Sustainability in the Food Industry: A CSR Comparative Analysis of Four Food and
Beverage Industry Companies
By: Emily Morris
This report is a comparative analysis of four large companies in the Food and
Beverage industry and their Corporate Social Responsibility (CSR) reports. The four
companies that this report will analyze are Coca-Cola, Campbell’s, General Mills, and
Starbucks. All four of these companies have been named to Corporate Responsibility
Magazine’s annual 100 Best Corporate Citizen lists for 2013 and three of the companies
were also named to the 2014 list. Ceres in a non-profit organization who partners with
investors, companies, and public interest groups to help expand and implement sustainable
business practices around the world. The Food and Beverage sector has been recognized
as the leader in meeting the Ceres Roadmap’s disclosure expectations. As the leader in
disclosure, this sector is considered a good example of what disclosures should look like.
This report begins in Part 1 with the Ceres disclosure expectations for the Food and
Beverage sector and Ceres findings regarding disclosure in this industry. Part 2 will be an
analysis of each of the four companies’ CSR reports. Finally, Part 3 will compare the
reports and determine how these four companies are comparatively doing in their
reporting. This report will analyze these CSR reports in an attempt to shed light as to why
Starbucks was not listed on CR’s Top 100 list in 2014.
I.
Ceres Disclosure Expectations
In 2010 Ceres released the 21st Century Corporation: The Ceres Roadmap for
Sustainability (the Roadmap), to help businesses integrate sustainability practices “from
the boardroom to the copy room.” The Roadmap focuses on four key areas, (1) governance,
(2) stakeholder engagement, (3) disclosure, and (4) performance. Ceres believes that
sustainability needs to be the foundation of the 21st century corporation and that
corporations are the key to turning climate change problems into opportunities. The
report has 20 key expectations but performance is the biggest priority. Ceres says that
tangible performance results “will be the ultimate measure for evaluating a company’s
progress toward achieving sustainability.”
The Food and Beverage sector is especially vulnerable to climate change risks and
therefore has a vested interest in implementing sustainability measures in order to help
ensure long-term sector success. Ceres has found that the Food and Beverage sector is the
leader across the Roadmap disclosure expectations, 54% of companies in this sector are
performing in Tiers 1 and 2 for the Roadmap’s governance expectations, and 79% have
programs to reduce GHG emissions. Ceres reports the key areas of improved performance
in this sector are stakeholder engagement, employee training and support, and supply
chain performance. This sector now needs to focus its efforts on water management and
human rights, its two most challenging areas that show declines in performance on
expectations.
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In 2012 Ceres released an assessment of how companies are progressing in
implementing sustainability and their uses of the Roadmap framework. This assessment
has applied a tiered approach in assessing company performance. There are four tiers: Tier
1: Setting the Pace; Tier 2: Making Progress; Tier 3: Getting on Track; and Tier 4: Starting
Out. The Food and Beverage Industry is one of the priority sectors that gets specifically
analyzed in this report. The analysis shows areas of leadership and innovation but has an
overarching conclusion that three is a long way to go to meet the 2020 timeframe.
II.
Company CSR Reports
a. Coca-Cola
The Coca-Cola Company is the world’s largest beverage company with more than
500 brands, 700,000 system associates, and 250 bottling partners operating in over 200
countries. The companies 2020 Sustainability framework is called “Me, We, World” and
provides Coca-Cola’s 2020 Sustainability Commitments.
Coca-Cola’s 2013/2014 Sustainability Report starts out with a letter from the
Chairman and CEO, Muhtar Kent. He emphasized the importance that sustainability has in
the longevity of the company. Kent says that sustainability efforts “have an essential role to
play in helping to mitigate risks and create new business opportunities.” Coca-Cola focuses
on three areas of its’ business that Kent believes will have the most long-lasting impact.
Kent refers to these three areas as the three W’s: Women, Water, and Well-Being, each of
these falls in to one of the three areas of the Sustainability framework.
These three areas each have their own overarching goal. For Women, it is to
economically empower 5 million women entrepreneurs within Coca-Cola’s value chain by
2020. The Water goal is to return to communities and nature an equal amount of water
used in its beverages and their production, by 2020. The Well-Being goal deals with
nutrition, physical activity programs, and recycling. Coca-Cola has a goal of supporting
physical activity programs in each of the 200 markets they serve, and are presently serving
290 programs in 125 countries. The packaging initiatives hoped to source 25% of plastic
from recycled or renewable material by 2015 but have only reached six percent to date.
Kent recognizes the importance of collaborating with Coca-Cola’s bottling and
industry partners, non-governmental organizations, universities, and government agencies
to achieve the sustainability goals of Coca-Cola. He calls this the “collaborative power of the
‘Golden Triangle’” which Kent says is business, government and civil society. The Golden
Triangle partnerships are imperative to making a material difference in today’s health and
environmental issues.
The last thing mentioned in the opening letter from Kent is Coca-Cola’s 2020 Vision
Goal. The vision goal is a chart that lists six vision P’s: Profit, People, Portfolio, Partners,
Planet, and Productivity. For each vision there are goals, system priorities, and metrics.
This vision goal seems to align with the Ceres Roadmap for Sustainability and particularly
the Road to 2020: Corporate Progress on the Ceres Roadmap for Sustainability.
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Coca-Cola has transitioned to applying the Global Reporting Initiative (GRI) G4
reporting guidelines for their sustainability reporting. This has been applied to its value
chain by recognizing the five topics most important to the Company and its stakeholders:
active healthy living, human rights, packaging, product and ingredient safety, and water
stewardship. These priorities have significant impacts at every stage of the value chain.
The rest of the report is broken in to four areas: Me, We, World, and Reporting. The
following is a breakdown of those four areas.
The Me section focuses on well-being
and product and ingredient safety. As we all
know, there is a global problem with obesity
and sedentary lifestyles. Coca-Cola is not a
company known for its healthy beverage
choices, so as health and wellness becomes
more important to consumers and
shareholders, Coca-Cola has had to recognize
what people want and have responded by
providing low-or no-calorie beverages in every
market, supplied transparent nutrition
information on the front of packaging,
supported physical activity programs in every
country where it operates, and have ceased
advertising to children under the age of 12.
While these are all great things, it is important
to note that only 800 of the companies 3,500
drink choices globally, are low-and no-calorie.
Coca-Cola was smart to focus on physical
activity to fight obesity instead of healthier food
choices, since that would obviously pose a risk
to its’ business. Product and ingredient safety
is being supported through making sure all
suppliers are meeting Global Food Safety
Initiative Standards (GSFI), providing
transparent nutrition information about all
products for consumers, and committing to making sure all ingredients used are safe, and
focusing on the sweeteners used in most beverages.
The We section focuses on building stronger communities. By teaming up with
other organizations and partners across the Golden Triangle, Coca-Cola has been able to
provide women around the world with skills and opportunities to better support their
families. The program 5by20 has a goal of empowering 5 million women by 2020. The
Company has $100 million initiative with International Finance Corp. to provide financing
and business skills training for businesses operated by women entrepreneurs across the
value chain. In 2011, Coca-Cola formally endorsed the UN Guiding Principles on Business
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and Human Rights and has since implemented all three components of the Principles and is
working with suppliers and bottling partners to help them implement the UN Guiding
Principles. The Report provides the percentage of suppliers, bottling partners, and
company-owned facilities that are complying with the Workplace Rights Policy and the
Supplier Guiding Principles. The company continues to give money to relief work, access to
critical medicine and medical supplies and through the Coca-Cola Foundation donates at
least 1 percent of the yearly operating income.
The World section focuses on protecting the environment through water
stewardship, sustainable packaging, climate protection, and sustainable agriculture. CocaCola has reduced its water use since 2004, showing an 8% decrease. They have also
replenished an estimated 108.5 billion liters of water through 509 community water
projects. The water stewardship initiative is progressing strongly through the Golden
Triangle partnerships that “encourage the systematic adoption of effective national policy
and water management practices around the world.” Sustainable packaging is one of the
most important sustainability efforts for the Company. The progress toward a completely
recycled bottled hasn’t been great but they continue to encourage recycling in order to
increase the supply of recyclable materials. Coca-Cola protects the environment through
partnerships with the World Wildlife Fund, installation of HFC-free coolers, increasing
energy efficiency, and the conversion of service vans into fuel-efficient hybrid-electric
vehicles. The sustainable agriculture strategy is to develop sustainable agriculture crops,
sustainably source the key agricultural ingredients, and continue to foster the key
partnerships with companies like PwC and TechnoServe who have extensive experience in
sustainable agriculture.
The final section of the report is Reporting. Coca-Cola has been working with Ceres
for more than a decade. Ceres has helped the company to transparently report to
stakeholders and to convene with stakeholders in order to discuss the key areas of
importance and concern for them. The company recognizes that stakeholders want to see
tangible progress through key metrics and milestones. The long-term success of the
company is fostered through effective governance, ethical behavior, accountability, and
transparency. The company rewards employees for performance in operating the business
in a profitable and sustainable manner.
This report is extremely detailed providing all of the programs, their progress, and
the partnerships in a way that makes you feel like you know everything that the Company
is doing and where they are planning on going.
b. Campbell’s
Campbell’s is a global company with 20,000 employees, operating in 14 countries,
and selling products in 100 countries with annual sales of $8.1 billion. Campbell’s
Corporate Social Responsibility Report is broken down in to five sections: leadership,
strategy, performance, opportunities, and reporting.
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The leadership section starts out with President and CEO, Denise Morrison’s letter
to shareholders stating that this report outlines the progress in advancing the 2020
Agenda, which established four sustainability and corporate citizenship goals. These four
goals are to (1) cut the environmental footprint of our product portfolio in half through
water consumption reduction and greenhouse gas (GHG) emission reductions; (2)
improvement of the health of young people in the companies hometown communities; (3)
provide consumers with nutrition and wellness choices in our product portfolio; and (4)
leverage CSR and sustainability as key drivers of employee engagement and performance.
The next section explains Campbell’s corporate governance structure. It is encouraging that
the company has a VP of Environmental Programs and a VP of Public Affairs and Corporate
Responsibility who report the company’s progress on sustainability to the Audit Committee
and the Board of Directors annually. The last part of this section is a list of the numerous
awards Campbell’s has won for their sustainability programs.
The strategy section opens with Campbell’s CSR approach, noting that in order to be
successful in today’s market companies must be proactive and that means responsible
corporate behavior that is “focused on accountability, transparency, and engagement.” CSR
and sustainability at Campbell’s mean advancing global nutrition and wellness; helping
build a more sustainable environment; and honoring its’ role in society, from the farm to
the family. Each year the company conducts a strategic planning process where it
determines “key business and functional-unit strategic plans and annual performance
goals.” The strategic plan for CSR and sustainability has four key pillars, nourishing our
planet, consumers, neighbors, and employees. Campbell’s seems to have a great
governance structure to make sure their CSR strategic plan is being implemented
effectively. The CEO heads the CSR Steering Committee which is made up of senior
executives who are informed about CSR performance and provide input on how to further
the strategic plan. Additionally there is a Sustainability Leadership Team that defines and
reviews the sustainability strategy. The company seems to have a robust system of
gathering information from consumers, stakeholders, employees, and supply chain
partners to determine the key issues everyone is concerned with and then balancing those
issues against the impact on the company’s business.
The next section is a performance measurement. This section opens up with an
example of the company’s sustainability progress by highlighting its Napoleon, Ohio
processing plant. The plant has 60 acres of solar panels, a recycling program that is
currently recycling 89 percent of the plants waste,
and an anaerobic digester, the flagship project that
is taking the plants waste and creating electricity
that is then used to power the plant. A big
component of implementing CSR is tying progress
to performance and Campbell’s is doing that
through its balanced scorecard that ties incentive
compensation for employees to CSR and
sustainability metrics. The rest of the section is
scorecards (like the one to the right) for different
sections of the company, providing quantitative
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data over a four-year period. The scorecards are a great resource but it might be even
better if the company provided some analysis of what the numbers represent.
The opportunities section lays out the opportunities CSR and sustainability offer to
Campbell’s. The first opportunity the company sees is nutrition and awareness. The
Company is dedicated to providing healthy and nutritious food choices to consumers while
helping to educate them so that they can make informed food choices. This effort includes
supporting school nutrition programs by providing choices for children that are healthy,
nutritious, appealing to children, and still attractive to food services operators. The
nutrition program extends beyond the choices offered, through Campbell’s numerous
programs that provide recipes and tips on how to live a healthier life. Nutrition is one of
the keys to addressing obesity and heart disease. Campbell’s has shown their commitment
by reducing sodium throughout its’ product portfolio and by providing consumers with
fruits, vegetables and whole grains. Food safety and quality is also identified as an
opportunity but there are no real specific improvements shown, it mostly seems like fluff.
The sustainable agriculture opportunity lists the key measurements and metrics it wants to
reach by 2020. These areas are GHG emission reductions, water use reduction, and a
reduction in nitrogen fertilizer. The next couple pages discuss Campbell’s community
outreach programs as well as the company culture and ethics. The company emphasizes
that it is committed to engaging its suppliers to implement CSR and sustainable practices to
create a more sustainable supply chain. The company does this through a Supply Base
Requirements and Expectations Manual that suppliers must follow and by setting
actionable goals for suppliers to meet. Transportation is another key area that Campbell’s
has been focused on. The company has removed more than 20,000 trucks from the road,
reduced the CO2 emissions by 27,000 tonnes and saved more than 34,000 gallons of diesel
fuel. The resource stewardship sections lays out the company’s progress in reducing their
energy use, GHG emissions, water use, waste reduction and packaging weight reduction.
The last section is about reporting. The company prepared this report using the
Global Reporting Initiative (GRI) G3 Sustainability Reporting Guidelines and the GRI Food
Processing Sector Supplement. Starting on page 110 the company provides a GRI Index
that shows whether for each profile disclosure whether the information reported was full,
partial or not reported. Finally the last two pages provide the company’s sustainability
scorecard and the CSR performance scorecard. Overall I think these last couple pages are
some of the most valuable information in the report because you can see exactly what was
reported and the progress that’s been made over the last four years.
c. General Mills
I find it so interesting how far General Mills has come since the “Junk Food
Convention” where the then CEO shut down the meeting and said that if junk food is what
the consumers want, then that is what GM will continue to provide. General Mills has been
publishing annual Global Responsibility Reports since 2009. The current Chairman and
CEO, Ken Powell wrote in his opening letter to stakeholders in the 2014 Report that the
company’s five key focus areas are health, environment, sourcing, workplace, and
community. He also notes that the highlights for 2014 report are GM’s 2010 sourcing
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commitment, health profile improvements, and water stewardship efforts. Powell
recognizes that in order to have long-term success in the global food business, companies
need to focus on how to “balance the need to produce more food for the world’s growing
population with the need to conserve and protect the natural resources on which [their]
business depends.” GM’s response to that is its’ 2020 commitment to sustainably source
100 percent of its’ 10 priority ingredients.
This report starts out in the introduction by saying that “General Mills has been
fulfilling our mission of Nourishing Lives - making lives healthier, easier, and richer – for
147 years.” This statement makes me very skeptical of what I’ll find in the rest of this
report since I know that just 16 years ago consumer’s health was not a priority. I think it’s
promising that GM partnered with Forum for the Future a nonprofit sustainability
organization to conduct a materiality assessment. Seven issues emerged from that
assessment: heath and nutrition wellness, diverse consumer needs, food safety, commodity
pricing and availability, water stewardship, transparency, and biotechnology. This list is
very similar to the concerns the other food companies in their reports also found most
important.
GM’s commitment to health is based on providing convenient, nutritious foods to
consumers and helping to educate them about exercise in order to help people lead a
healthier life. There’s a lot of fluff information about how GM is addressing nutrition
concerns, saying that 73% of US retail sales volume have been nutritionally improved since
2005. A big part of that improvement is the use of whole grains in GM products, the
reduction of sugar in cereals, and the reduction of sodium by 20% in the top 10 product
categories by 2015. 100 percent of GM’s facilities have certified using globally recognized
food safety criteria. Finally this section details GM’s efforts in education on nutrition and
its’ commitment to help kids lead healthier lives.
The second section of the report is about the environment and GM’s goal of
continuing to reduce its environmental footprint. The report lists two key business
strategies for reducing its’ environmental impact: (1) Continuous Improvement which
focuses on loss elimination and
prevention; and (2) Holistic Margin
Management which takes information
from across the company to understand
the value drivers for the brands and
eliminate non-value-added costs. The
company has installed new meters and
sensors at production plants to help better
monitor and reduce water usage. The
company made slight progress in reducing resource usage in operations, but pointed to the
Yoki/Yoplait acquisition as the reason for the nominal improvement. One of the coolest
uses of waste they mentioned was the use of peanut shells compressed into logs as biofuel
to fuel the Yoki facility in Brazil. The company also started a pilot program experimenting
with semi trucks powered by compressed natural gas. These trucks are expected to travel
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an additional milion miles per year and reduce diesel consumption by 600,000 liters
annually.
General Mills has committed to sustainably source 100 percent of its’ ten priority
ingredients by 2020, which represents more than 50% of its’ annual raw material
purchases. This starts by working with smallholder farmers in developing countries to
implement sustainable agriculture that will improve the quality of ingredients and the
incomes of the farmers. Sustainable agriculture is also being focused on in the United
States by making farmers aware of the impacts their farming has on the environment and
educating them on how to farm more sustainably. The report also notes that the company
has identified the key watershed areas and the water risk in those locations, and is now on
to phase 3 which is collaboration with partners to implement best practices, and set
sustainability targets. The last two things mentioned in this section are respecting human
rights in the supply chain and protecting animal welfare.
The final two sections of the report are workplace and community. The workplace
section is a focused on building a strong workplace that has clear expectations for ethics
and compliance, diversity, inclusivity, safety and respect for employees. The company
extends its mission to nourish lives through its’ philanthropic efforts focused on alleviating
hunger, improving education, and strengthening communities.
One of the most important factors to a sustainable corporation is adequate
corporate governance. GM has a Chief Sustainability Officer and a Director of Sourcing
Sustainability that’s sole responsibilities are making sure that GM is doing its best to
actually implement and improve its sustainability initiatives and practices. The end of the
report provides the same charts, that Campbell’s provided, that show what they reported
and the progress they’ve had in certain areas over a 10-year period. This report probably
surprised me the most with how comprehensive it was. This is definitely a good example of
the type of report Ceres is looking for companies to provide.
d. Starbucks
The final report this paper analyzes is the Starbucks 2014 Global Responsibility
Report. This report was chosen for a little different reason than the first three. The first
three companies were selected because they were on Corporate Responsibility Magazine’s
list of the top 100 Corporate Citizens for both 2013 and 2014. In contrast, Starbucks was
chosen because it was ranked 39th on the 2013 list but then does not even make the 2014
list.
Before I even start this analysis it is important to note that the previous three
reports were all over 100 pages long and this report is only 19 pages long, but we can try
not to judge based on the length of the report. The 2013 report was 28 pages long, making
it seem unlikely that the length of the report caused Starbucks to drop off of the 2014 list.
But enough with speculations lets take a look at the substance of the report. Like the other
reports, this one starts off with a short letter from the CEO, Howard Schultz. The letter
notes that the company will focus it’s efforts over the next few years in three areas where
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they can have the biggest impact: building a future with farmers, pioneering green retail on
a global scale, and creating pathways to opportunity for young people.
The first section deals with investing in coffee farmers and their communities. In
2004 Starbucks launched Coffee and Farmer Equity (CAFÉ)
Practices, which is comprehensive sustainability standards
for the coffee industry. Starbucks set a goal in 2008 to
ethically source 100% of Starbucks coffee by 2015. In 2014
Starbucks ethically sourced 96% of its’ coffee. In 2013
Starbucks purchased its first coffee farm which is not only
fully operational but is also an agronomy research and
development center. Apart from the coffee farm that
Starbucks purchased, there seems to be little innovation going on presently to improve
sustainability in farming practices.
Starbucks second focus area is on green retail. In 2014 Starbucks opened its 500th
LEED-certified store. This represents a decade of green building, with 98% of companyoperated new stores built to LEED standards. Water conservation is another facet of the
company’s green retail. Starbucks set a goal in 2008 to reduce its water use in companyoperated stores by 25% by 2015. In 2014 they are at a savings of more than 23%. In 2008
the company also set a goal to reduce energy use by 25% in 2015, to date they have only
improved by a net total of 4.6%. This is far from the goal, and most concerning is that there
is no solution offered, just that they will continue to try and
reduce energy consumption. A big problem for Starbucks is
recycling of the many cups that Starbucks beverages come in.
They have put recycling in 47% of company operated stores
but face challenges in areas where recycling isn’t provided. A
solution to this would be the use of reusable cups, but
Starbucks goal to serve 5% of beverages made in stores in
reusable cups by 2015 is not looking promising because
2014 showed a stagnant 1.8% use of reusable cups. This
seems to be the biggest area where Starbucks should be focusing their sustainability
efforts.
The last section focuses on Starbucks’ efforts to create pathways to opportunity.
The company provides an education benefit plan to help Starbucks’ employee finish their
degrees through Arizona State University. The company has provided 2,000 jobs to
veterans and military spouses in the last year and part of a multi-year strategy to hire
10,000 military and spouses by 2018. Another big Starbucks program is the Customer
Service Retail Excellence Training Program that helps students develop customer services
skills. The last thing mentioned in this section, is the seemingly obligatory mention of
diversity and inclusivity.
The report ends by telling stakeholders what’s next. Unfortunately this provides
zero measurable goals and simply says that over the next year Starbucks is going to engage
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stakeholders to determine what goals to set for 2020. There are then four pages of
charts/pictures documenting the company’s progress goals.
Reading this report and comparing it to the great reports the three other companies
provided, makes it pretty clear why Starbucks fell off the Corporate Citizen top 100 list.
Starbucks does a great job of bragging about all their great programs without providing too
many actual quantitative measures or prospective areas of focus. At this point it’s clear
that Starbucks most successful program has been sustainably sourcing coffee, they now
need to move on to their much less successful sustainable packaging program. Obviously
getting people to bring their own reusable cups is not working, so it seems that they need
to have a new plan that focuses on creating cups that are more sustainable, and
implementing better or new recycling tools.
III.
Report Comparison
The first three reports are an example of what Ceres Roadmap is looking for. They
discuss all the areas the Roadmap says are important and provide readers with short term
and long-term goals, as well as the progress that has been made in achieving those goals.
These reports are not fluff pieces that champion all of the positive programs of the
company while just completely ignoring what is not being done. These thorough analysis’
presented help shareholders to get a seemingly accurate picture of the companies
sustainability progress.
The strength of these reports was a bit surprising considering the less than
enthusiastic 2012 findings by Ceres on company Roadmap reporting. The expectation
coming in was to find public interest puffery that touted each company as this great
environmental and community actor. Instead, we found three companies that have
implemented the Ceres Roadmap in to their sustainability disclosure and in doing so have
provided shareholders with valuable information. I think the most important similarity
between the first three reports is the emphasis on 2020 goals. This emphasis makes it
clear that all of these companies have been utilizing the Ceres Roadmap. 2020 goals are
notably missing from the Starbucks report and only mentioned as something they are going
to work on this year. However, as Ceres stated, the key success measure will be
performance. Ceres is not going to let companies get away with not providing any
quantitative data. It helps companies show their quantitative improvements when they
focus on key areas of impact. I think that was one of the most important qualities of these
reports. They did not list the million things they were doing but instead have focused their
sustainability efforts on key areas that have been identified through shareholder
engagement.
In contrast to the first three reports, Starbucks provides a report that is only
eighteen pages long and provides no future improvements or benchmarks. Starbucks was
named to the CR’s 100 Best Corporate Citizens in 2013 ranked 39, and then just one year
later, they don’t appear on the 2014 list at all. This was perplexing. How does a company
that was doing so well in 2013 then fall off in 2014? The problem is definitely in the
reporting. The 2013 report was an adequate report much more similar to the three other
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reports this paper analyzes. The 2014 report on the other hand was more what I was
expecting from all the reports. This report was lacking in so many areas, but I think the
most striking area was the lack of any future goals or innovations in the works. They talked
about all the great programs that have been running for years and the progress they have
made in those areas, but they did not provide any information on how they were going to
solve risks such as packaging and the use of disposable cups. It was clear that this report
was not done following the Roadmap. In order for Starbucks to get back on the CR’s Top
100 list, they need to focus more on the areas of concern for their business and utilize the
framework provided by the Roadmap.
IV.
Conclusion
These four reports show an accurate picture of sustainability disclosure and
reporting today. Companies who follow and implement the tools provided by the Ceres
Roadmap are presenting reports that are far superior to those presented by companies
who are not following the Roadmap. This is much easier to see by comparing the reports of
companies like Coca-Cola, General Mills, and Campbell’s with reports like Starbucks. At the
half-way point to 2020, reporting is still far below Ceres expectations. It is going to take
massive efforts by companies to overhaul their reporting and produce reports that follow
the guidelines the Roadmap provided, in order to meet those 2020 goals. It is encouraging
to see that some companies have embraced sustainability and the Roadmap. Eventually
companies in ever sector will realize the vast impact that climate change is having and see
that sustainability is imperative to the long-term success of any business.
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