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corporate responsibility
Does your reported data get
the respect it deserves?
February 2011
At a glance
Today, there’s more
emphasis than ever on
companies’ environmental
and social performance—
in addition to traditional
financial results.
Feb
2011
The U.S. Environmental Protection Agency (EPA)
begins permitting for new or substantially upgraded 20 U.S. states support, 17 oppose GHG regulations. States
stationary sources of greenhouse gas (GHG) emissions. expect ligation to continue unless the U.S. Congress acts.
California approves the nation’s largest GM’s Chevy Volt and Nissan LEAF launch in the U.S. market.
cap-and-trade plan for GHG emissions.
The U.S. is set to install 57.9 million smart meters. The U.S. GSA begins a sustainability supplier program;
GSA purchases more than $500 billion in goods and
Exelon plans to invest $5 billion in clean energy by 2015. services every year.
PG&E begins auditing its GE plans to invest $10 billion more in ecoimagination
supply chain for GHG emissions. R&D through 2015; annual revenue for ecoimagination
reached $18 billion in 2009.
Procter & Gamble initiates a program for suppliers to
examine water, waste, energy use, and GHG emissions.
The EPA and Department of Transportation set IBM asks its 28,000 suppliers in more than 90 countries
tougher fuel economy standards for cars and trucks; to install data management systems to monitor
standards for heavy-duty trucks and buses follow. energy use, GHG emissions, waste and recycling.
Feb
2009
What’s the outlook? the Walmarts and Targets of the world Carbon Disclosure Project—look for
become more powerful, they are some level of independent verification,
Nearly half of the chief executives who
demanding that they get what they ask from any qualified third party, as part of
participated in PwC’s 14th Annual Global
for. They won’t accept our word, but their performance assessments.
CEO Survey say they expect stakeholders
need third-party verification.”ix Indeed,
to factor companies’ environmental and U.S. auditors can issue opinions under
as Jim Stanway of Walmart told us,
corporate responsibility practices into standards that were created to produce
in the context of his own company’s
purchasing decisions in the years ahead information that stakeholders will trust.
approach, “You have headaches later
(see Figure C). Within the next three But before they seek an opinion, most
on, in my opinion, when you want to say
years, CEOs expect to change strategies companies will plan well in advance with
something and people are wondering if
to meet this need. a roadmap showing how to get ready
what you’re saying is real.”
for everything that assurance involves.
External assessments, including third-
External rating organizations recognize Because they are newer disciplines,
party verification or assurance for
that sustainability data should be corporate responsibility reporting efforts
sustainability information, can help
verifiable. Both of the two most credible and sustainability reporting efforts often
companies plan for what’s to come.
such organizations (as determined by don’t have in place the time-tested and
The CEO of one prominent consumer
sustainability professionals)—the Dow rigorous processes that are ubiquitous in
apparel company put it this way: “As
Jones Sustainability Index and the other areas of the business.
CEOs planning to change strategies in the next three years because they expect stakeholders to
factor companies’ environmental and corporate responsibility practices into purchasing decisions.
Respondents who stated “significant change” or “some change” in strategy
Q: To what extent will you change your strategy in the next three years to the following potential changes
to purchasing behaviors? (Base: Consumers: 546, Businesses: 870, Governments: 176)
To have a deeper conversation about how to get more value from your
corporate responsibility efforts, please contact:
© 2011 PwC. All rights reserved. “PwC” and “PwC US” refer to PricewatehouseCoopers LLP, a Delaware limited liability partnership, which is a member firm of
PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity. This document is for general information purposes only, and
should not be used as a substitute for consultation with professional advisors.
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