AB InBev deepened its commitment to sustainability and adopted new initiatives to build climate resilience through its various partnerships. The company’s recent collaboration in Brazil and the UN Global Compact Brazil Chapter is one of multiple of examples of their work to deepen engagement around the Sustainable Development Goals. In 2020, AB InBev co-founded the Water Resilience Coalition, a CEO-led initiative of the UN Global Compact to elevate global water stress.
AB InBev is committed to demonstrating greater progress towards its 2025 Sustainability Goals in alignment to the UN Sustainable Development Goals. The company aims to continue work towards its Global Smart Drinking Goals, promoting smart agriculture, eliminating waste and creating circular economics, empowering more small businesses and entrepreneurs across the value chain, and collaborate with partners to achieve great sustainability.
Throughout our history, Braskem has achieved many sustainable development milestones and objectives achieving approximately 85% of its sustainable development Macro Objectives defined in 2009 for 2020 that included mainly: 53% reduction of Braskem's accident rate, reduction of the intensity of GHG emissions by approximately 17% between 2008 and 2020 and expansion of its resins production from renewable feedstock becoming global leader in the bio-polymers production capacity.
As we have entered a new decade, we started the construction of new challenges for the 2020-2030/2050 cycle, adapting and updating the goals for new global demands. Building new commitments was a complex journey that took months and involved more than 500 global team members and leaders. In September 2020, this process reached a milestone with the Board of Directors approval of our Global Sustainable Development Strategy. Our strategy was built based on analysis of global challenges and trends, the Company’s Materiality Matrix and the results of business and supply chain Risk Management analysis. The new goals consider all dimensions of sustainable development: economic, social, and environmental, and are aligned with the Paris Climate Change Agreement and with the UN Sustainable Development Goals - maintaining greater priority on the SDGs where we have the biggest impact.
Braskem, as a member of the CFO taskforce, it is committed to implementing the CFO Principles on Integrated Sustainable Development Goals (SDG) Investments and Finance, an initiative of the UN Global Compact.
This initiative consists in the definition of goals related to Braskem's commitments with the SDGs, and is aligned with the global strategy and with the Company's purpose of improving people's lives through the transition to sustainable development.
For 2021, our key areas of focus will be to ensure safe operations, accelerate innovation and digital transformation and implement our commitments to sustainable development.
Considering that, In line with Braskem´s medium-and long-term commitments to reduce 15% of CO2e emissions by 2030 and achieve carbon neutrality by 2050, our goals for the short term are (i) to achieve a reduction of 250kt/year in 2022 by using energy efficiency solutions and renewable energy throughout 2021; and (ii) to expand our production capacity for green ethylene in the Triunfo industrial unit in Rio Grande do Sul from 200,000 to 260,000 tons per year with start up in 2020.
Regarding our commitment to expand our I’m green™ portfolio to include 300,000 tons of thermoplastic resins and chemical products with recycled content in 2025, Braskem is investing R$ 67 million in the construction of a recycling line with capacity to transform 250 million packages into 14,000 tons of high-quality post-consumption resin per year and operations are expected to start in the fourth quarter of 2021.
In addition, in regards Braskem´ s IR events and materials, we have incorporated our SGDs targets on those and, in 2021, Braskem held the first ESG day event with investors.
CDL’s value creation business model is developed over the last two decades, anchoring on our ethos of “Conserving as We Construct” established in 1995. The Future Value 2030 value creation model encapsulates our role as a developer, an asset owner and a corporate citizen, and guides us in creating sustained value for our business and our stakeholders. CDL’s sustainability efforts are aligned with 14 relevant SDGs– 3, 4, 5, 6, 7, 8, 9, 11, 12, 13, 14, 15, 16, 17, and are based on CDL’s positive and negative impacts on our material ESG issues. The CDL Future Value 2030 sustainability blueprint sets goals for our integrated sustainability strategy towards 2030—a milestone year for sustainable development and the global climate agreement.
Designed and built by CDL with industry partners in 2017, the Singapore Sustainability Academy (SSA) is the first ground-up initiative and zero-energy facility in Singapore dedicated to capacity building and thought leadership for climate action and SDGs. Since its opening on 5 June 2017 to end-2020, the SSA has hosted more than 450 sustainability-related training programmes and advocacy events, involving over 18,300 attendees.
In partnership with UNDP, raiSE, Social Collider and Global Green Economic Forum, Incubator For SDGs is a rent-free workspace at Republic Plaza for selected social enterprises and start-ups that are aligned with one or more SDGs. These companies can tap into an extensive network of management experts to help them scale up and reach out to potential investors and markets.
The CDL-GCNS Young SDG Leaders Award is an annual business case competition that empowers and cultivates youths into future sustainability champions, equipped with the skills and know-how to integrate SDGs into business strategy and operations. The competition has attracted the participation of more than 2,400 youths over the past 10 years.
CDL’s strong foundation in sustainability has placed us in a prime position to tap into the thriving sustainable finance market. Since 2017, CDL has secured more than S$2.5b worth of sustainable financing to drive green buildings in our portfolio. In July 2021, CDL achieved the discount on our SDG Innovation Loan, a sustainability-linked loan – a testament of how CDL’s efforts in achieving the SDGs through innovation is translated to tangible financial benefits. The CDL Sustainable Finance Framework guides the company in achieving positive impacts for the SDGs through responsible allocation of finance.
For close to a decade, CDL has been achieving our voluntary target of at least Green Mark GoldPLUS certification for all new developments, two tiers above mandatory requirement. To date, 85% of CDL’s portfolio of owned and managed buildings, based on gross floor area, are rated Green Mark GoldPLUS or Platinum—the highest tier certification. As an early adopter of sustainability and ESG reporting since 2008, CDL’s robust sustainability reporting has evolved into a unique hybrid model using GRI Standards as its core since 2008, IIRC’s Integrated Reporting Framework since 2015, SDG Reporting since 2016, TCFD framework since 2017, and SASB since 2020.
In February 2021, CDL pledged support to the WorldGBC’s Net Zero Carbon Buildings Commitment to achieve net
zero operational carbon by 2030 for our new and existing wholly-owned assets and developments under our direct operational and management control. CDL is also reviewing our SBTi-validated GHG reduction targets to align with a 1.5°C warmer scenario-compliant business model. With solar energy as the most promising in Singapore, we will strive for onsite generation of solar energy, where possible, and the procurement of Renewable Energy Certificates (RECs), to help us minimise our carbon footprint. On the innovation front, CDL has been actively investing and working with collaboration partners to source and research on more sustainable building materials to reduce our embodied carbon.
Following a phase of great transformation that allowed Eni to grow and diversify its portfolio, while strengthening its financial organisation, Eni initiated a new phase in the development of its business model, strongly oriented towards the creation of long-term value, combining economic/financial and environmental sustainability.
Based on these principles, a new strategy has been defined in 2021 to relaunch short, medium and long-term operational objectives, which outline the integrated and evolutionary path of individual businesses and which will lead Eni to carbon neutrality in 2050, in line with the scenarios compatible with keeping global warming within 1.5°C. This strategy is supported by a business model which organically combines its business plan with the principles of environmental and social sustainability, extending its range of action along three pillars:
Eni’s strategy relies on a viable economic and financial plan. This is based on a strong capital discipline, detailed economical assessments of our decarbonization levers and further enhanced by a direct link between our industrial transformation and Eni financing instruments.
In December 2020 Eni started by converting its loan and financing contracts in Sustainability linked tools, linking their cost to the achievement of identified targets in close correlation to our strategy and specific SDGs.
In May 2021, first in our sector, Eni published the Sustainability-Linked Financing Framework, and in early June Eni has successfully placed our first Sustainability-Linked Bond, focused on UN SDGs 7 and 13.
This was a key milestone in Eni’s 30 year capital market history receiving a six folds request versus the original offer. These financial initiatives are a further evidence of Eni’s commitment to decarbonization and of the market’s recognition of Eni’s transition strategy.
Eni’s mission, through which the company aims to contribute to the 17 SDGs by seizing new business opportunities, confirms Eni’s commitment to a just energy transition. Following the mission, Eni accelerated the development and diversification of its portfolio, strengthening its financial structure while speeding up the company’s decarbonization path thanks to new targets, a revised organizational structure and an attractive sustainable finance strategy. Eni wants to contribute to a just transition, an energy transition that allows to give access to energy for all and to protect the environment, while being socially fair. Consistently with the Paris Agreement's most ambitious objectives, Eni will pursue the Net Zero target on its GHG Scope 1, 2 and 3 emissions, referred to the entire life cycle of the energy products sold. Furthermore Eni has increased its efforts towards a just energy transition that combines the need to reduce carbon footprint with the need for community development by reinforcing resources in the Countries where it operates, allocating gas production to the local market, promoting access to energy and supporting the definition of Local Development Programmes (LDPs).
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In July 2021 we launched our refreshed global sustainability strategy, PlanBeyond 2.0. It maps to six core SDGs with corresponding Sustainable Business Objectives relevant to our company including long-term targets for each.
Learn more here.
Our engagement with the CFO Taskforce helped inform the development of PlanBeyond 2.0, particularly regarding SDG alignment. We have also leveraged Taskforce learnings to improve ESG/SDG integration in our Investor Relations and communications activities.
We are committed to not only integrating sustainability into our operations, but into every client solution we deliver. In PlanBeyond 2.0, we have prioritized six core SDGs and Sustainable Business Objectives and will be tracking progress against each.
Learn more here.
SDGs are integrated into Leonardo business strategy and value creation model.
In 2020, we achieved the following milestones:
Leonardo joined the CFO Taskforce to contribute to the creation of a diversified and transparent market for corporate SDG investments and finance. We have been committed to contribute to the SDGs since many years now and, by supporting the CFO Principles for Integrated SDG Investments and Finance, we strive to embed the sustainability goals in our internal financial architecture with a more pervasive approach.
As member of the CFO Taskforce, we are contributing to a virtuous loop of cultural and financial transformation for both companies and communities to thrive.
Leonardo committed to maintain around 50% of SDG-aligned investments in 2021-2022, further embedding SDGs in the investment process through a revised investment procedure.
We are continuing to reinforce events and engagement with investors on ESG and SDG-linked topics, leveraging on Leonardo investment thesis, strictly related to social, environmental and technological impact. Finally, we are considering opportunities related to ESG-linked financial instruments to support business growth in line with our sustainability strategy.
In pursuing its purpose, Energy to inspire the world, included in the company’s bylaws in early 2021, Snam reconciles its strategic decisions and investments focusing on SDGs closest to its mission, purpose and activities. In this contest, a Net Zero Strategy has been developed for reaching net zero emissions in Snam’s operations by 2040 (Scope 1 and 2 emissions) with intermediate milestones at 2025 and 2030. Moreover, a ESG Scorecard with 22 ESG KPIs linked to SDGs with targets till 2023 has been launched. In conjunction with the approval of the 2020-2024 Strategic Plan, Snam carried out an analysis to confirm the alignment between the SDGs and its investments. The analysis showed that SDG’s investments are 40% of the Strategic Plan and highlighted the SDGs more impacted: 7, 13, 9 and 11 (mentioned in order of priority).
Sustainability and energy transition activities are a fundamental pillar of Snam’ business as demonstrated by "green-like investments” and the choice of tapping the "sustainable funding market" for aligning the corporate financial structure with the growth sustainable path. Being a founding member of the CFO Taskforce has been a natural consequence and we think it is fundamental to guide companies in aligning their sustainability commitments with credible corporate finance strategies in order to create real-world impact on the SDGs, an efficient market for SDG investments and capital flows, and consistency in how to measure SDG related KPIs. The active participation in the initiative will further help Snam to fulfil the SDGs at the company level and to monitor best practices regarding SDG Investments and Finance.
Snam has set a long-term net zero strategy with intermediate milestones at 2025 and 2030. Moreover, Snam has developed a ESG Scorecard on 13 key areas with 3-year target. Each area (Energy savings, Biodiversity, Natural gas emissions, Green innovation, Gender diversity, Safety, Welfare, employee engagement, Local communities engagement, Responsible supply chain, Infrastructure reliability, governance and Anti-corruption) has been linked with SDGs on which it has an impact (e.g. about Gender diversity Snam set two KPI strongly linked to SDG 5 and also reported in the Remuneration Policy). Moreover, a process to account investments impacted by ESG has been structuring and it has been working on financial tools able to give new impulse to ESG driven projects and activities also to comply with the target to increase sustainable finance from 40% to 60% in 2024 (already reached in H1 2021).
Suzano's sustainability strategy lies at the core of our Cultural Drivers. Due to the nature of our business, which depends directly on natural cycles, and to the positive relationship with
the communities in the locations we operate, this topic has always been essential for us. To push forward the sustainability integration into its business model the company released its Long-Term Goals, publicly making ambitious commitments that must be carried out by 2030, in line with the the United Nations’ Sustainable Development Goals (SDGs).
Suzano understands that the CFO Taskforce is an opportunity to engage with our peers and to create the guiding principles that will allow us to ensure that our financial strategies are aligned to the Sustainable Development Goals. We acknowledge the critical role that CFOs have to play in unlocking capital and creating a market for SDG investments, and we aim to consolidate our role as a reference in this important movement.
Suzano is currently committed to developing and implementing its long-term goals. Through our strategic actions, we want (among other goals) to mitigate the problem of income distribution, making it possible for 200,000 people to rise above the poverty line in the areas where we operate; replace plastic and oil-based products with the supply of 10 million tons of products obtained from renewable sources; and become even more climate positive, removing 40 million tons of CO2 from the atmosphere. It worth mentioning that in June 2021 Suzano announced its new Biodiversity long term goal, a pioneer commitment for the global pulp and paper industry. In this direction, since 2020, Suzano linked 10% of management’s short-term variable compensation to the development and results of the Long-Term Goals associated with their respective areas of operation.