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Corporate sustainability strategies and value creation > Capital 5 > Flashcards

Capital 5 Flashcards

1
Q

FOr the ambition level setting process the company has to decide which 3 things`?

A

decide where to Comply, Compete and Lead on material topics

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2
Q

What does the “Comply” phase entail in sustainability efforts? (ambitious level)

A

COMPLY and declare intentions

  • Focus on legal compliance
  • Little competitive edge
  • Sustainability mainly as cost
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3
Q

What characterizes the “Compete” phase in a company’s sustainability journey?

A

COMPETE with start of selected projects

  • Clear positioning beyond compliance
  • Sustainability as business opportunity
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4
Q

What defines the “Lead” phase in sustainability? (ambitious level)

A

Lead and shape the industry

  • Ambitious goals & industry leader
  • Willingness to invest
  • Sustainability as a business opportunity
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5
Q

What is the purpose of peer benchmarking in ambition setting?

A
  • comparing companies ambitions with peers in the same industry or sector
  • Helps identify where to Comply, Compete, or Lead based on environmental, social, and governance (ESG) factors.
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6
Q

What are the focus areas in peer benchmarking in environmental, social and, governance?

A

Environmental:

  • GHG emission from own operations
  • GHG emissions in the Ssupply chain
  • Water usage
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7
Q

What are the focus areas in peer benchmarking in environmental, social and, governance?

A

Social

  • Health & Society
  • Diversity
  • Social standards in the supply chain
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8
Q

What are the focus areas in peer benchmarking in environmental, social and, governance?

A

Governance:

  • Compensation
  • Transparency and reporting
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9
Q

What is the general procedure in peer benchmarking?

A

1.Assess current state

2.Analyze peer ambitions ( No target, comply, complete, lead)

3.Define future ambitions (comply, compete,lead)

4.Link targets to initiatives

5.Monitor progress

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10
Q

What is the first step in peer benchmarking analysis?

A
  • Assess the company’s current state by comparing its performance on key ESG metrics to industry peers
  • identify strengths and weaknesses across Environmental, Social and Governance
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11
Q

What are the main dimensions evaluated during peer benchmarking?

A
  • Environmental (E),
  • Social (S), and
  • Governance (G).
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12
Q

What happens during the analysis of the peer ambitions?

A
  • Compare competitor targets to categorize industry benchmarks
  • Understand where peers set leadership-level ambitions and identify gaps in the company’s own targets
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13
Q

How are peer targets categorized in in benchmarking analysis?

A
  • “No Target,”
  • “Comply,”
  • “Compete,” and
  • “Lead” levels.
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14
Q

What is the purpose of analyzing peer ambitions?

A

= To identify leadership benchmarks and gaps in the company’s current targets.

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15
Q

What happens in the 3.step defiine future ambitions in the peer benchmarking analysis?

A
  • Set measurable ESG goals aligned with peer benchmarks and company strategy

Classify targets into level of ammbition:

  • “Comply” (basic compliance),
  • “Compete” (competitive positioning),
  • “Lead” (industry leadership)
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16
Q

Peer benchmarking analysis

  1. Step: Linking targets to initiatives, what happens here?
A
  • Develop specific initiatives required to achieve the defined targets
  • Ensure alignment with ESG frameworks (e.g., SBTi, Sustainalytics) and assess feasibility.
17
Q

What happens in the monitor progress in the peer bennchmarking analysis?

A
  • Continuously track achievements against benchmarks
  • Adjust targets and initiatives based on changing industry dynamics and company priorities
18
Q

What defines Flagship Initiatives? (Quantity, Purpose, Impact, Timeline)

A
  • Quantity: A maximum of 4-6 initiatives across the organization
  • Purpose: Targets high-importance and material topics for external communication.
  • Impact: Leads to large-scale changes
  • Timeline: Longer implementation time, with significant budget requirements.
19
Q

What are Operative Measures? (scope, focus, Impact, outcome)

A
  • Scope: Non-flagship (other key) initiatives implemented centrally or decentrally
  • impact: Relevant topics with moderate ambition levels
  • Outcome: Results in considerable changes, varying in time and budget.
20
Q

What are Low-Hanging Fruits? (Scope., Focus, outcome)

A
  • Scope: Quick wins identified during discussions
  • Focus: Lower ambition levels, often to “walk the talk” on ESG topics
  • Outcome: Leads to short-term, small-scale changes with minimal budgets.
21
Q

What are Core Enablers? (Scope., Focus, outcome)

A
  • they supprt the ESG initiatives but do not directly have an ESG ambition
  • Often rolled out organization-wide.
  • Outcome: Varies depending on the initiative; enables the overall ESG agenda.
22
Q

How do ambition levels vary across the four initiatives?

A
  • Flagships: High ambition level, aligned with “Lead”
  • Operative Measures: Moderate ambition, aligned with “Compete”
  • Low-Hanging Fruits: Lower ambition, aligned with “Comply”
  • Core Enablers: Not ambition-driven but foundational to success.

Corporate sustainability strategies and value creation (8 decks)

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