A company needs a vision beyond writing a Climate Report – a “why” it wants to become more sustainable and climate-resilient. A well-articulated and thoroughly integrated vision helps a company’s leadership to anchor and communicate its longterm strategy, can raise employee engagement and signals to stakeholders the sincerity of any commitment.
Companies must define steps to achieve the vision and address the challenges. If no direct compliance pressure exists, a simple rule-of-thumb prioritises low-hanging fruit by considering activities with the most significant leverage or impact, propelling the company towards its vision.
A company will encounter challenges and obstacles while moving towards its vision. Some of the challenges are more pronounced depending on the stage of the company; other challenges are universal.
Benefits of more sustainable business practices should be concretely linked to the activities, not just costs. This way, actions are seen as an investment into the company’s longevity, addressing hesitations towards sustainability and Climate Reporting that many companies face for the first time.
Climate Reporting should be goal-oriented, provide a clear framework for organisations to measure their progress, drive meaningful action, and ensure accountability in addressing climate-related risks and opportunities.
Climate Reporting needs to be comprehensive and transparent and disclose all the company’s climate-related risks, starting with the material ones.
Data on which Climate Reporting relies must be valid, detailed, robust and traceable, allowing for independent verification.
Climate Reporting needs to follow standards that allow effortless comparison between reports to foster a global understanding of climate risks.
Companies and their leadership should be accountable for the climate targets they set and communicate. Climate Reporting should demonstrate net-positive impacts and be common grounds to derive actions and be decision-useful.
A company will encounter challenges and obstacles while moving towards its vision. Some of the challenges are more pronounced depending on the stage of the company; other challenges are universal.