Latest news with #ESG
Forbes
2 hours ago
- Politics
- Forbes
Can Small Social Impact Acts Help Build A Better World These Days?
Four years ago advances were being made on many of the political issues popular with people whose political views ranged from progressive to centrist such as DEI, ESG, CSR, climate change, the expansion of alternative energy and foreign aid. Even when those liberal agenda items were in vogue, however, there was a long-running debate between what I call ideological purists and incrementalists. To draw a clear contrast, purists argued that our individual political energies should focus on working for systemic changes (e.g. don't concentrate on food bank donations to fight hunger, but rather on changing the economic system so people can afford to feed themselves.) Incrementalists recognized the need for such big picture changes, but also advocated that it was worthwhile for people to take small steps in their personal lives (think recycling and driving electric vehicles.) Are recycling and other small acts to build a better world worthwhile? Over the last six months the Trump administration has diminished through budget cuts and policy changes if not entirely shut down many progressive initiatives at the governmental and nonprofit levels (e.g. eviscerating US AID and shuttering governmental DEI initiatives.) Beyond playing defense through the courts or supporting state and local initiatives in blue areas, people who've concentrated on systemic change have a lot fewer outlets for their energies. That has left many people confused about what to work on next when it comes to building a more just society. Recognizing this, I reached out to a number of social impact leaders for their views on the value of incrementalism when efforts to create systemic change can seem quixotic at the moment. Two provided particularly valuable guidance. Unsurprisingly, the first to respond was Billy Shore, the founder of Share Our Strength, who has guided people in many ways on the road to building a meaningful life since 2001 when he published 'The Cathedral Within: Transforming Your Life By Giving Something Back.' Billy Shore is the founder of Share Our Strength and author of "The Cathedral Within." 'Everyone has a strength to share in advancing a cause that matters to them,' wrote Shore. 'I've seen this in action for 40 years in the anti-hunger work of Share Our Strength, and many years before that in my work on Capitol Hill and in political campaigns. And while systemic change and scaling effective solutions depend on policy change, such policy change is informed by personal experience, bearing witness, and advocacy. 'Each of us can go into a community to personally bear witness to the challenges that exists, whether visiting and volunteering at a food pantry, school, or environmental site. Bearing witness is about seeing for oneself, and letting yourself feel and be moved by what you've seen. This is often the motivation to pick up the phone, send an email or text to elected officials and advocate for an issue we're passionate about. Each of us also has a vote, which signals our desires for the world we want to live in. Each of us has a platform, whether talking to friends and family or posting on social media, to change the narrative about an issue that means something to us. I can think of nothing more powerful and worthwhile than using your voice, loudly and consistently, to make an impact.' Kate Williams, CEO of 1% for the Planet, shared that her work with thousands of businesses, individuals and environmental nonprofits had convinced her that individual actions absolutely do matter. 'Systemic change is critical, but it doesn't happen in a vacuum: Individual actions are the spark that drives collective action,' Williams explained. Kate Williams is the CEO of 1% For The Planet 'For me, two actions stand out as particularly impactful. The first is daily, mindful connection with nature. This doesn't mean you have to summit a mountain. It can be simple acts, like observing a dandelion sneaking up through sidewalk cracks or savoring a breath of fresh air. These moments cultivate a deep-seated appreciation for our planet, which in turn fuels a commitment to its protection. 'The second step is to choose one high-impact habit that you can consistently follow. This might mean taking public transit instead of driving, reducing food waste or aligning your business with environmental giving. The key is consistency—finding one area of your life or work where you can genuinely do better and sticking with it. 'The power lies in consistency and incremental growth. These "small" individual choices—amplified across communities—create change at scale.' Next week I'll share suggestions of individual choices that other social entrepreneurs suggest we consider as part of our personal work to build a better world.
Sharjah 24
5 hours ago
- Business
- Sharjah 24
Al Nuaimi: vision 2031 charts UAE's sustainable future
Vision 2031: a living framework of national ambition Dr Al Nuaimi emphasised that UAE Vision 2031 is no longer a mere aspiration but a living framework fuelled by national determination across all state institutions. He described it as a national pathway built on innovation, diversity, sustainability, and institutional integration. Redefining prosperity through economic diversification The first pillar of the vision, Al Nuaimi explained, focuses on redefining prosperity by transitioning from hydrocarbon dependence to a knowledge economy. This includes green tech, AI, and advanced industries, targeting a GDP of AED 3 trillion and AED 800 billion in non-oil exports by 2031. He underscored the importance of investing in innovation hubs and activating cross-sector partnerships for a post-oil economy. Sustainable urban development as a strategic pillar In the second pillar, Al Nuaimi addressed sustainable urban development through smart, resilient cities that rely on clean energy, mobility innovations, and environmental harmony—aligned with the 2050 Net Zero strategy. He also highlighted the need to incorporate ESG and digital readiness standards in real estate, infrastructure, and logistics. Empowering human capital The third pillar centred on empowering human capital. Al Nuaimi described skilled talent as the nation's true wealth. He stressed lifelong learning and global openness to ensure the UAE ranks among the top 10 globally in human development and digital talent retention. He called for comprehensive upskilling, national talent support, and future leadership development. Fostering innovation and global competitiveness The fourth pillar focused on innovation and global competitiveness. Al Nuaimi noted the UAE's rapid strides towards becoming a global platform for regulatory and technological innovation, particularly in AI and biotechnology. He advocated for stronger partnerships between universities and the public-private sectors to co-create intellectual capital that drives regional knowledge transformation. Environmental sustainability and food security The fifth pillar concerned environmental sustainability and food security. Al Nuaimi stated that the UAE views sustainability as a competitive advantage, not a developmental burden. He reaffirmed national goals to rank among the top 10 globally in food security, water efficiency, and climate adaptation. He urged the adoption of circular economy models, climate-smart agriculture, and resource reuse. Closing remarks: a unified national endeavour Concluding his speech, Dr Al Nuaimi described Vision 2031 as a comprehensive national project that requires collective institutional and individual effort. He said the bridge to this future begins today—with investment in people, unified vision, and a resilient, sustainable, and innovative economy worthy of the UAE's regional and global standing.
Forbes
13 hours ago
- Business
- Forbes
What's Holding Back Sustainable Business? The Challenges That Matter Most
The race to a sustainable future is on In the next five years, an entire generation of 2030 sustainability goals will finally come due. ESG reports and shareholder letters alike are soon going to face their biggest reckoning yet: will all the lofty promises translate into real progress? Early signs suggest the answer will be sobering. While ambition has soared, actual outcomes have continued to lag stubbornly behind. The reality is not that business leaders lack the will, rather, it's that the pathways to sustainability are far murkier, slower, and more difficult than anyone knew, or perhaps wanted to admit. For many organizations, the past few years have revealed a brutal truth: good intentions alone are not enough. Across industries, leaders are confronting the growing reality that sustainable business challenges run deeper than public promises and ESG reports might suggest. Without the right goals, infrastructure, and incentives, sustainability efforts either stall or end up serving more as marketing than meaning. The subtle forces working against sustainability are often invisible at first: misaligned incentives, fragile infrastructure, and underpriced risk. It's time we look at them more clearly if we want to build companies that can genuinely claim to have moved the world forward. The Importance of Aligning Goals With Real-World Sustainability Execution At the heart of any real change is leadership that understands both the limits of today and the possibilities of tomorrow. Kenn Ricci, founder of Flexjet, is an executive who strives to embody both while also running a business in one of the more challenging industries to be sustainable in, aviation. As he explains it, Ricci's sustainability philosophy doesn't fall into the trap of setting goals that look good but collapse under operational scrutiny. Instead, he focuses on what could become possible with enough pressure and patience, and then works to build the conditions to achieve it, whether it is to further sustainability across his fleet of jets or simply managing the day-to-day operations at the back office. 'When you lead people, you can't just say, 'This is where we're going,'' Ricci explains. 'You have to build a path under their feet, step by step, that makes it believable and doable. Otherwise, it's just a dream. Worse yet, it might be just your dream, and never become theirs.' At Flexjet, Ricci has consistently pursued operational improvements that align with larger sustainability aims, but without forcing the business to lurch into goals it cannot yet support. He argues that trust, not slogans, is what sustains long-term change. 'Sustainability isn't a checkbox even if some still treat it as such,' Ricci continues. 'It's an ongoing negotiation between ambition and reality. The leaders who win are the ones who never let go of either side.' His pragmatic optimism stands in stark contrast to much of the corporate world, where sustainability targets are often designed by communications departments rather than operational leaders. And herein lies the first reason why we haven't seen as much progress on ESG goals as we would have wanted. For far too many companies, sustainability has not been a metric that they have actively led with themselves. Ricci puts it bluntly: 'Sustainability has to be a steering wheel, not a rearview mirror. If you're just reporting it, you're already too late. And the leaders have to be the ones with both hands on it, not just the sustainability or comms team.' He's also keenly aware that true leadership requires putting real capital behind sustainable change, not just political or reputational capital, but operational resources that can withstand market cycles. 'Anyone can make promises when the sun is shining,' Ricci says. 'The question is what you stick to when the headwinds come. That's where real commitment shows.' Why Sustainability Depends on Infrastructure: Lessons From Aviation and Energy If setting the right goals is the first battle, building the right infrastructure is the war. Kennedy Ricci, CEO of 4AIR and son of Kenn Ricci, has spent his career focusing precisely on this frontier. His company offers a certification program for aviation's environmental impact, not by promising zero emissions tomorrow, but by helping aviation stakeholders take verifiable, incremental steps today. 'A lot of people get paralyzed because they think the only good goal is net-zero tomorrow,' Kennedy Ricci explains. 'But if you can measure, track, and improve a little bit every day, that's how you actually get there.' 4AIR's approach doesn't pretend aviation can become clean overnight. Instead, it recognizes that building credibility today through offset programs, sustainable aviation fuels, and transparent reporting lays the groundwork for deeper decarbonization later. The company's rise is testament to the power of pragmatic ambition anchored by real-world execution. Kenn Ricci reflects on his son's growing success: 'Building an empire is one thing. Building a legacy that adapts to the future is something else entirely. I'm proud that Kennedy's taking on the harder challenge.' He continues, "We've always believed that real leadership isn't about announcing goals, it's about laying bricks, patiently, and getting others to walk the road with you. 4AIR is doing just that." Meanwhile, infrastructure challenges aren't limited to aviation. The broader energy ecosystem faces its own existential bottlenecks that a handful of companies are doing their best to break open for the rest of us. Deóis Ua Cearnaigh, CTO at Aeon Blue, a company specializing in energy transition technologies and sustainable fuel, emphasizes that sustainability isn't about simply adding more renewables into the grid. It's about fundamentally rethinking how the grid operates. 'It's wonderful that we have more wind and solar now,' says Cearnaigh. 'But you still need a spinning reserve for when the wind dies and the sun sets. If that reserve is fossil-powered, your emissions story isn't as clean as it looks.' Their bigger point is this: you can't just add renewables on top of a fragile or misaligned system and expect magic. Without reengineering grid storage, reserve capacity, and distribution models, the true sustainability gains remain elusive. Cearnaigh believes that while renewables will dominate the next twenty years, nuclear energy will inevitably rise as the long-term backbone for sustainable baseload power. 'The zeitgeist today is wind, solar, and geothermal,' he reflects. 'But it does also seem that nuclear is one inevitable destination as well.' Without grappling with these infrastructural realities, sustainability risks becoming a story we tell ourselves, not a future we actually live. This mindset mirrors the thinking of Brett Bouchy, CEO of Freedom Forever, a company deadset on revolutionizing residential solar. 'The solar revolution doesn't happen because people feel good about the environment,' Bouchy points out. 'It happens when saving money on your electricity bill is cheaper and easier than sticking to the grid.' Bouchy's laser focus on efficiency is another reminder that for sustainability to scale, it must compete not just morally, but economically. As Bouchy frames it, "We don't succeed by selling dreams. We succeed by selling better economics. And better economics drive real environmental change." He's blunt about the reality check the green economy still needs: "Nobody switches to solar because you guilt them into it. They switch because it's cheaper, easier, and works better. That's how you win hearts, wallets, and the future. And for that, you need the infrastructure to be in place, management to know what goals to drive towards, and an audience that is ready to trust what you are selling." Bouchy also sees a deeper, long-term opportunity that transcends energy bills: "Every home we upgrade is a client win, sure. But it's another node in a smarter, decentralized energy system. Sustainability isn't a utopian idea. It's the byproduct of millions of small, self-interested decisions that add up to a revolution." If only revolutions were easy, which is exactly why stories like the above are worthy of retelling. Companies that rise up to the challenge of sustainability cannot be taken for granted, simply because of how rare they still remain. That is particularly true for investments, which is the third missing pillar that is making 2030 feel further away than it should. Why Long-Term Investment Is the Missing Piece in Sustainability Strategy If setting the right goals is the first battle, and building the right infrastructure is the war, then making the right investments is the long campaign, often fought without fanfare, headlines, or even immediate returns. And it's here where sustainable business faces one of its most persistent barriers: the cruel mismatch between moral urgency and financial immediacy. Capital, by its nature, seeks returns. It rewards speed, liquidity, and demonstrable gains. But sustainability often demands patience, long arcs of investment, and a willingness to fund seeds that may only bear fruit decades from now. It asks us to invest in forests we may never personally walk through. Doing good, it turns out, is relatively easy. But doing good money, investments that compete at par with traditional, short-horizon opportunities, remains the real Everest to climb. This doesn't mean that the private sector is full of villains twirling their overgrown mustaches. It's simply important to recognize the system we've built and how it operates. Until the returns of sustainability become structurally competitive, whether through market shifts, regulatory frameworks, or pure innovation, capital will continue to flow where it always has: toward the short, the sure, the profitable and the now. The uncomfortable truth is that economics, not ethics, will be the final arbiter of the transition's speed, even if ethics gets to set the goal. And yet, there are signs of things shifting. Signs that smart leaders know: a world where customers demand sustainable products is fast approaching. A world where supply chains simply cannot function without green tech is not far behind. Companies who wait until the economics are easy will find that the customers, the talent, and the licenses to operate have already gone elsewhere. Which brings us to the handful of players quietly laying the groundwork. ENEOS, Japan's largest energy group, offers one instructive case. They are investing heavily in hydrogen transportation, synthetic fuels, battery recycling, and carbon capture, not because it makes perfect financial sense today, but because they know what survival will require tomorrow. 'There's no question the world needs cleaner energy,' an ENEOS representative explained in an interview. 'But if you exit fossil fuels too quickly, you leave markets in chaos, and ironically, you can make the transition slower, not faster.' The trick, as they frame it, is not to burn the bridges while crossing the river. Real transition demands continuity, not collapse. "You can't dismantle today's infrastructure before tomorrow's infrastructure is ready," added another ENEOS representative noted. 'The world is too interconnected for idealism alone. You need to build pathways people can actually walk.' This recognition, that reality, not rhetoric, is the substrate upon which change must be built, permeates the thinking of those who are keen to see sustainability truly take root today. Brett Bouchy, CEO of Freedom Forever, who is busy scaling residential solar across America, frames it in plain terms: 'You don't win by selling dreams. You win by selling better economics. If going solar isn't easier and cheaper than sticking with the grid, the revolution doesn't happen. Period.' It's a bracing, necessary reminder that narratives alone don't move markets. Incentives do. And this brings us full circle to the real challenge ahead: building an economy where sustainability isn't a premium add-on for the wealthy or the virtuous, it's the baseline expectation for everyone. In that future, "green" won't be a differentiator. Instead, it will simply be the cost of doing business. Those who invest today with that reality in mind, patient, practical, sometimes lonely, will be the ones best positioned when the forest finally blooms. And those who don't may find themselves, too late, standing outside the gates of a new economy that has no room left for yesterday's math.
Yahoo
18 hours ago
- Business
- Yahoo
Beyond the ESG Label: From Metrics to Meaning
As ESG scrutiny intensifies, Marco Carlizzi, Partner Lawyer at RSM Italy, explores the challenges and opportunities ahead, from tightening regulations to measurable impact, and why integration is now the real differentiator. The ESG landscape is undergoing a quiet transformation. While headlines focus on regulation or greenwashing scandals, many firms are recalibrating their environmental, social and governance (ESG) strategies to move beyond compliance and toward credibility. The partner lawyer at RSM Italy, shares how investors and institutions are responding to this shift, and where the next wave of ESG innovation lies. The pressure to quantify ESG is now coming from multiple angles, regulators, stakeholders, and internal leadership. 'While regulatory expectations around ESG metrics continue to grow, the picture on investor demand is more nuanced,' Carlizzi explains. 'Compared to a year ago, we've seen a degree of hesitation among some investors – particularly in response to the political and international situation (tariffs battles and war). In that sense, demand isn't rising uniformly; in some areas, it's stabilising or becoming more cautious.' Nonetheless, environmental indicators remain front and centre. 'The push for measurability remains strong, particularly from regulators and supervisory authorities. Environmental metrics are still the most widely adopted, especially carbon emissions, energy use and water consumption, because they are more easily quantified.' In parallel, sustainability-linked KPIs are gaining ground inside organisations themselves. 'Increasingly, firms are also using sustainability-linked KPIs to align leadership incentives with environmental outcomes including Managing Directors. So even in a more restrained climate, the emphasis on rigour and transparency is very much here to stay.' But turning ESG intentions into metrics isn't easy, especially for small and mid-sized companies. 'The core issue is data – not just the collection of ESG data, but its quality and reliability,' Carlizzi says. 'Many small and middle market businesses are unable to provide the detailed data that banks or asset managers request.' Even on the institutional side, accuracy can be elusive. 'Investors typically depend on a small number of ESG ratings agencies and data providers – such as MSCI, Sustainalytics, or ISS – to assess thousands of companies across global markets. Because so many asset managers use the same sources, there's a risk of overreliance on standardised, and sometimes inconsistent, datasets.' The consequence? 'It's difficult to benchmark performance accurately or uncover meaningful distinctions between companies, especially when methodologies lack transparency or comparability.' In Europe, ESG regulation is quickly catching up with industry practices. 'Regulatory scrutiny around ESG labelling has intensified in Europe,' Carlizzi notes. 'The European Securities and Markets Authority (ESMA) recently issued guidance on how terms like 'green,' 'sustainable,' or 'impact' can be used in product naming. While not yet law, the guidance is already prompting changes in how firms describe their products.' The implications for private banks and asset managers are significant. 'Many asset managers are re-evaluating product labels and marketing language. We've seen clients having to rename certain products to remain aligned with new expectations – not because the strategies changed, but because the language needed to be clearer and more defensible. This shows just how seriously the market is taking the risk of overstatement.' As scrutiny increases, so too does the spotlight on greenwashing. Carlizzi believes credibility must be built from within. 'Avoiding greenwashing starts with building internal credibility. That means ESG strategy can't be delegated to a single board member or compliance officer. It must be understood across leadership – just like finance, marketing, or corporate governance.' He recommends concrete, preventative steps: 'Practical steps include regular board education, external legal review of ESG claims, and ensuring that communications reflect actual outcomes, not just intentions. The simplest advice is often the most important: be transparent, be cautious with language, and only promise what you can prove.' When it comes to impact investing, performance and transparency are no longer optional. 'There's been a clear shift toward measurability and accountability in impact investing,' Carlizzi says. 'It's no longer enough to talk about positive intentions – investors now expect evidence of tangible outcomes.' This has implications for both institutional and private clients. 'Both are asking tougher, more technical questions: How is impact defined? How is it measured? And how does it relate to financial performance?' This shift is reengineering product design. 'Managers need to integrate impact into the structure of the investment strategy, not just the marketing,' he explains. 'Increasingly, this includes setting portfolio-wide targets – such as emissions reductions or social outcomes – and linking them to financial mechanisms like hurdle rates, carried interest, or sustainability-linked fees. In the current environment, impact must be treated not just as a value, but as a measurable, reportable obligation tied to both returns and accountability.' Looking ahead, Carlizzi points to two EU policy developments that will reshape reporting obligations across the corporate landscape: the Corporate Sustainability Reporting Directive (CSRD) and the Corporate Sustainability Due Diligence Directive (CSDDD). 'Both will increase the depth and scope of required ESG disclosures in Europe. Even businesses not directly affected will see expectations rise through their commercial relationships.' And while AI is emerging as a tool to handle complex data, he urges caution. 'There is also growing attention on how AI will be used to support ESG – particularly in data analysis and risk screening. But it's essential to remember that AI must support, not replace, professional judgement. As I often say to my clients: artificial intelligence may be fast, but legal responsibility remains human.' Finally, Carlizzi sees innovation blooming where ESG is embedded into strategy, not tacked on. 'Innovation is happening across all three – but the most exciting developments are in integration,' he says. 'For example, sustainability-linked loans and ESG covenants in financing structures are becoming more sophisticated.' On the reporting front, technological advances are starting to bite. 'The use of AI and blockchain to trace data through complex supply chains could significantly improve transparency.' Ultimately, success will depend on mindset. 'The firms that will lead in ESG are those who treat it as a core strategy – not as a compliance exercise,' Carlizzi concludes. 'The next wave of ESG leadership will be defined not by who has the best disclosure, but by who can act on it.' "Beyond the ESG Label: From Metrics to Meaning" was originally created and published by Private Banker International, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Sign in to access your portfolio
Finextra
21 hours ago
- Business
- Finextra
Eunice and CryptoUK form ESG Working Group
Eunice, an AI fintech company solving B2B challenges in crypto and CryptoUK, the leading trade body representing the digital asset sector in the UK, have today announced their partnership to form the ESG Working Group. 0 This content is provided by an external author without editing by Finextra. It expresses the views and opinions of the author. The strategic partnership comes as the digital assets sector continues to grow at pace, with businesses increasingly demanding clear and practical guidance on sustainability and ethical business practices. The ESG Working Group is co-chaired by Chrislyn Pereira, Eunice's Chief Of Staff, and Elena Tzvetinova, Eunice's Chief Operating Officer. The group's objectives include: Raising awareness of ESG principles and developments; Advocating for a pragmatic approach to ESG regulation and implementation; Adopting ESG principles in an impactful and consistent manner; Accelerating stakeholder recognition of the industry's positive ESG impact and initiatives. In addition to working collaboratively on a number of workshops, webinars and lunch lessons, aimed at educating CryptoUK's 100+ members on the latest regulatory requirements, Eunice and CryptoUK are also building a comprehensive sustainability toolkit alongside partner organisations within the CryptoUK membership. It will be designed to serve as a reference point for companies navigating ESG considerations in crypto. This includes a directory classifying ESG requirements, global regulatory benchmarks, and a roadmap for how crypto businesses can adopt responsible, transparent and sustainable practices. 'This collaboration with Eunice reflects our shared mission which is to ensure the UK crypto industry grows responsibly, transparently, and sustainably,' says Su Carpenter, Executive Director at CryptoUK. 'We've long advocated for fair and future-facing regulation, and this ESG framework is a crucial next step for the industry.' Eunice joined CryptoUK as a member in 2023 during the trade body's ongoing work on the HM Treasury's cryptoasset regulatory framework. Chrislyn and Elena have since been active contributors to CryptoUK's Consultation Working Group, before spearheading the ESG Working Group, bringing deep expertise in AI-enabled regulatory compliance in crypto. 'Partnering with CryptoUK enables us to combine regulatory insight with AI-driven tools that can guide firms through ESG obligations,' said Elena Tzvetinova, Chief Operating Officer at Eunice. 'We believe this toolkit will be instrumental in shaping responsible innovation in UK crypto.' The ESG toolkit will be publicly released later in 2025 and is expected to set a benchmark for both UK-based firms and international crypto organisations seeking to align with best practices in sustainability and governance.
