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The Social & Environmental Case for Carbon Offsetting: In Conversation with Barclays

09 Wednesday Jul 2014

Posted by Aman Singh in CSRwire

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Accountability, barclays, carbon, carbon offsetting, climate change, CSR, CSRwire, deforestation, Environment, ghg, governance, jillian fransen, leadership, lending practices, redd, social enterprise, Social Enterprise, Social Entrepreneurship, Social Responsibility, Supply chain management, Sustainability, sustainability, wildlife works


This is Part 1 of a series examining how leading companies are leveraging carbon offsetting and REDD+  to sustain their environmental footprint and target climate change.

“Our vision is about having a proportionate social impact on society.”

That’s how Jillian Fransen, Barclays’ director of Citizenship describes the bank’s elevated – and recently refreshed – sustainability agenda. Among the new elements: a three-year CSR strategy released last year, new stretch environmental targets, supporting growth among the SME sector, and a new Balance Scorecard, which benchmarks remuneration for the bank’s top 125 executives according to four Cs – one of which is Citizenship.

Fransen’s team is also on the cusp of launching an industry-leading Code of Conduct, besides managing and maintaining a 60 million-pound Community Investment Fund and a 20 million-pound Social Innovation Fund, created specifically to seed projects and partnerships that really push the needle on sustainability.

But, of all the things Barclays is doing, what piqued my interest was a core concentration on reducing its unavoidable emissions through carbon offsetting in the company’s climate program.

Carbon Offsetting: Need vs. Efficacy

Now while carbon offsetting has suffered from its share of misconceptions – and remains a relatively new idea in the U.S. – there is a critical need today to get past the debate and begin addressing unavoidable emissions.

Because despite the most robust plans in place that curb air travel and other activities, commerce requires both energy and fuel. And with the growth, availability – not to mention supporting infrastructure – of renewables relatively slow, it becomes a question of operating with what’s available. That is the reality for businesses. And Barclays is no exception.

Calling them “unavoidable emissions,” Fransen explained:

“We buy offsets for the footprint we incur outside our minimization program. We are doing everything we can to minimize emissions but there are those unavoidable emissions that we just cannot remove – like air travel. So to minimize their impact, offsetting fits quite well in our Climate Program.”

The Program focuses on three areas: climate change, developing products for low carbon economies and risk management services for clients with low carbon opportunities.

The firm, which wants to minimize its environmental footprint by 10 percent by 2015, works with Wildlife Works and Reducing Emissions from Deforestation and Forest Degradation [REDD+] projects for its offsets strategy. According to the United Nations website, REDD+ “is an effort to create a financial value for the carbon stored in forests, offering incentives for developing countries to reduce emissions from forested lands and invest in low-carbon paths to sustainable development.”

As Sibilia decoded in his article, the intended impact of the offsetting (emission reductions) leads to not only forest conservation but also a parallel movement to create self-sustaining social enterprises that recuperate the local economies and build social independence. Therein lies the true impact of UN REDD Programmeoffsetting, he concluded.

For Fransen, similarly, the appeal of working with REDD+ lay in Wildlife Works’ expertise and experience in protecting threatened forests  – and its track record with local communities. “Twenty percent of emissions come from deforestation so it made sense for us to partner with organizations that could help us find areas where forests were being destroyed. That way we can have direct impact where it is most needed,” she said.

Then there is the added advantage of targeting local communities in key markets where Barclays operates. “We wanted to take accountability for our footprint. Additionally, Wildlife Works operates in Kenya, which is a key market for us. We are in 13 African countries – the oldest bank across eastern Africa — so having an on-the-ground partner there was key for us. ”

The real impact of implementing a carbon offsetting strategy then for Barclays?

“Create accountability for a footprint that the firm is otherwise unable to get rid of. That wakes people up. When we can have localized impact, it’s a win for us,” she responded.

Climate Change: Decoding the Impact of a Bank

Besides what seems to be the main area – air travel – what is Barclays most challenging source of carbon emissions?

“We have a network of hundreds of small branches. Our biggest challenge is availability and collection of relevant data about our water and paper use as well as waste. Not all our operations have the same level of management and facility support. Especially in Africa, it is very hard to ensure commitment to some of the improvements that are required in this year,” she said.

Another challenging area is the bank’s indirect impacts through its lending practices. “Where we choose to lend and what impact that has on the environment is critical. We need to hit this on a macro level. When you go to lend to an oil and gas company, we need to stand up to our commitment. They work with a minimum of 16 banks – we’re one piece of a large network,” she explained.

The Need For “Some Serious Leadership”

While our conversation mostly focused on Barclays’ carbon reduction strategy, it was hard to contextualize that without questioning what role Fransen’s contemporaries in the financial sector needed to play to sensibly address climate change.

Could Barclays continue to make progress without reciprocation from a sector busy repairing tarnished reputations from the financial crisis?

“There is a major shift going on toward a realistic understanding of what we need to do to adapt to climate change. In my opinion, none of this is happening quickly enough though. We need some serious leadership within our industry in the next five years to change gears on climate change,” she emphasized.

“Our biggest challenge is making it real for everyone in the organization. We have 142,000 employees that manage a matrix of clients and customers. The [impact they can have] is profound. I’d like to see us capitalize on this matrix much more. There’s a feeling, not limited to banking, that we’re doing our bit and everyone else will do theirs – and we’ll be okay.”

“Fact is, the issues are way more pressing for us to rest on that assumption.”

Originally written for and published on CSRwire’s Commentary section Talkback on August  28, 2013.

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Shared Success at Verizon: No Silver Bullet for Sustainability, Say CSR & Sustainability Chiefs

09 Wednesday Jul 2014

Posted by Aman Singh in CSR, CSR reporting, CSRwire, ESG

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Business, carbon, community, Consumerism, CSR, CSR reporting, CSRwire, Disclosure & Transparency, energy, environment, Environment, ESG, ghg, iirc, integrated reporting, Philanthropy, recycling, shared value, supplier responsibility, supply chain, Sustainability, sustainability, technology, verizon


Verizon recently released its second Integrated Report, combining the company’s financial and non-financial data and metrics into one clean look at its overall performance.

While the technology giant has been publishing its environmental, social and governance results for almost a decade, integration with the firm’s financial performance is relatively new. And Verizon saw several significant changes in 2012 to its approach to sustainability and shared value – which Verizon calls “shared success” – including a reformat of its Foundation’s model.

In a recent webinar, I had the opportunity to discuss the report, Verizon’s goals, challenges and a whole host of issues with Verizon’s CSR and sustainability chiefs Kathy Brown and Jim Gowen, along with an engaged audience.

Here are excerpts – and a link to the webinar recording.

Whether you’re eager to learn more about Verizon’s approach to sustainability or what the future holds for integrated reporting and sustainability standards, the webinar will provide you with exemplary context, insights into one company’s efforts to reduce its impact, and how a multinational must pick a strategy that is holistic, focused and measurable.

Shared Success:

Kathy Brown: “When Lowell McAdam became our CEO a year and a half ago, he brought with him a set of principles by which he inspired us to live. It is a value-based approach to our work in the market. We deliver outstanding communication and technology for our communities and country. And we are to share our success with the community. While Michael Porter gets a deep bow for creating Shared Value, these pillars – solutions, service and sustainability – state our mission and our version of shared success.”

Verizon's Shared Success Innovation Process

“We want to achieve measurable social impact. We can do a number of things at one time because our technology is powerful enough for us to find a way to do well for our shareowners and stakeholders, communities and countries in tackling the world’s problems…Specifically, we are focusing on how technology can bring transformational change in education, healthcare and energy management. The platform is our fiber network [and] our wireless network. Through these [networks] we are able to reach millions of users and applications that can literally change the world.”

Setting Aggressive Targets:

Jim Gowen: “Our sustainability program includes aggressive targets, follow-up and our people [who] really do make the difference. In September 2009, when we created the Office of Sustainability, one of the challenges was how were we going to make an impact on a business that [in many areas] is growing exponentially. So we set the Carbon Intensity Metric as the way to grow most efficiently. We set an objective by 2020 to improve our carbon efficiency by 50 percent. Since 2009, we have driven our carbon efficiency 37 percent.”Verizon_networks

“But as I often tell my employees, that was the easy part. Now comes the tougher part. We’ve taken care of all the low hanging fruit. How do you keep that momentum going? For example, e-waste is one of our biggest impacts. We’ve set a goal of collecting more than 2 million pounds of e-waste by 2015. That’s no small feat.
We’re doing that internally as well as externally with our Recycling Rallies.In the last two years, we’ve held 36 of these [across the country]. That objective is very important to Verizon and our customers.”

Environmental Footprint: Setting the Stage

Jim: “Our environmental footprint is quite large. Supporting hundreds of millions of customers takes a lot of work. We operate 42,000 cell towers, 31,000 facilities globally, and [a] 38,000 private fleet of trucks and vans, etc. We had to concentrate on our own resources and see how to become sustainable.”

“We focus on four key areas: making our networks more efficient; expand[ing] our renewable sources of energy; run[ning] our fleets more efficiently; and reduc[ing] the lifecycle cost of ownership of how we operate.  From purchasing to logistics and sustainability – they all match up nicely.”

Highlights from 2012: From Packaging to the “Magic Bus”

Jim: “How do we make our packaging more environmentally-friendly? How do we handle the end of life for that? We asked our OEMs to make their equipment more energy efficient – 30 percent more than legacy equipment. Then we looked at our consumer stores: 131 stores have been LEED certified so far with the U.S. Green Building council, and a pilot is underway to increase that number across our markets.”

“We recently launched our Magic Bus program. The idea was generated by one of our line managers in New York who suggested that, instead of driving our own vans around very congested areas of New York, why couldn’t we drop off our employees with their equipment to provide service to our customers?”

“From that originated a three-month pilot where we used vans that could host eight to 10 technicians with their equipment and inventory on board, and we started driving them around areas of Manhattan. We would pick [up] and drop them [off] and provide service to them throughout the day when they needed it. The benefit was significant – for our customers and our employees. We’ve now started 25 of those Magic Buses in New York and removed 250 of our vans off the roads of New York City.”

No Silver Bullet for Sustainability

Jim: “There is no silver bullet and no magic button. It’s going to take a lot of trial and error and a lot of commitment. While we think and look at our lifecycle approach, we’re still in our immaturity stage,  and the Verizon_reportopportunities ahead of us are so powerful that we can have a significant impact”

From Sustainability to Integrated:

Kathy: “Our Shared Success Council is made up of senior executives across the company – including marketing officers, product managers, general counsel, etc. – who are clearing the strategy for growth and in the process, sharing the idea of Shared Success. The report recognizes these efforts.”

“The process involves a lot of collaboration between executives and the folks on the ground. We focus a lot on our data, and we don’t see this journey as involving any one data point. It’s a journey of doing business, and the report reflects that. We’ve shown enormous efforts and growth, and the information is easy to read and use for our stakeholders across the board.”

Jim: “The report also helps us tell our story concisely. Our customers are asking, as are our investors. They are asking how we’re measuring ourselves? What are our goals – people want to invest in sustainable companies – and how are we incrementally achieving those?”

Technology and Health Care: Powerful Answers

Kathy: “We need to work on reducing costs on factory delivery systems and improv[ing] patient outcomes. Think about what you have on your iPad or phone today. We believe we can, in a more systematic way, think of security and identity issues for patients, fast connections, and [the] ability for patients and doctors to talk to each other in a secure environment through our technology, etc. We call this Powerful Answers.”

Who’s Reading the Report?

Kathy: “Internally, the audience is our employees who can have sense of our values as a company. Externally, people want to do business with companies with a heart but also have the technology and wherewithal to solve their problems. Beyond individuals, this includes communities [and]  governments who take on big ideas about congestion, smarter cars, health care, etc. This report does a good job [of] painting the bigger picture for this audience.”Verizon_Powerful_Answers

Jim: “[The] hip market that will change the world [is] using our technology, and this report helps them see first-hand the choices they have. Sustainability at Verizon is driven by our employees and our communities, not just one executive.”

Supplier Responsibility:

Jim: “Over the last couple of years, we have queried our top 200 suppliers, which represent 80 percent of our total spend, to ask them how they manage their CO2 and greenhouse gas impact. What goes into the products they supply to Verizon? And we were very surprised at the answers we got back and tallied them up and graded them.”

“Whether they’re early adopters or much more mature with their sustainability strategies, we’ve set ourselves a 2015 goal: to operate with over 40 percent of our suppliers that have targets and greenhouse gas emission goals. That impact is significant, and we’ve already seen that through the innovation they’re bringing to us about how they can become more sustainable and continue working with us.”

Evaluating Success:

Kathy: “We get all sorts of consumer indicators of how we’re doing in our community. We know how they use our network, what they think of it, etc. Once we start asking consumers how we’re doing in terms of impact, the responses have been very good. But it has been a challenge to do that in a broad way across many segments.”

For more insights from Verizon, listen to the webcast.

Originally written for and published on CSRwire’s Commentary section Talkback on April 18, 2013.

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Access to Medicine, Transparency & Ethical Governance: GlaxoSmithKline’s 2012 CSR Report

09 Wednesday Jul 2014

Posted by Aman Singh in CSR, CSR reporting, CSRwire, ESG

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avandia, carbon, clinical trials, community development, compliance, CSR, CSR report, CSR reporting, CSRwire, Disclosure & Transparency, Environment, ESG, Ethics, ethics, glaxosmithkline, governance, health care, paxil, Social Impact, Supply chain management, Sustainability, sustainability, Sustainability Report, transparency, vaccines, work culture


When a company is manufacturing critical need medicines and popular consumer products, how does it address increasing access to innovative products while managing its energy use?

On the launch of the GlaxoSmithKline’s 2012 Corporate Responsibility Report – a comprehensive read at 75 pages – I caught up with Director for Global Corporate Responsibility Clare Griffin for some updates.

Looking Ahead: GSK Switches Focus

For the first time the report, while focusing on the company’s 2012 performance, also includes a set of 23 forward-looking commitments across GSK’s business. The first thing that caught my eye in the report was the framework used to connect the firm’s vision with its business mission, assets, purpose and bottom line [see below]. How did the team use this chart to define CR’s focus at GSK?

“Lots of companies say they don’t have separate CR strategies; that they are completely embedded, etc. But how can you demonstrate that integration? This chart, for us, is a good way of explaining how CR is interwoven into our business. We have our business assets, our people, our priorities, our values, which leads us to create innovative products and drive access where people need it the most,” she explained.

“That’s the vision we want to create. We believe that if responsibility is absolutely integral to how we do business, we will deliver sustainable business growth for shareholders and benefits for our other stakeholders,” she added.

It’s all interrelated.

glaxosmithkline csr report

“For example, in the world’s poorest countries, our Developing Countries and Market Access (DCMA) operating unit has a clear objective to increase access to medicines and vaccines, while expanding our market presence and ensuring our business is sustainable for the long-term. This model is increasing our volume sales while increasing access to essential medicines and vaccines.”

Transparency, Pricing & Carbon: Challenges Ahead

“We will see through the implementation of our commitments on transparency of clinical trials data, continue with our commitments on pricing, and look to further harness manufacturing technologies to improve our carbon footprint,” writes GSK CEO Andrew Witty in the report.

Lots of promises in that one statement, I asked. How will these be implemented?

“We have a pretty diverse product line. Although pharmaceuticals are the majority, we also produce vaccines and consumer healthcare products. To improve our carbon emissions, we first invested in mapping our carbon footprint. For example, we found out that Amoxicillin, a very popular antibiotic, is Horlicksthe third-largest contributor to our carbon emissions due to the manufacturing process,” she said. “Our green chemistry team in Singapore has found a different way to produce Amoxicillin through using an enzyme instead which will cut carbon emissions from this process by 36,000 tonnes and reduce waste by 2,400 tonnes as well.”

Similarly with Horlicks, a popular malted milk drink: “We are working to further enhance an Indian government program aimed at modernizing milk production, and looking at introducing alternative energy generation, for example low-carbon biomass energy generation using waste wood to replace coal. Essentially, we are focusing on where we believe we can have the biggest impact,” she added.

Creating Access: Sharing Data From Clinical Trials

As for the transparency piece, while GSK has shared the summary results of all of its clinical trials – whether positive or negative – on a website accessible to all since 2004, the firm has committed to going further and now making anonymized patient-level data available to researchers.

“We’re setting up an independent panel which will review each request to make sure it is appropriate and will be using the data for valid scientific reasons. We also want the researchers to share their results back with the scientific community. We hope this initiative will be of value in developing and catalyzing a wider approach in the industry,” she explained.

Ethical Standards: Reinstating a Culture of Responsibility

Our discussion would not have been complete without taking into account, GSK’s rough tidings last year with the U.S. government. With the firm having to pay $3 billion to the U.S. government to settle allegations of unethical misconduct – failure to include information, etc. – in its sales and marketing practices around drugs Paxil and Avandia, several questions arose about the company’s corporate governance, accountability and sales practices – how do you move forward, I asked.

The company has taken significant steps to move beyond that, responded Griffin. “We have implemented a new incentive compensation system (Patient First) for our professional sales representatives who work directly with healthcare professionals in the U.S. The new system eliminates individual sales targets for these representatives as a basis for bonuses, and instead bases compensation primarily on sales competency, customer evaluations and the overall performance of their business unit,” she said.

glaxosmithkline csr report

The company has also brought together different Codes of Practices across regions and business units to create one Global Code and introduced standards that reinforce clear distinction between scientific dialogue and promotional activities. “These new standards govern the way we engage in scientific activities, such as advisory boards, publications, scientific congresses and medical education,” she said.

Other steps: A Corporate Ethics and Compliance Program for all employees, strengthened training programs, setting up an anti-bribery and corruption initiative and setting in motion disciplinary actions when needed.

“The 23 forward-looking commitments cut across the four areas of GSK’s responsibility: Health for all, Our behavior, Our People and Our Planet. It was important that we picked a time frame that is close enough that the current cadre of employees will be the people delivering the commitments while giving us enough time to create sustained change,” Griffin emphasized, alluding to the firm’s 2015 and 2020 goals.

Goals & Commitments: Highlights from 2012

So what were some of the year’s highlights for GSK?

  • The potential to bring around 15 new medicines and vaccines to patients over the next three years
  • 3.5 million pounds invested in R&D
  • 5 million pounds invested in the Tres Cantos Open Lab Foundation in Spain to fund research on solutions for diseases in the developed world
  • A concentrated focus on creating access, including monitoring the influential Access to Medicine Index, that measures what pharmaceuticals are doing to bring more medicines to more people [GSK won the top spot for the third time in 2012 although Griffin was quick to point out that “the index is a measure of what we’re doing, not the reason why we’re doing it.”]
  • A number of commitments around transparency established in 2012 including participating in the All-Trials Initiative, marking the next level of details on releasing results of GSK’s clinical trials.

What’s next?

“In 2013 we will continue to focus on innovation, access, and operating with transparency across the business. Specifically we will work to see through the implementation of our commitments on transparency of clinical trials data, continue with our commitments on pricing, and look to further harness manufacturing technologies to improve our carbon footprint,” finished Griffin.

Originally written for and published on CSRwire’s Commentary section Talkback onApril 16, 2013.

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Ceres Investor Summit 2012: 5 Trends Not to Bet Against

03 Thursday Jul 2014

Posted by Aman Singh in CSR, CSRwire

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bank of america, bill gates, Brand Management, Business, carbon, carol sanford, CEO Network, ceres, chad holliday, climate change, CSR, CSRwire, dupont, energy, ESG, Events, investor relations, Leadership, Management, Social Responsibility, stem, Sustainability, sustainability


Last week, Ceres and the United Nations came together to host the 2012 Investor Summit on Climate Risk & Energy Solutions in New York City. With several announcements marking the day—a record $260 billion was invested in clean energy in 2011—it was Bank of America Chairman Chad Holliday’s pre-lunch presentation that stood out for its aspirational message.

I had the opportunity to host Holliday last year for a keynote on responsible business practices. The occasion: The release of Carol Sanford‘s book The Responsible Business, for which Holliday provided an articulate Foreword.

This time around too, Holliday chose to focus on lessons learned from his years leading DuPont, which saw record growth, transition from a chemical company to a science-based products company, as well as the country’s first chief sustainability officer appointment.

“As you listen, make sure you’re not inadvertently betting against something,” he cautioned adding, “Whether you want to own it or not is merely situational. But listen.”

Here then are Holliday’s five things to not bet against:

1. Don’t Bet Against Breakthroughs

“Don’t bet against a major breakthrough or a series of breakthroughs that create clean, cheap energy.” Holliday followed this warning by a reminder that “the price of natural gas in the Middle East” used to be our prime concern.

“No one was talking about shale energy, tidal [energy] 10 years ago. Somehow we missed that,” he added. Holliday also alluded to the American Energy Innovation Council he set up when at DuPont that counts Bill Gates, Xerox CEO Ursula Burns, GE’s Jeff Immelt and others as members: “We
really felt that such a breakthrough was probable so don’t discount the power of innovation.”

2. Don’t Bet Against America

“Particularly American engineers and research universities,” he continued. “Thirty five of the 50 top research institutions worldwide are located in the U.S. Seventeen of the top 20 are in the U.S.,” he said

Bank of America Chairman Chad Holliday Admission rates in Science, Technology, Engineering and Mathematics (STEM) have been declining for years in the U.S., and several sectors are ramping up their community development and research dollars to invest in STEM initiatives and academic institutions. While it is true that graduates from Asian countries have increasingly filled STEM jobs—and have an incredible presence in Silicon Valley—in recent years, Holliday was quite right to point out that “it will require other countries to grow awfully fast to catch up with us.”

“What we see in the press is that China is overtaking us in engineering. In fact, there is no question that China is indeed leading us in the number of graduating engineers. But when it comes to quality and diversity—biotechnology, nanotechnology, quality control, systems engineering—we are hands down champions,” Holliday said.

3. Don’t Bet Against Sustainable Energy For All

“One of the three commitments of the United Nations General Secretary was to provide electricity to the 1.3 billion people globally who still don’t have access to electricity,” said Holliday. “Now let’s discuss the 1.3 billion-strong population of China: How productive would they be without access to electricity?”

His message: That’s opportunity to deliver value for business, investors and entrepreneurs.

4. Don’t Bet Against Dramatic Events Driving Dramatic Government Action

“One nuclear fallout after the tsunami that struck Japan was enough to compel Germany to take the decision to go completely nuclear-free for their energy supply,” he said.

Emphasizing that one must increasingly view business and investment in the context of their social and environmental setting, Holliday offered a glimpse into his role on Shell’s CR committee: “I regularly meet with NGO groups and investors to understand what they are thinking. I then coordinate with Shell’s corporate responsibility committee to visit sites to really check and see if they are doing what they commit to. Then it makes a difference,” he said, adding, “We cannot measure growth and success from afar because that’s just PR.”

5. Don’t Bet Against People in This Room

Putting the onus on the over 500 investors in attendance, Holliday said: “You’re here today because you think private money can make a difference in this sector. You’ve made a good decision.”

Indicating to his recent appointment as Bank of America’s chairman, he continued:

“I joined Bank of America in the time of a recession. I didn’t have much time to do any due diligence so I decided to find out what they were doing on sustainability. And I’m proud to say that I was impressed. They have already made an 18 percent deduction in greenhouse gases (GHG), made a $20 million commitment to loans for sustainable projects and nurture a working culture that prioritizes sustainability.”

Many other firms in the room could probably tell similar stories, he added, warning: “But don’t bet against each other.”

Emphasizing the need for public private partnerships, he concluded: “Working with the public sector and other stakeholders is going to be key in our goal of sustainable energy for all.” There too, he had the same warning: “Don’t bet against each other.”

Originally written for and published on CSRwire’s Commentary section Talkback on January 18, 2012.

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