Sustainability KPI Measurement and Reporting

Sustainability is a new source of competitive advantage in business and it is now business-critical to prioritise ESG factors. Embedding sustainability and ethical business practices into business strategy are key for both large and SME businesses – who according to the World Bank account for around 90% of global businesses and contribute approximately 40% of the GDP. Sustainability risks in business must be prioritised and opportunities taken advantage of to remain competitive. Businesses need protocols setting out how strategic plans, return on investment, sustainability/ESG KPIs will be actively governed on projects, contracts and reported as part of monthly reporting to safeguard socio-economic issues and sustainable value within the business. This is critical to mitigate risks to revenue and profits from inaction and to maximise funding opportunities for growth and value creation. Three key KPI examples that should be monitored and reported include:

     

      • Environment: Carbon footprint and emissions

      • Social: SME representation

      • Governance: Gender pay gap and balance on boards

    Wind energy

    Opportunities from the Falling Cost of Renewable Energy

    Figures reported by Statista from the ‘Our World in Data’ series evidences some positive outcomes with the use of renewable resources. In the year 2010, electricity generated from solar photovoltaic cost showed a global average of $378 to generate in terms of Megawatts whereas, by the year 2019, cost had decreased to as low as $68 – which is significantly cheaper and more economical as compared to nuclear and coal power. It is also reported that the price of wind energy has also decreased since 2010, both onshore and offshore.

    The falling cost of renewable energy

    Sustainability Risks and Opportunities in Business

    Sustainability risks in business include environmental, socio-economic, and governance risks. There are several risks associated with not prioritising sustainability factors – read the Southern Water pollution case study while others include shareholder rebellion in the ExxonMobil and Chevron case examples. The CMI’s ‘Blue Print for Balance‘ paper highlights risks and opportunities of having a balanced board for effective governance. Risks of inaction should be mitigated not just within each business but across the supply chain, value chain, and the entire business ecosystem. The UK government has taken this bold step in the right direction with their transforming ‘Infrastructure Performance Roadmap’. The consequences of inaction can be vast resulting in decline in reputation which will ultimately result in a loss of customers and competitive advantage. These issues can be identified and mitigated by embedding sustainability into strategy from the onset. Compliance can be governed by independent audits to minimise risks of greenwashing via payroll audits, carbon cost audits and ESG audits.

    Volkswagen case study

    The popular German car brand Volkswagen in September 2015 was found guilty by the Environmental Protection Agency of cheating in their carbon emission testing by devising a software named as “defeat device” in its diesel engine that could detect that a vehicle was being tested and that vehicle’s performance could be erroneously amended accordingly to showcase better results. According to the (BBC), Volkswagen admitted to fitting the device in 11 million cars globally, 8 million of which were in Europe. Volkswagen launched a special marketing campaign in America to sell its diesel cars claiming that the car will release very low emissions, but the brand later admitted to being guilty of cheating carbon emission testing. As a result of this scandal the company had to deal with the following:

       

        • 3.7% and 11.6% fall in sales and production compared to the previous year.

        • £4.8bn fines from the scandal leading to severe quarterly financial losses.

        • 20% diminution in sales and profit following the scandal in 2016 (Guardian)

        • 37% loss of shareholder value (Hustle)

      The Body Shop Case study

      The Body Shop, a successful brand in the UK since 1976, is popular for its ethical and sustainability initiatives. The Body shop maintains its ethical business practices and ESG reputation in several ways. With 80% of the world still involved in animal testing, The Body Shop has been against animal testing since its inception and strictly does not launch products where animal testing is legal. Body Shop has run a fair trade community programme since 1987 in countries with low economic opportunities (such as in Ghana and India) providing financial independence to women in these communities in line with the UN 17 Sustainable development goals (SDGs). Body Shop created a refill initiative to reduce plastic by 25 tonnes yearly and aims to be 100% recyclable by 2025. With 85% of its women workforce afforded equal pay and flexible working, it consistently reports positive KPIs on investments.

         

          • 68% of the brand packaging is recyclable aiming to be 100% by 2025.

          • 13.8% mean gender pay gap in 2020 down from to 43.4% in 2018

          • £500m increase in revenue to £800 in 2018 from £300m in 2011

          • 76% gross profit margin in 2018 from 59.7% in 2011

        Source: Craft.co.uk The Body Shop Metrics

        Sustainable Investments

        Responsible or sustainable investments are investments business make that will not lead to environmental, social, or governance issues, while giving back to communities, creating opportunities for growth and sustainable value by safeguarding long-term financial and economic performance. In January 2021, Reuters reported increased demand for investments in ESG funds driving US managed assets up by 29% to nearly $1.7 trillion. McKinsey have similarly identified ESG as linked to positive cash flows recommending these five levers as a checklist for ESG decision-making – driving growth, optimising costs, reducing legal intervention, increasing employee productivity and maximising return on capex investments. Other opportunities related to sustainable investments include:

           

            • Reduced environmental and socio-economic impact

            • Employee well being, satisfaction, and retention

            • Attracting high returns and increased revenue

            • Customer retention and increased shareholder value