United Nations Global Compact
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Sustainable Finance Action Platform
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AB InBev‍
Arçelik
BASF‍
Banco BTG Pactual
Beontag
Braskem‍
Capgemini
Celsa Group
China Development Bank
China Petroleum and Chemical Corporation - Sinopec
City Developments Limited
Coca Cola Içecek
Danone‍
EDP
Enel
Engie
Eni‍
FCC Construcción‍
Federated Hermes International
Firmenich
Global Impact Initiative
Grupo Nueva Pescanova‍
H&M
Holcim
Iberdrola
Inter-American Development Bank‍
Islandsbanki‍
Jacobs‍
Klabin
Ladol
Leonardo‍
Lestari Capital
Livent
MRCB
Moody's
Natura & CO
PIMCO
Palladium International
Pernod Ricard
Pirelli‍
Principal Financial
RWE‍
Schlumberger
Schneider Electric
SkyPower Global
Snam
Société Générale Group
Sompo Asset Management
Suzano
Tata Steel
Terna‍
Terrestrial Energy
Tesco‍
The Very Group
Turkcell‍
Unilever‍
Vena Energy
Verizon‍
Vieira de Almeida LP
Workiva
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Next
AB InBev‍
Arçelik
BASF‍
Banco BTG Pactual
Beontag
Braskem‍
Capgemini
Celsa Group
China Development Bank
China Petroleum and Chemical Corporation - Sinopec
City Developments Limited
Coca Cola Içecek
Danone‍
EDP
Enel
Engie
Eni‍
FCC Construcción‍
Federated Hermes International
Firmenich
Global Impact Initiative
Grupo Nueva Pescanova‍
H&M
Holcim
Iberdrola
Inter-American Development Bank‍
Islandsbanki‍
Jacobs‍
Klabin
Ladol
Leonardo‍
Lestari Capital
Livent
MRCB
Moody's
Natura & CO
PIMCO
Palladium International
Pernod Ricard
Pirelli‍
Principal Financial
RWE‍
Schlumberger
Schneider Electric
SkyPower Global
Snam
Société Générale Group
Sompo Asset Management
Suzano
Tata Steel
Terna‍
Terrestrial Energy
Tesco‍
The Very Group
Turkcell‍
Unilever‍
Vena Energy
Verizon‍
Vieira de Almeida LP
Workiva
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SDG 13: Climate Action

AB InBev‍

Fernando Tennenbaum

Fernando Tennenbaum

CFO
“As the world’s leading brewer, with a global footprint and a focus on local communities and value chains, we are building a company to last – brewing beers that will continue to bring people together for the next 100 years and beyond. As part of the Taskforce, I am eager to share what we have learned through AB InBev’s sustainability journey as well as our approach to target-setting and measurement. And I embrace the opportunity to learn from my peers and partners as we work to speed up the recovery and achieve the UN Sustainable Development Goals.”

Headquarters

Business sector

Consumer Goods

Number of employees

81000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #2
Participation Report

Efforts regarding SDGs right now - September 2021

  • Collaborated with 100+ entrepreneurs, innovators, engineers, investors, and scientists through AB InBev’s 100+ Accelerator to find breakthrough advancements in water stewardship, farm productivity, circular packaging, green sourcing, logistics and more
  • Announced partnership with One Young World to identify the most impactful women-led enterprises tackling sustainability challenges
  • Kicked started the AB InBev supply chain collaboration in Brazil with a virtual event recognized by the UN Global Compact Brazil Chapter
  • Convened supply chain partners through the AB InBev Eclipse platform to address and share insights on sustainability issues
  • Hosted webinar series with suppliers on renewables and accounting
  • Expanded the AB InBev Foundation’s scope to focus on five pillars aligned to the UN SDGs: reducing harmful consumption, supporting sustainable agriculture, clean water, nurturing entrepreneurs and engaging communities where it matters most
  • Continued commitment to building climate resilience by transitioning global operations to 100 percent renewable electricity and reduce GHG emissions by 25%
  • Reported using blockchain to improve sustainability for a pilot project in Europe to track barley and improve traceability and sustainability of beer

Link between the work in the CFO Taskforce and Company’s efforts

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.

Commitment regarding SDGs for 2021

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.

Arçelik

Polat Şen

Polat Şen

CFO
"At the core of all our decisions at Arçelik is a deep commitment to sustainability. Much like many other businesses, our targets have been aligned with the UN’s Sustainable Development Goals (SDGs) which drive our actions towards helping to solve today’s environmental and social challenges. CFOs hold great responsibility in ensuring that sustainability and purpose-driven business is built deep into strategy. From financial frameworks to investment decisions, we play a huge role in instigating long-term positive change. Joining the UNGC CFO Taskforce is a great opportunity for members of the group to share ideas, inspire change and collaboratively build value for a greater future.”

Headquarters

Business sector

Consumer Goods

Number of employees

8700

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

BASF‍

Hans Ulrich Engel

Hans Ulrich Engel

CFO
"BASF has decided to not only focus on a sustainable business but also to integrate sustainability into its financing activities. We have therefore established a framework for financing instruments based on sustainability criteria. The CFO Principles will support sustainable investments and long-term value creation."

Headquarters

Business sector

Chemicals

Number of employees

64000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Banco BTG Pactual

Joao Marcello Dantas Leite

Joao Marcello Dantas Leite

CFO
"Companies have a paramount responsibility in the achievement of the SDGs, since they possess both the scale and the agility to act big. I am proud to be part of the CFO Taskforce. Together, we are building a foundational framework that will further engage and empower corporations and business leaders in the pursuit of their relevant SDGs. By developing and disseminating guidance and best practices, and building a powerful quantitative reference in the form of KPIs, the work of the CFO taskforce will further enable urgent global action and produce long lasting results"

Headquarters

Business sector

Banking

Number of employees

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Participation Report

Beontag

Pedro Christ

Pedro Christ

CFO
“Beontag is deeply committed to measuring impact and defining ambitious goals towards the 2030 Agenda. Responsible investment is a central part of our strategy as it is essential to leverage the achievement of the Sustainable Development Goals. I am honored to be a member of the CFO Taskforce for the SDGs and contribute to the collective debate on how companies can engage with sustainability from a financial and investment perspective. I am eager to learn from my peers and to support the development and implementation of UN-backed frameworks such as the impressive CFO Principles.”

Headquarters

Business sector

Packaging & Containers

Number of employees

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Participation Report

Braskem‍

Pedro Freitas

Pedro Freitas

CFO
"The CFO Principles on Integrated SDG Investments and Finance reinforce the long-term commitment to Sustainable Development that Braskem has had since its creation almost 20 years ago. I am dedicated to deepening this effort at Braskem through the implementation of the Principles and, thus, increase our impact on improving people’s lives."

Headquarters

Business sector

Chemicals

Number of employees

8000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Efforts regarding SDGs right now - 2021

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.

Link between the work in the CFO Taskforce and Company’s efforts

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.

Commitment regarding SDGs for 2021

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.

Capgemini

Carole Ferrand

Carole Ferrand

CFO
I am proud to join the CFO Taskforce as am I am convinced that we need to promote a world where business, finance, and society are aligned for shared prosperity. At Capgemini, as a technology services leader we can be a key enabler to drive positive change notably by supporting our clients in their sustainable transformation.

Headquarters

Business sector

Number of employees

Key Performance Indicators

Working Groups

No items found.
Participation Report

Celsa Group

Juan Carlos Orozco

Juan Carlos Orozco

CFO
"At Celsa we produce steel from scrap. We are the second biggest recycler in Europe. We transform 8 million tonnes of scrap into steel every year. The total commitment of Celsa in ESG guidance goes even beyond the circular economy and focuses on all aspects that should help our society make a better world."

Headquarters

Business sector

Industrial Metals & Mining

Number of employees

1200

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #3
Participation Report

China Development Bank

Headquarters

Business sector

Development Bank

Number of employees

1500

Key Performance Indicators

Working Groups

No items found.
Participation Report

China Petroleum and Chemical Corporation - Sinopec

Headquarters

Business sector

Chemicals

Number of employees

18000

Key Performance Indicators

Working Groups

No items found.
Participation Report

City Developments Limited

Yiong Yim Ming

Yiong Yim Ming

Group CFO
"Corporate ambition and commitments must be supported by strategic deployment of capital towards activities that are aligned with the UN SDGs. CDL is honoured to be a member of the CFO Taskforce for the SDGs, alongside other leading companies that share the same hope for a more sustainable future. Complementing CDL’s long standing commitment to our ethos of ‘conserving as we construct’ since 1995, we pledged support to the UNGC Ten Principles since 2005. The CFO Principles on Integrated SDG Investments and Finance are in line with CDL’s Growth, Enhancement, and Transformation (GET) business strategy. Joining this taskforce is a key milestone in CDL’s sustainability journey and I look forward to supporting the Taskforce in the global transformation of corporate and sustainable finance."

Headquarters

Business sector

Real Estate

Number of employees

400

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Participation Report

Efforts regarding SDGs right now - 2021

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.

Link between the work in the CFO Taskforce and Company’s efforts

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.

Commitment regarding SDGs for 2021

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.

Coca Cola Içecek

Andriy Avramenko

Andriy Avramenko

CFO
"As a multinational beverage company operating across 10 countries, we strive to create sustainable value in every step of our value chain. As a responsible corporate citizen, we feel responsibility to conduct our business in a more sustainable way, both operationally and financially. CFO Taskforce is setting norms for a sustainable world as well as implementing sustainability practices into finance through various initiatives. We are proud to be a part of this invaluable initiative led by United Nations Global Compact. I look forward to collaborate with my peers to learn and share experiences in this journey."

Headquarters

Business sector

Food and Beverage

Number of employees

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #3
Participation Report

Danone‍

Jürgen Esser

Jürgen Esser

CFO
"It is becoming increasingly clear that environmental and social aspects are to be considered as an integral part of business strategy if we want to ensure the long term viability of our activities. Beyond individual efforts in this sense, the SDGs give us a unique opportunity to find a common agenda to tackle these issues at a global scale. Financial markets have a crucial role to play in stepping up availability of fuel for this agenda. Sound extra-financial reporting and financial decision-making processes that integrate sustainability aspects are both key components of this equation as well as influencing financial flows to reach the places where they are most needed to trigger the change. I am proud to be part of this TaskForce and join forces with like-minded CFOs to take-up the challenge and co-create financial solutions that will enable this transformation."

Headquarters

Business sector

Food Production

Number of employees

100000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #3
Participation Report

EDP

Rui Teixeira

Rui Teixeira

CFO
"It’s with great pleasure that today EDP joins the UN CFO Taskforce for the SDG. We are committed to be carbon neutral by 2030, with 100% of our business in the energy transition and an active contributor to the SDG. We will actively participate in this Taskforce and contribute to the construction of solutions that foster capital allocation to SDGs investments."

Headquarters

Business sector

Utilities

Number of employees

11200

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #2
Expert Working Group #1
Expert Working Group #3
Participation Report

Enel

Alberto De Paoli

Alberto De Paoli

CFO
Co-Chair, CFO Taskforce for the SDGs
“CFOs play a leading role in establishing clear indications and setting best practices for making corporate finance and investments a real driver of social growth. As members of the CFO Taskforce, we are all committed to working at the service of a new stakeholder capitalism, creating sustainable value for people and the planet. The UN Global Compact CFO Principles for Integrated SDG Investments and Finance represent a solid first step to guide companies in the adoption of credible finance strategies that fully integrate sustainability towards the achievement of SDGs.”

Headquarters

Business sector

Utilities

Number of employees

66000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Engie

Judith Hartmann

Judith Hartmann

CFO
“I am very honored to contribute to the UN Global Compact CFO Taskforce. Responsible investment is not only instrumental to achieving the targets of the Sustainable Development Goals, but also central to long term value creation. As strategic decision makers on capital allocation and financing, CFOs have a key role to play. We need to speed up the implementation of innovative solutions to tackle the social, environmental and economic challenges addressed by the SDGs.”

Headquarters

Business sector

Utilities

Number of employees

48000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Eni‍

Francesco Gattei

Francesco Gattei

CFO
"Integrating the principles of the SDGs in corporate finance is key to create value for all stakeholders and to rethink our economic and consumption models. I am are very proud to participate in this leading initiative to build a sustainable future. It follows closely Eni’s strategic vision of supporting a just energy transition. To do so, we have decided to follow the United Nations’ inspiration by integrating the SDGs in our own corporate mission."

Headquarters

Business sector

Oil & Energy

Number of employees

26000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Efforts regarding SDGs right now - 2021

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:

  1. operational excellence;
  2. carbon neutrality by 2050;
  3. alliances for development.

Link between the work in the CFO Taskforce and Company’s efforts

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.

Commitment regarding SDGs for 2021

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).

FCC Construcción‍

Maria Carrasco

Maria Carrasco

CFO
“Sustainable financing of projects is the key element for the fulfillment of the SDGs. With the sustainable financing of our projects and activities, we create a future for citizens"

Headquarters

Business sector

Construction

Number of employees

700

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #3
Participation Report

Federated Hermes International

Headquarters

Business sector

Financial Services

Number of employees

1450

Key Performance Indicators

Working Groups

Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Firmenich

Benoit Fouilland

Benoit Fouilland

CFO
“As stewards of trillions of dollars in corporate finance, CFOs have a critical role to play in ensuring that companies’ financial strategies are sustainable. At Firmenich, our strategy is grounded in the Sustainable Development Goals and since signing the UN Global Compact in 2008, we became one of only 41 LEAD companies worldwide recognized for their commitment to a new era of sustainability. Joining the CFO Taskforce is a natural next step for us and a great opportunity to continue advancing sustainability in global business.”

Headquarters

Business sector

Chemicals

Number of employees

7200

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Global Impact Initiative

Giles Gunesekera

Giles Gunesekera

CEO
"Global Impact Initiative is delighted to be part of the UN Global Compact CFO Taskforce. We all know that there is no shortage of money in the world – the challenge is ensuring it is deployed effectively. The Taskforce’s aim of mobilising capital for profit with purpose is long overdue and a much-needed task. The alignment of investments and capital with social impact measurement aligned to the UN SDG’s is a game-changer and has the potential to move billions of dollars in line with our values and goals for a better world. "

Headquarters

Business sector

Financial Services

Number of employees

6

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Grupo Nueva Pescanova‍

Raimon Trias

Raimon Trias

CFO
"The CFO taskforce focuses on the implementation of KPIs to measure our contribution to Sustainable Development both for current activities and new investments. It will positively impact every company committed to these four principles, and the financial stakeholders too, who will be able to measure us also on the contribution to the planet and to our partner communities."

Headquarters

Business sector

Food Production

Number of employees

800

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

H&M

Adam Karlsson

Adam Karlsson

CFO
"Companies like ours with a global reach, has a big opportunity and responsibility to show leadership and drive collaboration towards positive change. Change both in terms of transformation of industries, business models as well as financial strategies and solutions ensuring that sustainability is incorporated all the way from vision, goals, resource allocation to reporting. I am looking forward to be part of this group to learn, get inspired and share experiences."

Headquarters

Business sector

Retail

Number of employees

68000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Holcim

Géraldine Picaud

Géraldine Picaud

CFO
“I’m honored to join the CFO Taskforce. With less than 10 years remaining to achieve the UN’s Sustainable Development Goals, Holcim is committed to accelerating its impact across the 17 Sustainable Development Goals as part of its sustainability ambitions. The principles endorsed by the taskforce will help align corporate finance actions with the Sustainable Development Goals, and fulfill our own purpose of building progress for people and the planet.”

Headquarters

Business sector

Construction & Materials

Number of employees

70000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Iberdrola

Headquarters

Business sector

Utilities

Number of employees

15000

Key Performance Indicators

Working Groups

Expert Working Group #1
Participation Report

Inter-American Development Bank‍

Gustavo Alberto de Rosa

Gustavo Alberto de Rosa

CFO
“At the Inter-American Development Bank, we are proud to be the first multilateral development bank on the CFO Taskforce for the Sustainable Development Goals and are eager to support its work to inspire private sector action for the Sustainable Development Goals. The CFO Principles on Integrated SDG Investments and Finance, and the support they have received from the Taskforce's diverse, relevant group of member companies, send a clear signal that the private sector is committed to advancing the 2030 Agenda."

Headquarters

Business sector

Number of employees

Key Performance Indicators

Working Groups

Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Islandsbanki‍

Jón Guðni Ómarsson

Jón Guðni Ómarsson

CFO
"Íslandsbanki is committed to doing its part in terms of tackling the climate crisis by supporting the UN Sustainable Development Goals (SDGs) and integrating them into its operations. By joining the CFO Taskforce for the SDGs, we are teaming up with an impressive network of companies, where we can share our experiences and learn from others. This will enable us to build a constructive dialogue with our customers and investors on the important role of financial institutions in mobilising capital towards a more sustainable society."

Headquarters

Business sector

Banking

Number of employees

500

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #2
Participation Report

Jacobs‍

Kevin Berryman

Kevin Berryman

CFO
“In addition to joining the UN Global Compact as a participant, Jacobs is excited to build on that commitment by becoming a founding member of the CFO Taskforce for the Sustainable Development Goals to help reshape the future of corporate finance and investment as a catalyst for growth, value creation and social impact. As a global company with a focus on innovative technology and sustainable solutions, participation in the UN Global Compact aligns with Jacobs’ values and sustainability strategy, PlanBeyondTM, and this taskforce offers a platform to further interact with other finance leaders to amplify our positive impact worldwide.”

Headquarters

Business sector

Civil Engineering

Number of employees

55000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #3
Participation Report

Efforts regarding SDGs right now - 2021

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.

Link between the work in the CFO Taskforce and Company’s efforts

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. 

Commitment regarding SDGs for 2021

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.

Klabin

Marcos Ivo

Marcos Ivo

CFO
"I am honoured to join the CFO-Taskforce in this challenge to reshape the future of corporate finance and investment towards sustainable development. Klabin aims to contribute to the development of a sustainable economy, prioritizing the planet's prosperity and generating value for investors, employees and business partners. The company is well positioned to contribute towards promoting and developing new business perspectives able to drive conservation, economic development and sustainable communities. We believe that CFO-Taskforce brings the necessary elements to accelerate this transformation and also the achievement of global goals through impact actions that generate progress in the ESG dimensions."

Headquarters

Business sector

Paper & Forest products

Number of employees

10000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Ladol

Dr. Amy Jadesimi

Dr. Amy Jadesimi

CEO
“LADOL is a sustainable industrial special economic zone operating in Lagos, Nigeria. The Zone was developed out of a disused swamp in 2006 and built up into a logistics base and shipyard. LADOL is currently expanding to service a wide range of industries from agriculture to mini-solar grid companies. Adhering to the UN’s 17 SDG’s is built into LADOL’s DNA, i.e. all the companies’ policies, procedures and work instructions. The UN Global Compact and the Chief Financial Officers Taskforce is therefore a natural fit for our company. This is a group where we can share global best practice and encourage others to change their business models to be in line with achieving the 17 SDGs, not just because it’s the right thing to do socially but more importantly because it’s the right thing to do financially. CFO’s should be at the forefront of driving sustainable ventures and solutions as the most profitable and the least risky way to do business.”

Headquarters

Business sector

Logistics & Supply Chain

Number of employees

200

Key Performance Indicators

Working Groups

CFO Group
Participation Report

Leonardo‍

Alessandra Genco

Alessandra Genco

CFO
"The CFO Taskforce represents a concrete step forward in Crafting a new concept of finance which will effectively contribute to achieving the Sustainable Development Goals (SDGs) set by the UN 2030 Agenda. Sustainability is at the core of the Leonardo’s10-years Plan Be tomorrow 2030 and is fully integrated into the Company’s business strategy and processes. Thanks to the commitment of the Taskforce and the signature of the CFO Principles for Integrated SDG Investment and Finance, Leonardo will contribute to the creation of a sustainable financial model for the prosperity of companies and communities."

Headquarters

Business sector

Aerospace & Defense

Number of employees

49882

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Efforts regarding SDGs right now - 2021

SDGs are integrated into Leonardo business strategy and value creation model. 

In 2020, we achieved the following milestones:

  • we issued our first Integrated Annual Report, reinforcing link between financial and sustainability (SDG-aligned) metrics
  • we developed an internal taxonomy for classifying SDG-aligned investments
  • we included new SDG-aligned metrics in both short- and long- term remuneration incentive schemes for executive and top management positions.

Link between the work in the CFO Taskforce and Company’s efforts

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.

Commitment regarding SDGs for 2021

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.

Lestari Capital

Alexander Hanrath

Alexander Hanrath

CFO
"Integrating environmental solutions into finance - value propositions to customers and shareholders, as well as the cost of doing business - is one of the keys to moving away from an economic model that undervalues natural capital. Lestari Capital’s business is to link the supply of natural capital and conservation to private sector investors and businesses through innovative financial models, and we’re excited to see the CFO Taskforce engage with these opportunities. CFOs will play a huge role in the reshaping of our financial and operational decisions towards a more sustainable economy."

Headquarters

Business sector

Financial Services

Number of employees

21

Key Performance Indicators

Working Groups

CFO Group
Participation Report

Livent

Gilberto Antoniazzi

Gilberto Antoniazzi

CFO
“Livent’s lithium technologies are a key part of the electric vehicle supply chain and help enable the transition to a low carbon future. Our commitment to advancing a cleaner, healthier and more sustainable world is fully integrated in all aspects of our operations and investment decisions. Livent’s participation in the UN Global Compact and the CFO Taskforce reflects our belief that we have a fundamental obligation to use our capabilities, resources and sphere of influence to power progress for the benefit of all our stakeholders, including the communities in which we live and operate.“

Headquarters

Business sector

Chemicals

Number of employees

334

Key Performance Indicators

Working Groups

CFO Group
Participation Report

MRCB

Amarjit Chhina

Amarjit Chhina

COO
“The funding gap to achieve the SDGs is estimated to be between $5-7 trillion a year and therefore it is undeniable that the private sector will need to play a more prominent role in financing the SDGs. MRCB is committed to helping realise the aspirations of the SDGs and the CFO Roundtable is a valuable platform, as it brings together a multi-sector group of corporate leaders from around the world to share their experiences, ideas and recommendations to advance the 2030 agenda.”

Headquarters

Business sector

Real Estate

Number of employees

1050

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #3
Participation Report

Moody's

Headquarters

Business sector

Financial Services

Number of employees

11200

Key Performance Indicators

Working Groups

Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Natura & CO

Guilherme Castellan

Guilherme Castellan

CFO

Headquarters

Business sector

Number of employees

Key Performance Indicators

Working Groups

No items found.
Participation Report

PIMCO

Headquarters

Business sector

Financial Services

Number of employees

2900

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Palladium International

Katy Topping

Katy Topping

CFO
“As an organization that views cross-sector collaboration as a core part of achieving positive impact at scale, Palladium is proud to be a member of the UN Global Compact’s CFO Taskforce. We are emboldened by the opportunity to work towards solving humanity’s most complex problems in tandem with CFOs who share our commitment to the UN’s Sustainable Development Goals.”

Headquarters

Business sector

Management Consulting

Number of employees

2500

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Pernod Ricard

Hélène de Tissot

Hélène de Tissot

CFO
“We are proud to join the UN Global Compact Sustainable Finance Action Platform. We look forward to connecting with peers committed to the UN’s SDGs and to contributing towards shaping the future of corporate finance and investment towards sustainable development. Sustainability and Responsibility is part of Pernod Ricard’s growth model being one of our 4 essentials and embedded in our 3 Y strategic plan Transform & Accelerate. As we address our 2030 Sustainability & Responsibility Roadmap, finance has a central role to play. We are therefore keen to leverage expertise and share ideas to drive the implementation of innovative solutions addressing current ESG’s challenges.

Headquarters

Business sector

Wine & Spirits

Number of employees

16000

Key Performance Indicators

Working Groups

Expert Working Group #1
Expert Working Group #2
CFO Group
Expert Working Group #3
Participation Report

Pirelli‍

Francesco Tanzi

Francesco Tanzi

CFO
"Integrating SDGs into Corporate Finance and Investment is key to accelerating the achievement of global goals through impact actions. This belief is core to Pirelli’s participation as a founding member in the UN Global Compact CFO Taskforce for SDGs, alongside its development model focused on “partnerships for the goals”."

Headquarters

Business sector

Automotive

Number of employees

11000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Principal Financial

Headquarters

Business sector

Financial Services

Number of employees

18000

Key Performance Indicators

Working Groups

Expert Working Group #2
Participation Report

RWE‍

Michael Mueller

Michael Mueller

CFO
“The transformation towards a sustainable economy is a global challenge. The speed of this transformation is crucial. It depends on the broad mobilisation of all available resources. This is precisely where the UN Global Compact CFO Task Force for the Sustainable Development Goals comes in. With its principles, it defines a clear framework and sets ambitious goals. We at RWE strongly support this. As one of the world’s leading companies for renewable energies, we are fully committed to driving the decarbonisation of the energy sector. About 90% of RWE’s capital expenditure meets the taxonomy criteria for environmentally sustainable investments proposed by the EU Commission. Our multi-billion euro investments in renewable technologies are the key to achieving our goal of being climate neutral by 2040. The Science Based Targets initiative has confirmed that RWE’s emissions reduction targets are in line with the Paris Agreement.”

Headquarters

Business sector

Utilities

Number of employees

5000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Schlumberger

Claudia Jaramillo

Claudia Jaramillo

Group Treasurer
“Schlumberger supports the United Nations Sustainable Development Goals by using them as a key framework to prioritize our sustainability initiatives at both a corporate and local level. Our finance strategy—in line with our corporate vision of driving high performance sustainably—focuses on creating stakeholder value while respecting the planet and the communities where we work and live. We are honored to join the UN Global Compact CFO Taskforce to further drive change through deeply-rooted accountability and corporate governance.”

Headquarters

Business sector

Oil & Energy

Number of employees

96000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Participation Report

Schneider Electric

Hilary Maxson

Hilary Maxson

CFO
“At Schneider Electric, ESG has been at the heart of our strategy and a key part of our “DNA” for more than 15-years, introducing our first sustainability barometer in 2005 and incorporating since then new learnings and reinforcing our commitments with a new barometer every 3 years. As CFO, my role is to balance the short-term, medium term and long-term returns for the company and you can only drive medium and long term value with the right balance of attention, as well as resource and time allocation to good environmental, social and governance practices. Ultimately, I believe ESG is a matter of good business for all companies and I look forward to working with peers across the Taskforce in driving achievement of the SDGs for ourselves, our future society and our planet.”

Headquarters

Business sector

Electrical & Electronic Manufacturing

Number of employees

71000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #2
Participation Report

SkyPower Global

Kerry Adler

Kerry Adler

CEO
"The architecture of humanity’s future on this planet we call home, depends on our collaborative abilities in harnessing and deploying essential investment to address the funding gaps that to-date, have inhibited the necessary transformation of businesses on a global-scale, oriented towards the achievement of the Sustainable Development Goals (SDGs). Innovative financial solutions are imperative for the quintessential systematic transformation necessary to ensure a brighter and healthier future for generations to come. I am proud to be a founding member of the CFO-Taskforce, as with the culmination of our experience and expertise, we shall confidently achieve the necessary impact of our unified effort. "

Headquarters

Business sector

Renewables

Number of employees

81

Key Performance Indicators

Working Groups

CFO Group
Participation Report

Snam

Alessandra Pasini

Alessandra Pasini

CFO
“We believe the CFO Principles for Integrated SDG Investments and Finance will have a crucial role in supporting companies across various industries and countries in their transition to sustainable development and effectively contribute to the SDGs. The effort of every single business will be key to address the global climate challenge and also make progresses in both the social and governance dimensions. At Snam we are committed to implementing these principles and share knowledge in order to facilitate the creation of a transparent market for corporate SDG investments and finance, and invite other CFOs and their companies to join us in this purpose”

Headquarters

Business sector

Utilities Infrastracture

Number of employees

2500

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Efforts regarding SDGs right now - 2021

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).

Link between the work in the CFO Taskforce and Company’s efforts

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.

Commitment regarding SDGs for 2021

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).

Société Générale Group

William Kadouch-Chassaing

William Kadouch-Chassaing

Deputy General Manager & CFO
“Société Générale is firmly committed to the UNEP-FI Principles for Responsible Banking and I am delighted to build on these through the UN Global Compact CFO Taskforce, by sharing best practices to contribute towards the best possible standards for a sustainable marketplace. This CFO task force creates a bridge across sectors and geographies to collectively accelerate the transition to a low carbon inclusive economy.  A leader in sustainable finance, Société Générale will continue working with our clients to co-construct new financial solutions that support their business transformation towards positive impact :this is at the heart of Société Générale’s corporate purpose.”

Headquarters

Business sector

Banking

Number of employees

50000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Sompo Asset Management

Headquarters

Business sector

Financial Services

Number of employees

Key Performance Indicators

Working Groups

Expert Working Group #1
Participation Report

Suzano

Marcelo Feriozzi Bacci

Marcelo Feriozzi Bacci

CFO
“It’s a pleasure and a privilege to be part of this highly qualified and diverse group of CFOs, that are working to align and boost the ESG agenda on the financial arena.”

Headquarters

Business sector

Paper & Forest products

Number of employees

12000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Participation Report

Efforts regarding SDGs right now - 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).

Link between the work in the CFO Taskforce and Company’s efforts

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.

Commitment regarding SDGs for 2021

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.

Tata Steel

Koushik Chatterjee

Koushik Chatterjee

CFO
“Chief Financial Officers across the world have a very critical role in the journey to create a more inclusive society and a sustainable planet. The UNGC CFO Taskforce for the SDGs has been doing seminal work in integrating the principles of the SDGs into corporate investments and finance, and I am delighted to join the Taskforce and hope to contribute meaningfully in this journey.”

Headquarters

Business sector

Industrial Metals & Mining

Number of employees

32000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Terna‍

Agostino Scornajenchi

Agostino Scornajenchi

CFO
"Terna is proud to take part in the CFO Taskforce for the SDGs, which represents a significant global effort to promote sustainable corporate finance and scalable investments in pursuit of the UN Sustainable Development Goals. The CFO Principles for Integrated SDG Investments and Finance enhance the common view of companies engaged in sustainable finance and support the development of a sustainable finance market. Terna’s commitment for the implementation of the CFO Principles is rooted in its strategy, aimed at combining sustainability and growth by enabling and playing a major role in the current energy transition, thus generating great benefits for Italy and all the stakeholders."

Headquarters

Business sector

Utilities Infrastracture

Number of employees

2500

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Terrestrial Energy

Canon Bryan

Canon Bryan

CFO
Not only does low-cost, emission-free energy in the form of advanced nuclear power plant technology address the rudiments of SDGs #7 and #13, it is also inescapably linked to SDGs #1, 2, 3, 4, 8, 9, 10, 11, 15. Fully eleven of the seventeen SDGs have been proven to be enabled by low-cost, emission-free, energy-dense, electricity and heat generation. Terrestrial Energy’s singular ambition is to deploy as much capacity as possible, as quickly as possible, to every corner of the globe. As Chief Financial Officer, I, along with my colleagues, face the overwhelming task of capitalizing this ambition, in the face of a near-total information gap respecting our technologies. And we must do so sustainably and equitably. The successful achievement of our ambitions will surely enable the dramatic ascent of human flourishing associated with energy transitions historically, particularly in places where low-cost, emission-free energy is not yet accessible. I am grateful to learn best practices from my colleagues in industry who I now join on the CFO Task Force, and I am pleased to share our story of how Terrestrial Energy seeks to realize its ambition for a just energy transition globally.

Headquarters

Business sector

Number of employees

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #2
Participation Report

Tesco‍

Imran Nawaz

Imran Nawaz

CFO

Headquarters

Business sector

Retail

Number of employees

86000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #2
Expert Working Group #3
Participation Report

The Very Group

Ben Fletcher

Ben Fletcher

CFO
"I am proud to represent The Very Group on the UNGC CFO Taskforce on Sustainable Finance. As an organisation we work to ensure that the 2030 agenda is embedded through all our activities, with the SDGs providing the framework which we use to create a more sustainable business. We recognise that tying finance to the sustainability agenda is going to be critical if we are to make the necessary progress to create a fairer, greener and more just world for future generations. Being a member of the Taskforce enables us to help shape the future of sustainable finance and make a positive impact that will be felt for generations to come"

Headquarters

Business sector

Retail

Number of employees

1600

Key Performance Indicators

Working Groups

CFO Group
Participation Report

Turkcell‍

Osman Yilmaz

Osman Yilmaz

CFO
"We are proud to represent Turkey as one of the founding members in the CFO Taskforce initiative. Thanks to Turkcell’s vision, innovative sustainability practices that contribute to United Nations 2030 agenda for sustainable development and realizing many firsts in the sustainable finance field, we have become one of the founding members. Our aim for further contribution is to convene global financial leaders around CFO Taskforce’s principles and communicate our experiences to ensure contribution to the SDGs."

Headquarters

Business sector

Telecommunications

Number of employees

11500

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #2
Expert Working Group #3
Participation Report

Unilever‍

Graeme Pitkethly

Graeme Pitkethly

CFO
"I find it very heartening to consider some of the positive things to have emerged from the current state of our world, in particular a strongly heightened awareness and interest in ESG investing, multi-stakeholder capitalism, the relationship between companies and the societies of which they are an integral part and the positive and galvanising concept that we must build back better. I would like to take this opportunity to support and encourage the Taskforce on its work, in particular it’s spirit of knowledge sharing, collaboration and innovation.  All of this makes me optimistic and excited for the future."

Headquarters

Business sector

Consumer Goods

Number of employees

142000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #2
Expert Working Group #3
Participation Report

Efforts regarding SDGs right now - 2021

In March 2021, Unilever communicated an external overview of our integrated business strategy, the Unilever Compass. The Unilever Compass is our plan to embed sustainability into every part of our business, driving sustainable and responsible growth. The SDGs are embedded in our Unilever Compass Strategy and hence our sustainability goals and KPIs are SDG-aligned. 

The Unilever Compass has three overarching strategic aims: improve the health of the planet, improve people’s health, confidence and wellbeing, and contribute to a fairer, more socially inclusive world. Supporting these strategic sustainability goals are 8 key pillars (climate action, protect and regenerate nature, waste-free world, positive nutrition, health and wellbeing, equity, diversity and inclusion, raise living standards, future of work) and 34 individual targets that set out our sustainable business commitments over the next 10 years and beyond.

Link between the work in the CFO Taskforce and Company’s efforts

Unilever has supported the SDGs since they were launched in 2015 - our then CEO Paul Polman (now Vice-Chair of the UN Global Compact) was closely involved in defining the role of business in driving the SDGs. The SDGs have therefore influenced how we have thought about our sustainability strategy since their beginning.

We are now 5 years into the SDG journey and our Unilever Compass strategy is the next step in embedding SDG-aligned goals and KPIs into our sustainable business strategy. As this is an integrated strategy, this includes in our financing, investments and sustainability reporting.

Commitment regarding SDGs for 2021

The Unilever Compass is the next step in achieving our vision to be the global leader in sustainable business, demonstrating how our purpose-led, future-fit business model drives superior performance.

Our Unilever Compass plan, which has the SDGs embedded within it, is now in place with KPIs and delivery dates that range from 2023 – 2039. We are therefore working towards achieving these commitments in 2021 as part of this roadmap.

The Unilever Compass replaces the Unilever Sustainable Living Plan, our sustainability plan which ran from 2010 to 2020.

Vena Energy

Sam Ong

Sam Ong

CFO
“Vena Energy is honoured to be one of the first companies in Asia to represent the CFO Taskforce promoted by the UN Global Compact. We are excited to contribute to a dialogue which aims to accelerate sustainable development through the wider availability of SDG investments. This is in alignment with our corporate mission to improve Asia’s access to clean energy while balancing the environmental and social impact of development. We look forward to connecting with and gaining a variety of perspectives from our business peers that are equally committed to the UN’s Sustainable Development Goals and elevating the visibility of sustainable investments across Asia and globally.”

Headquarters

Business sector

Renewables

Number of employees

431

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #1
Expert Working Group #2
Participation Report

Verizon‍

Matthew Ellis

Matthew Ellis

CFO
"Companies have a critical role to play in the successful financing of the United Nations Sustainable Development Goals. As Chief Financial Officer of Verizon, I recognize that a company like ours is uniquely positioned to serve as a catalyst for sustainable growth and social impact.  That is why I am proud to be a member of the UN Global Compact CFO Task Force, adding Verizon's voice and our influence to the CFO Principles for Integrated SDG Investments & Finance."

Headquarters

Business sector

Telecommunications

Number of employees

134000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #2
Expert Working Group #3
Participation Report

Vieira de Almeida LP

Headquarters

Business sector

Number of employees

Key Performance Indicators

Working Groups

Expert Working Group #1
Expert Working Group #2
Expert Working Group #3
Participation Report

Workiva

Jill Klindt

Jill Klindt

CFO
"Joining the UN Global Compact is a natural fit for Workiva and our years of experience solving complex business problems for the world’s largest organizations. I look forward to working alongside my fellow global CFOs, making sense of the complex ESG ecosystem and achieving greater transparency and accountability."

Headquarters

Business sector

Software & Computer Services

Number of employees

2000

Key Performance Indicators

Working Groups

CFO Group
Expert Working Group #2
Expert Working Group #3
Participation Report
Circular Packaging

100% of our products will be in packaging that is returnable or made from majority recycled content by 2025

CO2 reduction

Climate Action: Reducing our emissions intensity by 25% across our value chain (Scopes 1, 2, 3) and 35% absolute emissions reduction (Scopes 1 and 2) by 2025 – in line with 1.5degree pathway

Smart Agriculture

Smart Agriculture: 100% of our direct farmers will be Skilled, Connected and Financially Empowered by 2025

Water efficiency

2.5 hl/hl across all brewery sites and 2.0 hl/hl for breweries located in communities facing high risk for water stress by 2025

Water availability / stewardship

100% of our communities in high stress areas will have measurably improved water availability and quality by 2025

Global Smart Drinking Goals

Global Smart Drinking Goals

Renewable capacity share(%)

Renewables: 100% of our purchased electricity will be from renewable sources by 2025

CO2 reduction

Grow CO2 neutrality until 2030. Target less than/equal to 21.9 MMT

Gender diversity

Increase the proportion of women in leadership positions with disciplinary responsibilities by 30% in 2030.

Water availability / stewardship

Introduce sustainable water management at our production sites in water stress areas and at our Verbund sites by 100% by 2030.

Employee engagement

More than 80% of our employees feel that at BASF, they can thrive and perform their best.

Energy efficiency

Reduction in energy consumption linked mainly to a 15% reduction in CO2 emissions for 2030

Use of recycled material

To sell 300 thousand tons of products with recylced content per year until 2025To recover 1.5 million ton of post-consumption plastic per year through direct and indirect actions and increase the sale of products with recycled content to 1 million tons a year

CO2 reduction

To reduce by 15% the Scope 1 and 2 GHG emissions, mainly through energy efficiency and energy purchase until 2030To reach carbon neutrality through energy efficiency, purchase of renewable energy, compensation and carbon capture.

Gender diversity

To increase the number of women in leadership positions by 2030.

Water availability / stewardship

Increase to 100% in the water security index, which assesses exposure to the risk of water stress in industrial units

Suppliers / Responsible purchasing

To manage 100% of the high and medium risks in our value chain related to human rights by 2030

Employee diversity

To increase the number of black members in the operations in Brazil and in the US

Health, safety and wellbeing

Zero accidents with people, processes or health by 2030

Sustainable value

Maintain the financial health and discipline in the capital allocations, focused on value creation, strengthening the relationship of the market based on the ESG value

Sustainable supply chain

Ensuring 100% of appointed suppliers are certified by recognised EHS standards;

Resource efficiency

Reducing energy, water and waste use intensities across our buildings;

CO2 reduction

1) Achieving science-based target of reducing carbon emissions intensity by 59% from 2007 levels;2) Reducing embodied carbon of building materials by 24% compared to their conventional equivalents

Zero fraud and corruption

maintain zero corruption fraud

Health, safety and wellbeing

1) maintain zero occupational disease incidents;2) Maintaining major injury rate of 10.0 and minor injury rate of 250.0 across CDL’s operations and direct suppliers in Singapore

Green buildings

1) Achievement of Green Mark certification for 90% of CDL owned and/or managed buildings; 2) Maintaining 100% retail and office tenant participation in CDL Green Lease Partnership Programme; 3) Maintaining high level of commitment to adopt innovations and technology of green buildings by implementing 2 innovations annually;

Innovation and digitization

Lifecycle Impacts of Projects

Circular Packaging

100% recyclable, reusable or compostable packaging by 2025

CO2 reduction

1) 50% reduction in CO2 emissions intensity on Danone’s full scope by 2030.2) Absolute reduction on Danone’snscope 1 and 2 CO2 emissions

Renewable energy

Use 100% renewable energy by 2030.

Water availability / stewardship

Recycled PET used in average in Waters Business

Access to electric mobility

180,000 customers with electric mobility services by 2025

Circular Packaging

100% of single-use plastics eliminated by 2022

CO2 reduction

1) Carbon neutrality by 20302) Reducing combined specific emissions (scope 1 and 2) by 98% between 2015 and 2030, as well as reducing absolute scope 3 emissions by 40% between 2015 and 2030.

Biodiversity protection

we are committed to implementing a strategy to mitigate the impact of our activity on the biodiversity.

Investments

€20M investment in electricity access until 2025

Gender diversity

Increase the number of female employees to 30% until 2025.

Smart meter (n. + coverage)

Installing 100% of smart meters in Iberia by 2025.

Access to renewable energy

Increase decentralized solar installed capacity in both B2B and B2C clients: 3.7 GW before 2025

Renewable energy production

100% renewable production by 2030

Pay equality

Equal salary for employees who have the same functions;

Health, safety and wellbeing

Achieving zero fatal accidents.

Innovation and digitization

Investing ~€2 billion in innovation and digitalization projects until 2025;

CO2 reduction

Reduction of Scope 1 GHG specific emissions (gCO2eq/kWh)

Renewable capacity share(%)

Renewable capacity share (%)

Smart meter (n. + coverage)

Smart meter (n. + coverage)

Storage (GW)

Storage (GW)

Demand Response (GW)

Demand Response (GW)

Charging points (k)

Charging points (k)

CO2 reduction

- Net-zero Carbon Footprint upstream by 2030: the indicator considers Scope 1+2 emissions from all upstream assets, operated by Eni and by third parties, net of carbon sinks. - Net-zero GHG Lifecycle Emissions by 2050: the indicator refers to all Scope 1, 2 and Scope 3 emissions associated with Eni activities and products, along their value chain, net of carbon sinks.- Zero Net Carbon Intensity by 2050: the indicator is calculated as the ratio between absolute net GHG emissions (Scope 1, 2 and 3) along the value chain of energy products and the amount of energy they contain.

Renewable energy

Renewable installed capacity: 4 GW by 2024 – 5 GW by 2025 - 15 GW at 2030 – 60 GW at 2050.

CO2 reduction

GHG emissions related to energy production (Scope 1 and in line with the SBT trajectory target 2030 : 43 Mt (SDG 7) GHG emissions from the use of products sold, in line with the SBT trajectory target 2030 : 52 Mt (SDG 7) GHG emissions from our work practices (after compensation) – target 2030: 0Mt (SDG 7)

Saved Emissions (Customers)

Helping its customers reduce their carbon emissions by 45 mt by 2030

Suppliers

Share of preferred suppliers (excluding energy purchase) certified SBT or SBT aligned (SDG 11)

Biodiversity protection

Implementation of ecological management of sites for all the Group's industrial activities – target 2030: 100% (SDG 15)

Gender diversity

Percentage of women in Group management – target 2030: 50%Gender Equity Index : target 2030: 100

Water efficiency

Water consumption by industrial activities compared to 2019 – target 2030: 60 Mm3 -35% (SDG 6)

Renewable capacity share(%)

Share of renewable electricity capacities in line with the SBT trajectory – target 2030 : ≥ 58% (SDG 7)

Access to renewable energy

Number of beneficiaries with access to affordable, reliable, and clean energy since 2018 – target 2030: 30 million

Employee training

Percentage of apprenticeships in Europe – target 2030: ≥10% Percentage of employees trained – target 2030 : 100% Training of staff most exposed to the risk of corruption (~ 40,000 people) – target 2030: 100%

Suppliers / Responsible purchasing

Responsible Purchasing Index (excluding energy): CSR assessment, payment terms, inclusive purchasing – target 2030: 100% (SDG 9, 11, 16)

Health, safety and wellbeing

Lost time injury frequency rate for Group employees and subcontractor employees on closed sites – target 2030: ≤2.9Health and safety prevention rate – target 2030: ≥0.75

Decommissioning

Share of activities, projects and sites being dismantled with a societal plan – target 2030: 100% (SDG 9, 11, 16)Share of activities, projects and sites being dismantled with an environmental plan in conjunction with stakeholders – target 2030: 100% (SDG13)

Circular Packaging

100% of our plastic packaging fully recyclable or reusable by 2025

Waste management

100% of our sites including new ones at zero waste to landfill and certify major ones by 2025

Energy efficiency

15% improvement in energy efficiency in 2025 vs 2020.

CO2 reduction

1) 50% scope 1 and 2 CO2 reduction by 2025 versus 2017.2) Reduce by 10% emissions rate. From IG/EG outbound Transportation vs 2020

Renewable energy

100% of our sites powered by 100% renewable energy by 2925.

Gender diversity

50% of leadership team roles are diverse.

Employee training

Invest in 500,000 hours in training globally by 2030.

Job opportunities

Create 5,000 job opportunities for youth by 2030

Circular Packaging

100% recycled packaging materials, of total packaging materials used by 2030 compared to 2018 baseline

Waste management

100% of stores with recycling systems for main types of store waste

Energy efficiency

25% reduction in electricity intensity (kwh/m2 per opening hour) compared with 2016 baseline by 2025.

Use of recycled material

1) To use 30% recycled material by 2025.2) 100% of recycled or other sustainably sourced materials (commercial goods) by 2030

CO2 reduction

40% reduction in CO2e emissions from own operations (scope 1 + 2 1 ) compared with 2017 baseline by 2030.

Renewable energy

100% renewable electricity in own operations by 2030.

CO2 reduction

Emission intensity

Board diversity

Board diversity

Lifecycle impacts

Lifecycle Impacts of Projects

CO2 reduction

Net zero by 2020; Carbon negative by 2030

Gender diversity

40:40:20 gender diversity (40% women, 40% men, 20% any gender) across the business by FY2025.

Health, safety and wellbeing

Health, Safety & Wellbeing

Waste management

Waste reuse (reuse and recycling): achieve waste reuse equal to or above 97.5%. This is equivalent to an estimated increase in reuse of 3.2% from the 2017 baseline.2030 target: Zero destination of industrial waste to landfills.

Reinforcement/reintroduction of wild species

Reintroduction and/or reinforcement of wild species into the ecosystem (rewilding): Successfully reintroduce or reinforce at least two extinct or threatened species. 2030 target: To reintroduce 2 species which have been shown as extinct and promote the increase in the numbers of four other threatened species.

Water efficiency

To reduce specific consumption of industrial water by 20% by 2030.Water consumption intensity: achieve water consumption intensity equal to or less than 3.68 m3/t.

Regenerative farming systems

By 2025: pilot local models for regenerative farming systems in the Group's vineyards in eight wine regions, capturing more carbon in soils, and share them with the wine industries.

Product performance

1) Car (vs 2015): rolling resistance -10%, wet grip +7%, wear rate -12%, noise -4% by 2022. Rolling resistance -14%, wet grip +9%, wear rate -18%, noise -4% by 2025. 2) Moto (vs 2015): rolling resistance -15%, wet grip +21%, mileage +4% by 2022. Rolling resistance -20%, wet grip +25%, mileage +13% by 2025.3) Velo (vs 2017): rolling resistance -25%, wet grip +10%, braking +5% by 2022. Rolling resistance -25%, wet grip +15%, braking +10% by 2025.

Sustainable supply chain

For new product segments, by 2025: > 40% renewable materials, > 3% recycled materials e < 40% fossil-basedmaterials; by 2030: > 60% renewable materials, < 30% fossil-based materials

Energy efficiency

Specific Energy Consumption: Reduced by 10% by 2025 compared to 2019

Use of recycled material

For new product segments, by 2025: > 3% recycled materials;by 2030: > 7% recycled materials.

CO2 reduction

1) Group Carbon Neutrality by 2030.2) Absolute CO2 Emissions: -25% by 2025 compared to 2015

Reduced company involved accidents

Accident Frequency Index: ≤ 0.15 by 2022 and ≤ 0.1 by 2025

Digital Skills

Training: training on new digital competences

Water withdrawal

Specific water withdrawal: Reduced by 43% by 2025 compared to 2015

Renewable capacity share(%)

1) Renewable Electricity: 100% by 20252) Group Carbon Neutrality by 2030

CO2 reduction

CO2 reduction path

EU Taxonomy-aligned Investments / revenue

% of Taxonomy-aligend investment

Renewable capacity share(%)

% capacity renewables

CO2 reduction

1) By 2025, a 30% reduction in Scopes 1 and 22) By 2030, a 50% reduction in Scopes 1 and 2; 30% reduction in Scope 33) By 2050, Net Zero, with minimal reliance on offsets

Reduced company involved accidents

zero company-involved fatalities by 2025

Gender diversity

To have women comprise 25% of our salaried workforce by 2025

Circular Packaging

100% primary and secondary packaging free from single-use plastic and uses recycled cardboard

Green materials in products/Biodegradable products

Increase green material content in our products to 50%

CO2 reduction

800 million tons of CO2 emissions saved and avoided for customers since 20181,000 top suppliers reduce CO2 emission from their operations by 50%

EU Taxonomy-aligned Investments / revenue

Grow our green revenues to 80%

Training

Train 1 million underprivileged people in energy management

Zero fraud and corruption

Measure the level of confidence of our employees to report behaviors against our Principles of Trust

Gender diversity

50/40/30 gender diversity, from hiring to front-line managers and leadership teams

Access to renewable energy

50 million people access to green electricity since 2008

Suppliers / Responsible purchasing

100% of our strategic suppliers provide decent work to their employees

Decent work

100% strategic suppliers providing decent work to employees. In line with the International Labour Organization's definition of "decent work".

CO2 reduction

1) Net Zero carbon neutrality by 2050 in financing and investment (ASSU) portfolios.2) Reduce the carbon emissions intensity of our power loan portfolio by 18% by 2025 and by 76% by 2040 (vs 2019) 3) Reduce to zero exposure to thermal coal sector by 2030 for companies in EU and OECD countries / 2040 elsewhere 4) Reduce overall exposure to oil & gas extraction sector by 10% by 2025"

Gender diversity

30% women in Group management bodies (top 200 positions) by 2023

Renewable energy financing

EUR 120bn to support the energy transition between 2019-2023, through sustainable bonds and renewable energy bonds and loans

Support to SMEs

Support for African SMEs: +60% outstanding loans to African SMEs, 2018-2022

Structured finance

Increase financial commitments for structured finance in Africa by 20%, 2018 – 2021

Accessibility, inclusivity and zero prejudice

Ensure 100% accessibility and zero prejudice, witnessed or experienced, against people with disabilities [goal deadline 2025] Achieve 100% inclusive environment and zero prejudice, witnessed or experienced, against LGBTI+1 [goal deadline 2025] Have 30% women and 30% blacks in leadership positions [goal deadline 2025]

Waste management

Reduce by 70% the waste sent to landfills, transforming it into by-product [goal deadline 2030]

CO2 reduction

Reduce emissions intensity (tCO2e/t) by 15% (scope 1 and 2 emissions) [goal deadline 2030]

Basic Education

Enhance the Basic Education Development Index (IDEB) by 40% in all priority municipalities [goal deadline 2030]

Water availability / stewardship

Increase water availability in 100% of critical watersheds [goal deadline 2030]

Water withdrawal

Reduce water withdrawal by 15% [goal deadline 2030]

Renewable energy exports

Increase renewable energy exports by 50% [goal deadline 2030]

Reduce food waste

1) Halve food waste in our own operations by 2030 in support ofSDG 12.3.2) 85% of unsold food safe for human consumption redistributed to humans or animals by 2025.

Green materials in products/Biodegradable products

All paper and board used will be 100% sustainable by 2025.

Use of recycled material

All packaging will be fully recyclable by 2025.

CO2 reduction

1) Net zero across the Group by 2050 and by 2035 in the UK. 2) Fully electric Tesco home delivery fleet in UK by 2028

Marine Stewardship Council (MSC) certification

100% MSC certified tuna by 2025.

Certifications

– 100% of palm oil certified to Roundtable on Sustainable Palm Oil (RSPO) standard. – 100% of assessed lines of paper/wood products to be FSC/PEFC or from a recycled source across the Group. – 100% sustainably certified soy in our whole animal protein products in the UK.

Board diversity

More than 33% female representation at Board and Executive level by 2023.

Sustainable value

76% of colleagues believe Tesco supports their health and wellbeing within the Every Voice Matters survey in 2021/22.

Reduce food waste

Halve food waste in our operations by 2025.

Circular Packaging

50% virgin plastic reduction by 2025, including an absolute reduction of 100,000 tonnes.

Green materials in products/Biodegradable products

100% of our ingredients will be biodegradable by 2030.

Use of recycled material

1) 25% recycled plastic by 2025.2) 100% reusable, recyclable or compostable plastic packaging by 2025.

CO2 reduction

1) Net zero emissions from all our products from sourcing to point of sale by 2039.2) Halve greenhouse gas impact of our products across the lifecycle by 2030.3) Replace fossil-fuel derived carbon with renewable or recycled carbon in all our cleaning and laundry product formulations by 2030

Biodiversity protection

Deforestation-free supply chain in palm oil, paper and board, tea, soy and cocoa by 2023.Help protect and regenerate 1.5 million hectares of land, forests and oceans by 2030.100% sustainable sourcing of our key agricultural crops.

Plant-based meats/dairy alternatives

€1 billion annual sales from plant-based meat and dairy alternatives by 2025-2027

Healthy products/positive nutrition

1) Double the number of products sold that deliver positive nutrition by 2025.70% of our portfolio to meet WHO-aligned nutritional standards by 2022.2) 95% of packaged ice cream to contain no more than 22g total sugar per serving by 2025.3) 95% of packaged ice cream to contain no more than 250 kcal per serving by 2025.4) 85% of our Foods portfolio to help consumers reduce their salt intake to no more than 5g per day by 2022.

Improve health and wellbeing

Take action through our brands to improve health and wellbeing and advance equity and inclusion, reaching 1 billion people per year by 2030.

Water availability / stewardship

Implement water stewardship programmesin 100 locations in waterstressed areas by 2030.

Employee training

Reskill or upskill our employees with future-fit skills by 2025.

Decent wage

Ensure that everyone who directly provides goods and services to Unilever will earn at least a living wage or income by 2030.

Support to SMEs

Help 5 million small and medium-sized enterprises grow their business by 2025.

Employee diversity

5% of our workforce to be made up of people with disabilities by 2025.

Decent work

Pioneer new models to provide our employees with flexible employment options by 2030.

Job opportunities

Help equip 10 million young people with essential skills by 2030.

CO2 reduction

Achieve net zero emissions in our operations (Scope 1 and 2) by 2035.

Saved Emissions (Customers)

(1) By 2022, Verizon’s networks and connected solutions will save more than double the amount of global emissions that our operations create. (2) For our solutions to help avoid 20 million metric tons of CO2e annually by 2030.

Plant trees

By the end of 2030, Verizon plans to plant 20 million trees.

Digital Skills

By 2030, provide 10 million youths with digital skills training.

Job Preparation

By 2030, prepare 500,000 individuals for jobs of the future.

Renewable capacity share(%)

Source or generate renewable energy equivalent to 50% of our total annual electricity consumption by 2025

Employee training

50% of Verizon employees will be Green Team members by the end of 2026.

Small Business

By 2030, provide 1 million small businesses with resources to help them thrive in the digital economy.

Pay equality

Have 100% pay equity annually in salary for women and men globally, as well as with respect to race and ethnicity in the U.S.

Reduced company involved accidents

zero company-involved fatalities by 2025

Gender diversity

To have women comprise 25% of our salaried workforce by 2025

Circular Packaging

100% primary and secondary packaging free from single-use plastic and uses recycled cardboard

Green materials in products/Biodegradable products

Increase green material content in our products to 50%

CO2 reduction

800 million tons of CO2 emissions saved and avoided for customers since 20181,000 top suppliers reduce CO2 emission from their operations by 50%

EU Taxonomy-aligned Investments / revenue

Grow our green revenues to 80%

Training

Train 1 million underprivileged people in energy management

Zero fraud and corruption

Measure the level of confidence of our employees to report behaviors against our Principles of Trust

Gender diversity

50/40/30 gender diversity, from hiring to front-line managers and leadership teams

Access to renewable energy

50 million people access to green electricity since 2008

Suppliers / Responsible purchasing

100% of our strategic suppliers provide decent work to their employees

Decent work

100% strategic suppliers providing decent work to employees. In line with the International Labour Organization's definition of "decent work".

CO2 reduction

1) Net Zero carbon neutrality by 2050 in financing and investment (ASSU) portfolios.2) Reduce the carbon emissions intensity of our power loan portfolio by 18% by 2025 and by 76% by 2040 (vs 2019) 3) Reduce to zero exposure to thermal coal sector by 2030 for companies in EU and OECD countries / 2040 elsewhere 4) Reduce overall exposure to oil & gas extraction sector by 10% by 2025"

Gender diversity

30% women in Group management bodies (top 200 positions) by 2023

Renewable energy financing

EUR 120bn to support the energy transition between 2019-2023, through sustainable bonds and renewable energy bonds and loans

Support to SMEs

Support for African SMEs: +60% outstanding loans to African SMEs, 2018-2022

Structured finance

Increase financial commitments for structured finance in Africa by 20%, 2018 – 2021

Accessibility, inclusivity and zero prejudice

Ensure 100% accessibility and zero prejudice, witnessed or experienced, against people with disabilities [goal deadline 2025] Achieve 100% inclusive environment and zero prejudice, witnessed or experienced, against LGBTI+1 [goal deadline 2025] Have 30% women and 30% blacks in leadership positions [goal deadline 2025]

Waste management

Reduce by 70% the waste sent to landfills, transforming it into by-product [goal deadline 2030]

CO2 reduction

Reduce emissions intensity (tCO2e/t) by 15% (scope 1 and 2 emissions) [goal deadline 2030]

Basic Education

Enhance the Basic Education Development Index (IDEB) by 40% in all priority municipalities [goal deadline 2030]

Water availability / stewardship

Increase water availability in 100% of critical watersheds [goal deadline 2030]

Water withdrawal

Reduce water withdrawal by 15% [goal deadline 2030]

Renewable energy exports

Increase renewable energy exports by 50% [goal deadline 2030]

Reduce food waste

1) Halve food waste in our own operations by 2030 in support ofSDG 12.3.2) 85% of unsold food safe for human consumption redistributed to humans or animals by 2025.

Green materials in products/Biodegradable products

All paper and board used will be 100% sustainable by 2025.

Use of recycled material

All packaging will be fully recyclable by 2025.

CO2 reduction

1) Net zero across the Group by 2050 and by 2035 in the UK. 2) Fully electric Tesco home delivery fleet in UK by 2028

Marine Stewardship Council (MSC) certification

100% MSC certified tuna by 2025.

Certifications

– 100% of palm oil certified to Roundtable on Sustainable Palm Oil (RSPO) standard. – 100% of assessed lines of paper/wood products to be FSC/PEFC or from a recycled source across the Group. – 100% sustainably certified soy in our whole animal protein products in the UK.

Board diversity

More than 33% female representation at Board and Executive level by 2023.

Sustainable value

76% of colleagues believe Tesco supports their health and wellbeing within the Every Voice Matters survey in 2021/22.

Reduce food waste

Halve food waste in our operations by 2025.

Circular Packaging

50% virgin plastic reduction by 2025, including an absolute reduction of 100,000 tonnes.

Green materials in products/Biodegradable products

100% of our ingredients will be biodegradable by 2030.

Use of recycled material

1) 25% recycled plastic by 2025.2) 100% reusable, recyclable or compostable plastic packaging by 2025.

CO2 reduction

1) Net zero emissions from all our products from sourcing to point of sale by 2039.2) Halve greenhouse gas impact of our products across the lifecycle by 2030.3) Replace fossil-fuel derived carbon with renewable or recycled carbon in all our cleaning and laundry product formulations by 2030

Biodiversity protection

Deforestation-free supply chain in palm oil, paper and board, tea, soy and cocoa by 2023.Help protect and regenerate 1.5 million hectares of land, forests and oceans by 2030.100% sustainable sourcing of our key agricultural crops.

Plant-based meats/dairy alternatives

€1 billion annual sales from plant-based meat and dairy alternatives by 2025-2027

Healthy products/positive nutrition

1) Double the number of products sold that deliver positive nutrition by 2025.70% of our portfolio to meet WHO-aligned nutritional standards by 2022.2) 95% of packaged ice cream to contain no more than 22g total sugar per serving by 2025.3) 95% of packaged ice cream to contain no more than 250 kcal per serving by 2025.4) 85% of our Foods portfolio to help consumers reduce their salt intake to no more than 5g per day by 2022.

Improve health and wellbeing

Take action through our brands to improve health and wellbeing and advance equity and inclusion, reaching 1 billion people per year by 2030.

Water availability / stewardship

Implement water stewardship programmesin 100 locations in waterstressed areas by 2030.

Employee training

Reskill or upskill our employees with future-fit skills by 2025.

Decent wage

Ensure that everyone who directly provides goods and services to Unilever will earn at least a living wage or income by 2030.

Support to SMEs

Help 5 million small and medium-sized enterprises grow their business by 2025.

Employee diversity

5% of our workforce to be made up of people with disabilities by 2025.

Decent work

Pioneer new models to provide our employees with flexible employment options by 2030.

Job opportunities

Help equip 10 million young people with essential skills by 2030.

CO2 reduction

Achieve net zero emissions in our operations (Scope 1 and 2) by 2035.

Saved Emissions (Customers)

(1) By 2022, Verizon’s networks and connected solutions will save more than double the amount of global emissions that our operations create. (2) For our solutions to help avoid 20 million metric tons of CO2e annually by 2030.

Plant trees

By the end of 2030, Verizon plans to plant 20 million trees.

Digital Skills

By 2030, provide 10 million youths with digital skills training.

Job Preparation

By 2030, prepare 500,000 individuals for jobs of the future.

Renewable capacity share(%)

Source or generate renewable energy equivalent to 50% of our total annual electricity consumption by 2025

Employee training

50% of Verizon employees will be Green Team members by the end of 2026.

Small Business

By 2030, provide 1 million small businesses with resources to help them thrive in the digital economy.

Pay equality

Have 100% pay equity annually in salary for women and men globally, as well as with respect to race and ethnicity in the U.S.