The Institute of Corporate Responsibility and Sustainability (ICRS) announced its first working Fellows yesterday. We are delighted that our very own Andrew Wilson, Director is amongst those who have been selected.
After the Volkswagen and Mitsubishi emissions scandal, how can we ever know if a company is truly responsible? Linnea Texin explores how a company’s commitment to sustainability, can help raise potential red flags.
Scope 3 emissions are impacts which occur along the value chain of a product or service. They are typically outside of a company’s direct control and as a result can easily be forgotten, “out of sight out of mind”. But the secret to managing scope 3 emissions is to look for the business opportunities along the value chain.
The UK Modern Slavery Act 2015 is an opportunity to not only tackle a very real risk, but to also build resilience in supply chains – companies do not need to respond out of fear. Senior Consultant Nana Guar provides practical steps which companies can take to enhance due diligence around modern slavery.
Apparently lots of people are searching the internet for a template for impact assessments. I know this because Google told me. But is a template for impact really sensible? Richard Hardyment explores three key reasons why a template can’t solve everyone’s impact challenges.
Peter Truesdale wages war against the concept of measuring community contributions as a percentage of a company’s pre tax profits.
Rarely does a news story keep you thinking about it days later, but that’s exactly what happened to me learning that Kraft Heinz sneakily removed all artificial ingredients from their iconic macaroni and cheese brand and “no one noticed.”
One of the questions that companies often ask us is: why does impact matter? For some, calculating the benefit for the community or the environmental footprint of a project is simply a matter of good business. In some sectors, it might even be a regulatory requirement or a prerequisite for entering a new market. But for us, the real value is not the assessment itself. There’s a clue if we unpack the word: imp-act. It’s actually what you do afterwards, that ‘act’ bit, that really creates the value for everyone involved.