This report shares 2015-16 greenhouse gas (GHG) emissions for WRI’s operations, compares the data to WRI’s historic results (link to historical reports), and specific cases, called stories, from the Sustainability Initiative’s efforts to reduce these emissions. Additional analysis and data of these individual stories is shared within each story, including WRI’s vegetarian food policy, carbon price on business travel, recycling program, and the work of the Sustainability Champions in WRI’s U.S. and Brazil offices.
When WRI's recent global office renovation earned LEED Silver certification, it joined more than 38,000 LEED projects that are reducing carbon emissions and improving building efficiency worldwide. As standards for greener construction are incorporated into national and local building codes, they are raising the bar for the future.
The international community has a rare opportunity in 2015 to confront two linked global challenges: extreme poverty and climate change. Success will depend on whether or not we can develop a new model for global cooperation.
The World Resources Institute’s Sustainability Initiative seeks to align the Institute’s business practices with its mission. Walking the talk on sustainability, a new report discloses our 2012 GHG inventory results and discusses GHG reduction projects and other sustainability projects completed in the last year.
Extreme weather events, including record-breaking temperatures, prolonged droughts, and powerful storms, are occurring around the world with startling frequency and mounting costs.
Absolute Reduction Targets
Using our 2010 GHG inventory as a baseline, WRI set three absolute GHG reduction targets to achieve by 2020.
50% reduction in purchased electricity (scope 2) emissions.
Here at WRI, we are constantly working to understand and minimize the environmental impacts of our work. Using research and expertise from around the Institute to guide us, WRI is committed to limiting the resources we use and purchasing products that reflect our environmental and social mission.
Our guidelines at our Washington, D.C. office require paper products to be certified[^1] and have high recycled fiber content. However, we had not identified other requirements beyond product certification, nor had we effectively communicated these guidelines or any paper purchasing standards with our non-D.C. offices. We also found that we were not maintaining records on all our offices’ paper purchases.
Considering our ongoing work to help companies comply with U.S. Lacey Act requirements, we decided it was time to examine the paper products in our own offices. We wanted to better understand our supply chains and use fiber analysis to test the paper content.
This is the last of a five-part blog series, Aligning Profit and Environmental Sustainability. Each installment has explored key ingredients to help businesses overcome barriers that prevent them from integrating environmental sustainability into their everyday operations. Read the entire series.
This post also appears on Greenbiz.com.
Over the past month, we’ve discussed some of the key barriers that prevent companies from truly integrating sustainability considerations into their long-term strategies. Countless companies across the world struggle with these obstacles, such as: capital budgeting processes that fail to account for sustainability initiatives’ benefits; financial teams whose goals don’t align with those of the sustainability teams; and uncertainty about how to implement metrics that properly account for external environmental costs.
A handful of companies, however, are starting to identify effective ways to break these barriers down. Johnson & Johnson now allocates $40 million a year to a special fund that directs capital to greenhouse gas reduction projects, helping to lighten its environmental footprint while proving these projects generate good returns. AkzoNobel and Alcoa have elevated the role of the Chief Sustainability Officer in capital budgeting decisions to ensure the company is spending money to achieve financial and environmental results. And Natura is accounting for the environmental impacts of its suppliers and including those costs in its supplier selection process.
This piece originally appeared on The Guardian's Sustainable Business website.
As another year begins, big business will continue falling well short of taking the leadership role on the sustainability the world urgently needs. While many chief executives now publicly identify sustainability as a key issue for their companies, walking the talk is proving more elusive.
Successful bosses do not procrastinate. So why are boardrooms dragging their feet as sustainability challenges that have an impact on the private sector mount? As an observer of business trends for two decades, I see two interlinked problems hindering progress: first, corporate failure to embed sustainability into core business strategy, treating it instead as a standalone issue. And second, the lack of tools that allow corporations to make this leap in their day-to-day operations.
Sarah Cohen, an intern with WRI's Markets and Enterprise Program, also contributed to this blog post.
Do you have colleagues who roll their eyes when they hear the words “environment” or “sustainability?” The sad truth is that environmental issues are not always a passion for everyone at every organization. However, climate change and other environmental challenges are shaping tomorrow’s markets—so how do you draw connections between sustainability and business value for those who may not see it right away?
Today, WRI is releasing a guide to address this question and many more related to corporate sustainability. The guide—which was road-tested this summer by a dozen major companies like Target, Method, and Staples—adds a sustainability component to the traditional Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis that corporations have relied on for more than 50 years. Our sustainability SWOT, or “sSWOT,” is designed to help corporate sustainability champions engage colleagues, customers, suppliers, and even competitors to identify links to business risks and brainstorm new business opportunities.
At last week’s Net Impact conference, WRI challenged teams of attendees to come up with what was essentially a “mashup” of megatrends and environmental challenges. The teams then engaged in a friendly competition to see who could create the most innovative corporate sustainability strategies for a hypothetical company modeled after LEGO.
The teams began by looking at global environmental challenges (like clean energy, climate change, and waste removal); then connected these hurdles to other big trends (such as urbanization and social inequality); and finally, assessed strategic actions for the model company. The result was a handful of very clever corporate sustainability strategies. One team suggested that 3D-printing and materials science could enable the company to produce toys in growing markets using bio-based plastics, thereby reducing shipping costs and greenhouse gas emissions. Another team thought that creating visual instruction guides could help overcome language barriers and promote affordable green building design and construction. And the winning team proposed partnering with companies like Coca-Cola and non-profit organizations like 5 Gyres to reuse plastic waste in the world’s oceans (similar to what Method and United by Blue are currently doing).
The proposals varied greatly, but all the teams had one thing in common: They used WRI’s new Sustainability SWOT (sSWOT) as a guiding framework to shape and communicate their strategies.
Disney, one of the world’s largest media companies, made a big announcement today that can help the company move in a more sustainable direction when it comes to paper sourcing and use. This is a positive step toward environmental leadership by a company whose name is familiar to people around the globe.
According to the policy, Disney will minimize paper consumption in its day-to-day operations and increase the recovery of used paper and packaging for recycling. In terms of paper purchasing, the policy addresses most of the themes covered in WRI’s Sustainable Wood and Paper Procurement Guide. Disney commits to maximize the use of recycled fiber, maximize the use of paper made from wood sourced from sustainably managed forests (as certified by the Forest Stewardship Council or an equivalent forest certification scheme), and maximize the use of paper products processed without chlorine or chlorine compounds. Disney will also eliminate the use of paper made from “unwanted” raw materials including:
WRI’s 2010 inventory revealed emissions of 4,309 metric tons of carbon dioxide equivalent (mt CO2e). This is 2.3 times the 2009 inventory of 1,326 mt CO2e.
At WRI, we pride ourselves in being a mission-driven organization that defines success as bringing about positive outcomes in the world. But what about our own operations? Along with the work we do externally to achieve our mission, we have a responsibility to ensure that our own actions are the best reflection of the changes we want to see in the world.
WRI’s History of Sustainability
We recognized the need to “walk the talk” back in 1999, when we became the first NGO to complete a greenhouse gas (GHG) emission inventory and set a net-zero reduction target. At that time we also relocated to a green office, striving to incorporate our values directly into our physical surroundings.