Recent posts on strategy
Framework CEO Kate Rebernak writes about the attitudes and connotations that adhere to words like “ESG”, “citizenship”, and “sustainability”. This article also appears in the Journal of Sustainable Banking & Finance’s May edition.
While in a meeting recently with members of the top management team of an iconic U.S. company (which we’ll call IconCorp), I mentioned, as I often do, that investors increasingly consider companies’ performance on environmental, social, and governance (ESG) issues in making investment decisions. The comment was based, in part, on the growth in the number of signatories to the UN Principles of Responsible Investment in recent years, the increasing amounts of money being managed by investment professionals who (say they’re) considering ESG factors in their investment process, and the growth in the number of shareholder resolutions over the past several years on issues such as board diversity, reporting on greenhouse gas emissions, and… More
SunGard’s five year track record of reporting is emblematic of the company’s commitment to accountability and transparency. The company is proud to release its latest Sustainability Report, for 2012, which showcases progress on programs, practices and analytics implemented since its initial report in 2008.
SunGard works continuously to focus on the right priorities and initiatives that will improve the company, add value for clients and make SunGard a great workplace environment for employees. In order to do so, SunGard maintains a balanced approach that aligns business strategy with SunGard’s core values, including the company’s commitment to responsible environmental, social and governance practices.
2012 Sustainability Highlights include:
Achieved 20 percent reduction in air miles per employee, surpassing target of 10 percent reduction in air miles per employee by 2014.
Achieved 12 percent reduction in SunGard’s global CO2e emissions from our electricity consumption in business offices and data centers.
In her latest report review, Kathee Rebernak notes that the AP Moller-Maersk 2012 sustainability report makes a good case for integrating environmental, social, and governance (ESG) factors into business strategy and operations. The report details the company’s business strategy, the ESG factors that impact its business, and the impacts of its heavily fossil-fuel reliant operations. The discussion of Maersk’s effort to combat corruption and workplace injuries are refreshingly honest and present a stark picture of the difficulties of operating in some developing countries. Such frankness does not, however, extend to the discussion of the impacts of Maersk’s oil and gas business.