies reporting against the TCFD.

The climate-specific standard IFRS S2 adopts an identical structure to that of the TCFD, following the same four pillars of governance, strategy, risk management, and metrics and targets. Yet in some areas, it also goes further than the TCFD.

Some key examples include the following:
 

Risk management now integrates climate opportunitiesWhile the TCFD’s risk management pillar focused specifically on climate risks, the expectation from the IFRS S2 is that the disclosure and integration of processes to identify, assess and manage climate risks will now include climate opportunities too.More detail is also expected on the extent and nature of the integration that will take place within enterprise risk management processes and on how the nature, likelihood and magnitude of climate risks and opportunities are to be determined.Scope 3 emissions must be disclosedThe IFRS S2 framework requires the disclosure of scope 3 emissions in addition to scope 1 and 2. Under the TCFD, scope 3 was encouraged if it is deemed to be material but was not mandatory. The change ensures that the reporting shows the full impact of the company and its value chain.Financed emissions (scope 3, category 15) must also be disclosed by entities involved in asset management, commercial banking or insurance.Disclosed scope 2 emissions must be location-basedThe GHG Protocol outlines two methods for calculating scope 2 emissions: location-based scope 2 emissions reflect the average emissions intensity of grids, while the market-based approach reflects emissions from electricity that companies have purposefully chosen (or not chosen) to procure, e.g. by using contractual instruments. The ISSB stipulates that location-based scope 2 emissions should be used for disclosure, but that this should also be supplemented by information on any contractual instruments that are relevant (e.g. renewable energy certificates), so as to give the most informed understanding of the entity’s scope 2 emissions.

Clearer requirements for key disclosure areas

In other areas, the ISSB makes existing expectations under the TCFD framework more explicit. Examples include the following:

Quantified financial impact of climate risks and opportunitiesThe ISSB standards specifically require companies to disclose information on their financial position, performance and cash flows in the reporting period, whether as a range or single amount. This reinforces the TCFD’s expectation that companies provide information about their sustainability impacts and their efforts in their financial statements in order to reflect the financial impacts that climate issues can have on companies.In assessing climate risks and opportunities, entities must also disclose the amount and percentage of assets or business activities that are vulnerable to climate-related transition and physical risks, and which are aligned with climate-related opportunities.Greater focus on transition plansReporting entities must outline how they plan to transition to a low-carbon economy and achieve set climate targets. This should also include current and anticipated changes to a company’s business model, strategy, resource allocation and capital as a result of its exposure or vulnerability to climate change risks and opportunities.Climate-related skills and competencies on your Board and within your management teamsEntities must disclose how the governance body(s) or individual(s) determine whether the appropriate skills and competencies are available or will be developed to oversee strategies designed to respond to climate-related risks and opportunities

While this may seem overwhelming for some, the standards include a proportionality principle which clarifies that the ISSB only expects companies to use reasonable and supportable information that is available without undue cost or effort and within consideration of its skills, capabilities and resources to fulfill the disclosure requirements.

Where to from here?

No matter where your company is on its climate disclosure and action journey, you should take the ISSB into account before you take your next steps. We recommend that you prepare ahead of potential mandatory ISSB disclosure requirements in your jurisdiction/s. Each jurisdiction will define the specific scope of companies that may need to comply with its disclosure requirements. However, it is good practice for companies to start aligning with ISSB voluntarily, especially if you’re looking to be an industry leader.

For companies who are at the beginning of their climate journey or not yet reporting against the TCFD, the best way to start is to review your readiness using the ISSB standards. This can help locate your alignment gaps and the results can be used as inputs for the development of a roadmap or holistic climate strategy.

For more advanced companies who are already familiar and aligned with the TCFD, you should focus on the key areas where the ISSB requires more extensive disclosure compared to the TCFD and update your sustainability planning accordingly.

Not sure how the ISSB disclosure requirements will impact your business? It’s always better to be proactive with new best practice standards and prepare ahead of possible incoming mandatory requirements. Reach out to your South Pole representative to discuss.

We often hear big promises from companies hoping to make a splash into sustainability. And while they’re probably well-meaning, they quickly discover that promises are easy to make and much harder to keep. The proof is in the pudding, show me the receipts, pics or it didn’t happen, and put up or shut up. These expressions all convey the same message: “Prove what you’re telling me actually occurred.”

So when VMware launched our 2030 Agenda in 2020, we committed to sharing progress towards our goals. Every year, we showcase our impact, partner, and customer stories, detailed information about our latest sustainability innovations, and of course, ESG data so our stakeholders can hold us accountable.

I recently wrote about the novel placement of our ESG Team inside of the Office of the CTO and how that positioning helped give our outcome-driven ESG strategy the fuel needed to influence the entire enterprise, driving what we call “Smart Impact” to deliver the most significant results for ourselves and our stakeholders. This is the time of year when that impact is on full display as we continue reporting on our 2030 Agenda progress, sharing meaningful ESG impact — and I couldn’t be more excited about what we’ve accomplished.

Last week, VMware’s Chief Sustainability Officer, Nicola Acutt, announced the publication of our 2023 ESG Report. I certainly encourage you to review the full report, but let me give you a quick TL;DR of our impact over the last year:

Launched the Green Score feature in VMware Aria Operations Cloud, which provides recommendations for customers to further optimize energy and carbon in their cloud environments Expanded the VMware Zero Carbon Committed initiative by adding 24 VMware Cloud Services Provider™ partners committed to renewable energy, reaching a total of more than 50 partnersImproved diversity, equity, and inclusion (DEI) representation with 33 percent of global hires self-identifying as a woman, and 16 percent of U.S. hires self-identifying as an underrepresented minorityEnhanced VMware Anywhere Workspace solutions with VMware Workspace ONE® Mobile Threat Defense™ to provide customers with added security for their distributed workforceAchieved a 100 percent malware protection score with VMware Carbon Black Cloud Endpoint™ Standard in an independent cybersecurity test by AV-Comparatives

These five bullet points, though impressive, are just the tip of the iceberg. We know that more work lies ahead, and our dedication to transparency and accountability is unwavering. Every year, VMware continues to prove that our ESG goals are not just empty words but a driving force behind actions and innovations.

So, for those seeking proof of a company’s commitment to ESG, here are “the receipts.” VMware’s 2023 ESG Report is a great example of what it looks like when you combine purpose, promise, and innovation, producing tangible and impactful results. And as we traverse a path in ESG innovation, we invite customers, partners, and all stakeholders to join us on a journey toward a more sustainable, equitable, and secure future. Please share your ideas and thoughts below.

Best,

Kit

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Understanding and improving our impact on the environment and its systems is important for the long-term growth and success of our business and for all our stakeholders. To make snacking more sustainable, we strive to understand risks and their potential impact, focus on opportunities to lead where we matter most, and drive change where the world needs it most. We set goals in these areas – and add new ones over time – to enhance our ambition, impact and delivery at scale.

-25% CO2e emissions reductions across our manufacturing

39% In 2022, 39% of the electricity used in our manufacturing sites was renewable, compared to 32% in 2021.

96% In 2022, 96% of our packaging was designed to be recyclable, on track for our goal of 100% by 2025.

Key focus areas include, among others, helping to build resilient landscapes; taking action on climate change by reducing our carbon emissions; managing our water and waste as effectively as possible; making our packing light and right so it is better for both people and the planet; and sourcing our key ingredients more sustainably, so that we can keep making the snacks people love and help to promote social sustainability and prosperity in the communities our business touches.

In short, more sustainable snacking is an immense and important task – one we are embracing holistically and wholeheartedly, to drive ever-greater long-term positive impact for people and the planet.

Resilient Communities

For greater long-term positive impact on people and the planet, we focus on helping to create the resilient landscapes that are the bedrock of more sustainable snacking.

We take a broad, interconnected view of resilience – one that includes and links our environmental goals to reduce carbon emissions, our leadership in sourcing ingredients more responsibly, and our commitment to social sustainability and human rights across our value chain. All the different elements can and must reinforce each other. Indeed, our ingredient sourcing programs are where most of the work of our carbon emissions reductions and social sustainability efforts live. So as part of our signature sourcing programs for our key ingredients such as cocoa and wheat, we work hard toward more resilient landscapes, communities, and robust human rights to provide lasting economic, environmental, and social benefits for the communities involved.

Taking Climate Action

For several years we have been on a path to reduce our carbon emissions, and in 2022, we continued to move forward in deepening our understanding of our carbon footprint and doing more to reduce it. We’re taking an end-to-end approach – from field to shelf – to work towards our long-term net zero carbon emissions goal by focusing our efforts across key areas.

Find out more on page 17.

Reducing Deforestation

We are working to reduce deforestation in our supply chain. We know this is important in order to address global climate change and protect the local ecosystems that farmers need to grow sustainable raw materials.

Our Lifecycle Assessment (LCA) helps to shape our priorities and goals. Insights indicated that deforestation within our supply chain represents the largest single contributor to our carbon footprint. Insights indicated that deforestation within our supply chain represents the single largest contributor to our carbon footprint. Data from our 2022 LCA show the contribution to Mondelēz International’s total CO2e emissions from certain ‘forest-risk’ commodities to be:

Cocoa: 5,900,000 metric tonnes

Oils: 2,107,000 metric tonnes

Dairy: 6,427,000 metric tonnes

But we cannot win the fight against deforestation alone. Action by individual companies needs to be scaled up to cover whole sectors, landscapes and countries. So, we support and encourage the sector-wide approach the Consumer Goods Forum is pioneering for a #forestpositive future, one where suppliers adhere to consistent practices across their business models and land use is optimized across sectors with the support of producer governments. We are striving to make an impact at scale and transparency is at the core of our approach.

Of the materials we source, cocoa and palm are the largest direct contributors to deforestation – we therefore advocate for systemic action that goes beyond our supply chain to drive change across the sector as a whole.

With respect to cocoa, deforestation is just one of a complex set of interrelated environmental, economic and social problems faced in cocoa communities, and we understand that ending deforestation is complex. As we develop solutions to help tackle deforestation, we also remain vigilant to avoid potential unintended, harmful consequences such as lost livelihoods or abuses of human rights. We have our corporate program in place, Cocoa Life, which aims to holistically help address the root causes of the social, economic and environmental challenges that cocoa farming faces. As a result, we see near to no deforestation on or closely around Cocoa Life farms in West Africa since 2018 (approximately 0.7% in Ghana & 1.3% in Cote d’Ivoire).1

Find out more on page 37.

With respect to palm oil, 100% of palm oil sourced from our suppliers is aligned to the Palm Oil Action Plan (POAP) and 100% of our palm oil volume is Roundtable on Sustainable Palm Oil (RSPO) certified. We publish our mill list on our corporate website.

For our direct purchases of soy, where we have much less influence across the sector as a whole, we take a due diligence approach designed to achieve more sustainable sourcing in our supply, based on Consumer Goods Forum sourcing guidelines. For paper-based packaging we require the mills and printers that supply us to be Forest Stewardship Council (FSC) certified.

In addition, we also track indirect land-use change emissions from dairy, including palm and soy, used in cattle feed. We buy the majority of our dairy ingredients from suppliers who buy from farmers who, in turn, make individual decisions about what to feed their cows. Despite these challenges, we are engaging our suppliers with the aim of supporting moves to help achieve deforestation-free supplies of cattle feed across the dairy sector.

Find out more on page 30.

Increasing Regenerative Agriculture

To improve agricultural resilience, we are helping to transform agricultural production into regenerative systems while reducing carbon. We are focusing on agroforestry landscapes, biodiversity and regenerative practices across our key ingredients including cocoa and wheat. This involves participation in sector-wide initiatives and multi-stakeholder coalitions.

Find out more on page 30.

Enhancing Social Sustainability and Respecting Human Rights

We strive to make sure that the rights of people in our value chain are respected and promoted and that the communities where we matter most are more resilient. To this end, we focus on key areas for greater impact, including addressing human rights risks in sourcing key commodities, and focusing on living wage and due diligence across own operations.

Find out more on page 24.

Read more in the Mondelēz 2022 Snacking Made Right Report

CNH Industrial’s EMEA Head of Sustainable Development Initiatives, Daniela Ropolo, attended and spoke at the Phygital Sustainability EXPO by the Sustainable Fashion Innovation Society that recently took place in Rome.

The discussion was centered around the eco-sustainable transition of the fashion supply chain, emphasizing CNH Industrial’s leadership in driving the transformation of agriculture.

CNH Industrial actively works toward promoting sustainable agriculture by recognizing the interconnectedness of both ‘food’ and ‘fiber.’ Ropolo articulates this well: ‘CNH Industrial manufactures and markets earth-moving machines, but if we think about clothing, most of the materials they are made of come from land and agriculture, and sustainability problems are therefore common.’

This dialogue was motivated by the need to establish a sustainable value chain fueled by technological innovation. ‘We are innovating a lot in precision agriculture’ Ropolo notes, ‘…reducing the use of water, pesticides and energy and increasing data collections means improving sustainability.’

Through the implementation of advanced iron and tech that minimizes water and pesticide usage, enhances soil health, and supports farmers in increasing productivity, CNH Industrial demonstrates its commitment to safeguarding the future of the planet.

In this blog post, we help you navigate the different steps involved in developing scope 3 emissions calculations.

Sounds complicated? It is. But to break it down, we will look at an example that most people are familiar with: chocolate ice cream.

What are scope 3 emissions?

Let’s start with the basics. What are scope 3 emissions? And why do they matter?

The very first step of developing a robust climate target or net zero roadmap is working out the total amount of greenhouse gas (GHG) emissions in a company’s value chain, and understanding what’s driving those emissions. This is known as a GHG baseline, and it provides a crucial reference point as you identify your emission hotspots and define corrective actions to address those emissions.

With a GHG baseline in hand, most companies will realise that scope 3 emissions make up the bulk of their emissions. Scope 3 emissions stem from the activities within a company’s value chain that are outside of its direct control. Examples include any emissions generated through livestock farming for the production of leather, or land-use change emissions from the cultivation of soybeans (which might end up in a soy latte). Given that production inputs can come from thousands of different suppliers spread across the globe, collecting emissions data across an entire supply chain can be extremely challenging.

The scope 3 emissions of a scoop of chocolate ice cream

All sound a bit abstract? Time to bring in the ice cream.

There are a number of elements that contribute to the scope 3 emissions of one scoop of delicious chocolate ice cream. Let’s look at them in the graphic below.

Taken together, the emissions associated with the raw ingredients, packaging, transport, sale and consumption of one scoop of chocolate ice cream add up to about 300g of CO2 equivalent.

You may also have noticed that the emissions come from many different sources. How do you achieve an understanding of emissions at that level of detail for each step of the ice cream’s value chain? And how can your organisation track the scope 3 emissions of its own products?

The first challenge: collecting the data

The first step is to determine what type of data you need and what data can be made available from within your organisation and across your supply chain. But this can be tricky. If you have hundreds of suppliers across the globe, who in turn have hundreds of their own suppliers, then collecting data from each individual supplier is, well… pretty much impossible.

But we’re in luck, because there are robust methods to approximate this data.

Let’s use our ice cream as an example. If we know that we purchased 1,000 tonnes of milk and 100 tonnes of cocoa for our ice cream, we can estimate the GHG emissions associated with the production of these ingredients by applying average emissions factors for these products. Emissions factors model the amount of GHG emissions associated with an average unit of production.

For our chocolate ice cream, it might be difficult to get emissions data from every single farm, but an average emissions factor for milk and cocoa can be used to assemble a GHG footprint for these inputs. We can also apply emissions factors for activities like processing or transportation.

That sounds pretty straightforward, right? For organisations, the main challenge is getting the internal data to which these emissions factors will be applied, so knowing the volumes and types of purchased ingredients is key, along with knowing how the ingredients were shipped from your suppliers to your production facilities. In many cases, this data collection process can take up to several months, especially when that data is spread across an organisation.

The second challenge: finding the right emissions factors

Remember: an emissions factor represents an average amount of GHG emissions for a given product. But there are many different emissions factors out there for a single product, so the choice of emission factors is important.

Efforts should focus on making sure that the emissions factors used are representative of each company’s supply chain. Variables can include geography, land-use change, or production processes.

The location from which you source your cocoa beans, for example, can have a huge effect on the total emissions. Cocoa beans from regions with high deforestation rates are usually also associated with higher emissions. Finding an emissions factor that comes closest to specific supply chain characteristics is one of the most critical parts of determining scope 3 emissions.

How to use the final results

Once the bulk of the work has been done and the data and the emissions factors have been identified, the total emissions for the product – in our case, a scoop of ice cream – can finally be calculated.

This approach represents the first step in calculating your scope 3 GHG emissions, but your results should be interpreted with caution. Instead of striving for 100% accuracy, the results should serve as a first indication that can be useful for highlighting emission hotspots and helping organisations identify projects to reduce their emissions.

Before implementing any major changes in your supply chain, it is important to understand how different suppliers operate. The milk or cocoa that goes into making that delicious ice cream may come from various suppliers with different land management practices, whether that be no-till farming, cover crop usage, or agroforestry. The best way to track emissions relating to a certain type of land-use change is by collecting primary data from strategic suppliers. This primary data can help identify which exact emission reduction measures should be implemented. The Greenhouse Gas Protocol Land Sector and Removals Guidance is the go-to guide for companies that want to calculate their land-related GHG emissions using primary data.

Sit back, relax, and enjoy!

While this may all seem complex, the good news is that South Pole has a large team of experts who specialise in calculating scope 3 emissions for our clients. So while you sit back (and finally take a bite of that delicious dessert), we can build on a rich base of foundational knowledge and help you calculate your scope 3 emissions before that ice cream melts away.

Lindsey saw the struggle.

There’s a school for the deaf near the Truist branch where she works. And when deaf or hard-of-hearing clients came in, they’d have to write down their requests. Then Lindsey would write back.

This wasn’t always efficient. “A woman was having a problem with her debit card,” says Lindsey, “and it was honestly a little too complicated to write. It just got lost in translation.”

That’s when she took matters into her own hands. Literally. Lindsey taught herself American Sign Language, or ASL, so that she could better communicate with those clients.

Deserving of every right

Lindsey became aware of the challenges that come with disabilities when her younger sister, Emma, was born with achromatopsia, leaving her colorblind, with no vision in one eye, and day blindness. “Growing up, she was never treated like she had a disability,” Lindsey says, which may explain the way that Emma fearlessly embraces life. She’s now finishing her doctorate in physical therapy, and “is one of only a handful of people in the country who’s legally blind and a physical therapist,” Lindsey says proudly.

Watching her sister, she learned two things about people with disabilities. One, they struggle in ways most haven’t considered. (Challenges for Emma include managing the self-checkout screen at the store, finding car door handles, and reading expiration dates on food labels.) And two, people with disabilities can do so much more than people think. “Emma knows she’s got limitations, but she doesn’t let them hold her back,” says Lindsey. She adds that the way the world sees disabled people is inaccurate. Having a disability doesn’t always mean they aren’t capable of working, for example. “It just takes some accommodation,” she says. “And they deserve that. They deserve every right that every human has.”

Including the right to communicate.

Having a disability doesn’t always mean they aren’t capable of working, for example. “It just takes some accommodation,” she says. “And they deserve that. They deserve every right that every human has.”

‘You really care’

Lindsey, a Truist banker, learned ASL by watching videos and taking in-person classes. She’s been at it four years now, and this self-proclaimed perfectionist knows she still isn’t fluent. “There are so many words; I feel like I learn a new sign every day,” she says. “When you’re learning to sign, you learn the proper terms, but it’s not always like that in the real world. There are variations.”

Still, she’s learned enough to help her clients in the Truist branch. “Seeing the look on people’s faces when they don’t have to write, or struggle to communicate, it’s pretty awesome,” she says.

Her Truist teammate Christie learned about Lindsey’s skill at a meeting, during a game of Two Truths and a Lie. “One of Lindsey’s truths was, ‘I can sign.’ It was a really cool experience to hear her share her story,” says Christie, who was also impressed that Lindsey “didn’t boast about teaching herself ASL. She was so humble. That’s when I realized how amazing she is, how caring.”

Emma wasn’t surprised to hear about her sister going the extra mile to help someone. “To me, that’s just Lindsey. Of course she learned a whole other language so she could help people communicate.

“But in reality, it’s huge.”

Lindsey has taught some teammates a few ASL words. And not long ago, she learned a new word from a client named Miss Barbara. “She’d left her debit card, so I drove around till I found her. I handed her the debit card, and she signed something I didn’t recognize, so she spelled it out. C-a-r-e.

“‘You really care.’”

In a groundbreaking collaboration between Leidos, a global technology solutions provider, and NASCAR, the renowned motorsports organization, a visionary partnership has emerged to design and construct a Lunar Terrain Vehicle (LTV) for NASA’s ambitious lunar exploration program. This innovative venture aims to revolutionize space exploration while prioritizing sustainability as a fundamental pillar of the mission.

The recently submitted LTV bid, led by Leidos and NASCAR, presents a cutting-edge solution to support NASA’s lunar missions, facilitating safe and efficient mobility for astronauts on the Moon’s rugged surface. Leveraging NASCAR’s expertise in high-performance vehicles and Leidos’ track record of delivering complex technological solutions, the partnership has garnered attention and excitement from both the scientific and automotive communities.

Central to this collaborative effort is the unwavering commitment to sustainability. Recognizing the fragility of the lunar environment and the long-term implications of human activities on celestial bodies, the LTV project emphasizes responsible design and operational practices. By integrating eco-conscious materials, renewable energy sources, and efficient propulsion systems, the LTV seeks to minimize its ecological footprint on the Moon.

Sustainability considerations extend beyond the construction phase. The LTV’s operational design centers around optimizing energy consumption and reducing waste generation. Implementing regenerative braking systems, advanced energy storage solutions, and recyclable components, the vehicle aims to be a model of resource efficiency on the lunar surface.

Furthermore, the LTV project incorporates research on regolith-based construction techniques, investigating the feasibility of utilizing lunar resources to create a sustainable infrastructure. Such efforts pave the way for future lunar missions by demonstrating the viability of in-situ resource utilization, reducing the reliance on Earth-based supplies, and minimizing launch mass.

The Leidos and NASCAR Lunar Terrain Vehicle partnership represents a remarkable convergence of motorsports engineering prowess and cutting-edge technology to push the boundaries of lunar exploration. By placing sustainability at the heart of their efforts, the collaboration not only supports NASA’s lunar missions but also sets a precedent for ethical and responsible space exploration for generations to come. As humanity ventures beyond Earth, this collaborative project serves as an inspiration, reflecting the potential for space exploration to embrace and promote sustainable practices that preserve the universe.