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In this presentation to IIED as part of the organisation's Critical Themes series, Pavan Sukhdev examines the role of stakeholder reporting and its relevance to environmental economics. Sukhdev is the founder and chief executive officer of GIST Advisory, a specialist consulting firm that helps governments and corporations discover, measure, value, and manage their impacts on natural and human capital. he is also the Special Adviser and Head of UNEP’s Green Economy Initiative.
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IIED, London Workshop on Business Externalities
11th March 2014
Pavan Sukhdev Founder & CEO, GIST Advisory
UNEP Goodwill Ambassador
Author “Corporation 2020”
Managing Externalties: the role of Stakeholder Reporting
An Ecosystem Service…. Source: NOAA
http://www.vets.ucar.edu/vg/T341/index.shtml
US$ 2.15
trillion/ year
estimated
global environ-
mental costs of
economic
activity
Five sectors
account for
about 60% of
environmental
costs
Source: Trucost for
UNPRI, 2010.
Top 3,000 Listed Companies
Corporate Externalities..
US$ 2.15
trillion/ year
estimated
global environ-
mental costs of
economic
activity
Five sectors
account for
about 60% of
environmental
costs
Source: Trucost for
UNPRI, 2010.
Top 3,000 Listed Companies
Corporate Externalities..
Water Abstraction
Greenhouse Gases
Greenhouse Gases
Natural Resources
Natural Resources
Natural Resources
….. Are Pushing Planetary Boundaries
B.A.U. might not deliver ‘The Future We Want’…
We cannot Manage what we do not Measure!
Hence Stakeholder Reporting:
Measuring, Reporting, & Managing Corporate Externalities...
Three Solution Models Visible...
Buy Side Advisory
Single Leader
Sector Leadership
Question: “Who Should do What?” for Measuring Externalities
Quantifying Usage,
Discovering Depend-
encies & Impacts
Standardizing
& Valuing
Impacts
Disclosing
Impacts in
“One Report”
Emissions /tCO2e
Freshwater / CuM
Forests L.U.C. / Ha
Pollution / …
Waste / …
Economic Costs of
Emissions,
Freshwater Use,
Deforestation,
Pollution, Waste …
Framework for
Integrated Reporting
of All Externalities…
incl Social & Human
Capital..
WBCSD…
GRI…
CEF…
CDP, WDP…
TEEB for
Business
Coalition
& Network
IIRC &
Accountancy
Regulators
“Who Does What When?” Business Externalities Roadmap
Stages:-
Objectives Measuring Supply Chain Impacts (quantities) for all significant environmental impacts: Emissions, Freshwater extraction, Land use change , Pollution, Waste
Valuing all material corporate supply chain externalities due to Emissions, Freshwater extraction, Land use change, Pollution, & Waste. (Note: non-environmental drivers of Human/ Social Capital impacts out of scope)
Integrated Reporting of All material Externalities from all business activities, for Internal Management AND Disclosure of Externalities
Deliverables 1. Guidelines for discovering & quantifying all third-party impacts 2. Road-Tests 3. LCA Inventories & other applicable databases
1. Valuation Framework 2. Valuation Pilots / Road-Tests 3. Sector-wise Valuation Methodologies 4. Sector-wise Valuation Standards 5. Open-source Valuation Database
Reporting Framework for All externalities for both (a) internal management and investor use (b) Financial disclosure
Timelines 1. Guidelines : Some sectors done (ISO 14040-44 w/ Product Category Rules) or ongoing 2. Road-Tests : ongoing 3. LCA & other Databases: EU-LCA Platform (ILCD) guidance done;
1. Valuation Framework: May 2013 2. Valuation Pilots / Road-Tests: ongoing 3. Valuation Methodologies: 2014 onwards 4. Valuation Standards: 2015 onwards 5. Open-source Valuation Database: 2014 onwards
(a) April 2013 – Dec 2013 (b) to be decided
Responsibilities (NOTE : this list is not exclusive - mainly Coalition Members & Secretariat who have expressed interest)
1. Guidelines: GRI, WBCSD/ WRI, CEF, CDP (carbon), WDP (water), etc 2. Road-Tests: WBCSD, B Team 3. LCA Databases: Commercial LCA providers; Industry Assoc’s, Env. Ministries, Pollution Control Boards, Public open-source databases (eg: EU LCA Platforms - ELCD, ILCD); etc
1. Framework: TEEB4BC 2. Pilots / Road-Tests: B Team, other leaders 3. Methodologies (i) Development: B Team, Industry Assoc'ns, valuation experts (ii) Peer Review: WBCSD, GRI, WWF, IUCN (iii) Neutral Evaluation: TEEB4BC 4. Standards: GRI, ISO, CEN, CDSB, TEEB4BC, WBCSD/WRI, SASB 5. Open-source Database : TEEB4BC, Commercial LCA providers, IT Advisers
(a) IIRC, GRI, etc (b) ICAEW, GRI, SASB, National
Accountancy Regulators & IASB
Quantifying Impacts
Economic Valuation
Integrated Reporting
Why Stakeholder Reporting?
Business today depends on, and/or has impacts on, ALL dimensions of private & public wealth… but..
EXAMPLES Physical Capital Human Capital Social Capital Natural Capital
Private Ownership
- Factories - Buildings - Securities - Cash
- Health - Education - Job Skills
- Gardens - Fields - Forests
Community Ownership * (club goods)
- Community Centres
- Community Schools
- Traditional knowledge
- Community Norms and Customs
- Community Forests
- Grazing Commons
Public Ownership * (public goods)
- Roads - Bridges
- Public databases
- Non-patent knowledge
- Law & Order - Taxation - Social Equity
& Inclusion
- High Seas fisheries
- National Parks/ Forests
* Creating community wealth and public wealth creates “shared value”
Why Stakeholder Reporting?
Business today generally measures & reports only shareholder wealth impacts: private physical capital
EXAMPLES Physical Capital Human Capital Social Capital Natural Capital
Private Ownership
- Factories - Buildings - Securities - Cash
- Health - Education - Job Skills
- Gardens - Fields - Forests
Community Ownership (club goods)
- Community Centres
- Community Schools
- Traditional knowledge
- Community Norms and Customs
- Community Forests
- Grazing Commons
Public Ownership (public goods)
- Roads - Bridges
- Public databases
- Non-patent knowledge
- Law & Order - Taxation - Social Equity
& Inclusion
- High Seas fisheries
- National Parks/ Forests
Why Stakeholder Reporting?
Business for a sustainable tomorrow – will measure & report on ALL dimensions of its impacts …
EXAMPLES Physical Capital Human Capital Social Capital Natural Capital
Private Ownership
- Factories - Buildings - Securities - Cash
- Health - Education - Job Skills
- Gardens - Fields - Forests
Community Ownership * (club goods)
- Community Centres
- Community Schools
- Traditional knowledge
- Community Norms and Customs
- Community Forests
- Grazing Commons
Public Ownership * (public goods)
- Roads - Bridges
- Public databases
- Non-patent knowledge
- Law & Order - Taxation - Social Equity
& Inclusion
- High Seas fisheries
- National Parks/ Forests
How Stakeholder Reporting? GIST 360 ™ Assessment …..
Financial Value Addition
Human Capital Externalities
(“HCX”)
Social Capital Externalities
(“SCX”)
Natural Capital Externalities
(“NCX”)
Measuring “Value Addition” holistically, including all material Externalities
In evaluating third-party impacts across these categories of capital, we find that there are eleven major drivers of externalities arising from typical business activities, which most commonly generate the most significant third-party impacts.
Valuation Framework Based on Drivers
Environmental Drivers
GHG emissions
Freshwater extraction
Waste generation
Land-use change
Air pollution
Land & Water pollution
Human Capital Drivers
Employee training programs
Employee health and safety (EHS) standards
Social Capital Drivers
CSR programs
Business model and supply chain features
Company policies
Example: How can Environmental Impacts (NCX) be
valued for Cement Industry?
WORLD CEMENT
PRODUCTION =
3.3 BILLION TONNES
(2010)
Source : CEMBUREAU
Example: Cement Sector
Natural Capital Externalities Example: Cement - Emissions+ Pollutants Step 1: Understand Processes
Natural Capital Externalities
Pollutants emitted from cradle to gate for 1 kg of cement
CO2 (g/kg-cement) 812
SO2 (g/kg-cement) 0.63
NOX (g/kg-cement) 2.5
Dust (g-SPM/kg-cement) 1.5
Total Greenhouse Effect (g/kg-cement) 817a
Total Acidification (g/kg-cement) 2.4b
Total Eutrophication (g-PO4/kg-cement) 0.33c
Total Winter Smog (g-SPM/kg-cement) 2.1d
These results show Cradle to Gate Emissions Averaged from 5 EU Cement Type-I Products. The main constituents emitted from the production of cement are CO2, SO2, and NOX (Source: CEMBUREAU)
a) Includes minor contributions from CH4, N2O or HF
b) Includes minor contributions from HCl and NH3
c) Includes minor contributions from NH3, N-tot and COD
d) Includes minor contributions from soot
Natural Capital Externalities Example: Cement - Emissions+ Pollutants Step 2: Understand Drivers & Outcomes
Natural Capital Externalities
Natural Capital Externalities Example: Cement - Emissions+ Pollutants Step 3: Life-Cycle Analyses (LCA’s)
Natural Capital Externalities
June 2013
Natural Capital Externalities (NCX)
21
Natural Capital Externalities
22
LCA’s enable quantification of major environmental drivers of business, which materially impact natural capital, & also human capital (health) and social capital (quality of life). Trucost classifies environmental drivers of corporate externalities into six high-level eKPIs across major categories of unpriced natural capital dependencies and impacts. Each of these impacts can be valued in economic terms. Drivers Impacts (examples)
1. GHG emissions Climate change damage 2. Air pollution Health damage 3. Land and water pollution Eutrophication 4. Land use change Ecosystem service losses 5. Waste generation Dis-amenities 6. Freshwater extraction Pre-emption from others use
These six eKPIs reflect the channels through which companies’ impact natural capital and match the categories that targets are established for, consequently informing strategies and initiatives. These categories are also drivers of, and impacted by, regulations.
GIST 360™ NCX™
Trucost “EP&L” and “eKPI’s”
Natural Capital Externalities
Natural Capital Externalities
23
Outcomes: The typical EP&L study will quantify the natural capital embedded in direct and supply chain operations
Example: “Direct” or “gate-to-gate” phase refers to the processes that take place within factory premises “Indirect” could (for example ) comprise energy, materials, transportation
“Materials” refers to the sourcing and processing of material inputs “Energy” refers to the production of energy needed along the supply chain “Upstream transportation” refers to the transportation of material inputs to the factory
NOTE: Trucost’s valuation builds on a library of 1,000+ peer-reviewed articles and reports, as well as government studies.
Natural Capital Externalities
GIST 360™ NCX™
Trucost “EP&L” and “eKPI’s”
Natural Capital Externalities
Environmental Externalities Measuring & Disclosing : PUMA
Source: PPR /PUMA Press Release, 16th Nov 2011
Natural Capital Externalities
Can Externalities also be Positive?
YES: Positive Externalities can result from Corporations business models & policies...
Example 1: Infosys, +ve HCX
Wxample 2: Natura, +ve SCX
Mysore Campus, Infosys - World-class Training for 30,000 p.a.
- Attrition feeds trained IT talent to the world - Positive externalities over US$ 1 billion p.a.
Positive Human Capital Externalities Human Capital Factory for IT Talent: INFOSYS
Human Capital Externalities
• “Human Capital refers to the knowledge, skills, competences, and other attributes embodied in individuals that are relevant to economic activity” (OECD, 1998).
• Among the most important assets and a key determinant of country’s
overall economic performance
• Among the most important assets for any business and a key determinant of business performance
• One of the “Six Capitals” in IIRC’s recent consultation draft of their “Integrated Reporting” framework (<IR>, 2013)
• Neither national accounts nor business accounts reflect human capital
creation or loss, nor human capital externalities
What is “Human Capital”? Human Capital Externalities
HCXTM Model: Results from Infosys Annual Report 2012
Human Capital Externalities
• Social Capital can be defined (source: IIRC) as “the institutions and relationships established within and between communities, groups of stakeholders and other networks, and the ability to share information, to enhance individual and collective well-being. Social and relationship capital includes:
• Shared norms & common values and behaviours
• Key relationships and the trust and loyalty that an organization has developed and strives to build and protect with customers, suppliers and business partners
• An organization’s social licence to operate”
• Some business models, company policies and CSR activities are designed to improve such institutions and relationships, and in doing so, will usually generate positive externalities (eg: improvements in public health, societal job creation, environmental conditions, etc.).
What is “Social Capital”? Social Capital Externalities
Source: http://www.managementexchange.com/story/innovation-in-well-being http://totallybeautyaddict.fr/mon-jolieapero-chez-natura-brasil/
Positive Social Capital Externalities Business Model with Social Benefits: NATURA
1.4 million housewives earn 33% sales commission - Economic security improves family & social status for women - Training is used to sell other companies’ goods - Greater proportion of household expenditure on health & education - Increased labour market flexibility and efficiency
Social Capital Externalities
GIST 360™ comprises four assessments:- Reported Value Addition
(using Company Financial Statements) Human Capital Externality valuation
(using our HCX™ Model) Social Capital Externality valuation
(using context-specific valuation methods – SCX™)
Natural Capital Externalities valuation (using Trucost - EP&L)
Measuring Externalities for a “Stakeholder Value Added” Report
www.corp2020.com
http://www.youtube.com/watch?v=Jqk0ad5LKlI
A Non-Economist Explains ‘Corporation 2020’….
Thank You !
www.gistadvisory.com www.corp2020.com
Pavan Sukhdev,
Founder & CEO, GIST Advisory [email protected]