Topic Archives: Materiality

How to Maximize the Impact of Corporate Sustainability Goals

This is part 1 of a 6-part series revealing findings from SustainAbility’s recent report, “Targeting Value,” which focuses on how to maximize impact through corporate sustainability goal setting. Part 2 next week will address corporate sustainability goals around water stewardship. While there has been a substantial improvement in high-impact sustainability goal-setting by companies over the past decade,

Playing to Win Through Sustainable Growth

How can a sporting goods company play to win whilst maintaining sustainability as its foundation of future growth? By identifying and prioritizing the economic, environmental and social impacts and issues that matter most to the company and its stakeholders, and setting goals to improve performance. SustainAbility supported Amer Sports to deliver the company’s materiality assessment

How Starbucks Yields the Benefits of Materiality

Our recently released research, Sustainability Incorporated: Integrating Sustainability into Business, calls out the need for business to further embed sustainability into its core strategies. It highlights five pathways to more deeply integrate sustainability into business: employing business model thinking; putting materiality to use; applying a sustainability lens to products and services; tapping into culture; and

Creating a Balanced Strategy for Becton Dickinson

Headquartered in New Jersey, Becton Dickinson (BD) is a global medical device company in the dynamic and quickly evolving healthcare field. They have an ambitious approach to delivering on some of the world’s most pressing global healthcare challenges. The company had already been actively working to improve its overall sustainability impacts for a number of

Materiality Matters at Michelin

Established in the late 1800’s when brothers André and Edouard Michelin began to create new tire innovations, Michelin believes that mobility is essential for human development. In 2012, Michelin embarked on a program to review its approach to sustainability and asked SustainAbility to help with its first materiality process. Identifying the issues Our starting point

3D Printing – Exploring a Technology and its Sustainability Potential

3D printing remains the cool kid in class, still fresh, and maintaining an attractive level of intrigue. And its future looks promising. According to Harvard Business Review from May 2015, industrial 3D printing is “at a tipping point, about to go mainstream in a big way.” 3D printing is a technology that can build three

Integrating Materiality into the Core Business Strategy of EMC

The leading data storage, security and analytics company EMC has a longstanding sustainability program. Over the years, it has carried out many materiality assessments and sustainability initiatives. However, it is now seeking a different materiality approach, designed to be directly integrated with its core business strategy and enterprise risk analyses. We conducted intensive desk research, internal

Improving Transparency and Rebuilding Trust at RBS

SustainAbility has worked with RBS for over three years, helping to strengthen and streamline the bank’s approach to materiality and sustainability reporting. Although RBS has used a materiality process to help guide its business for many years, in 2014 the bank asked us to review their existing approach and advise on how best to: gather

How Nestlé Measure What Matters

For a global leader like Nestlé, with operations in 197 countries, over 300,000 direct employees and a heritage stretching back nearly 150 years, understanding what matters most to its stakeholders is vital. SustainAbility has worked with Nestlé since the publication of their first Creating Shared Value report in 2007. Last year, Nestlé asked us to

Facilitating Stakeholder Dialogue at Nestlé

Nestlé is a global leader in nutrition, health and wellness and is committed to creating shared value not just for its business but for society. Key to achieving this is building and maintaining effective dialogue with stakeholders. One of the ways Nestlé accomplishes this is through a series of global stakeholder convenings. The purpose of