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...
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.
2013–14 Operational Sustainability Report
The World Resources Institute’s Sustainability Initiative seeks to align the Institute’s business practices with its mission. Using research and expertise from staff to guide us, WRI is committed to reducing the environmental and social impact of its operations. This report discloses WRI’s 2013...
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.
The World Resources Institute’s Sustainability Initiative seeks to align the Institute’s business practices with its mission. Using research and expertise from staff to guide us, WRI is committed to reducing the environmental and social impact of its operations.
Walking the talk on...
The World Resources Institute’s Sustainability Initiative seeks to align the Institute’s business practices with its mission. Using research and expertise from staff to guide us, WRI is committed to reducing the environmental and social impact of its operations. This report details WRI's fiscal...
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.