Interview with Alice Schmidt: The Sustainability Puzzle Challenge

This interview was published in Sustainability Index Magazine 2023.

How Can Sustainability in Business Look Like

Alice Schmidt is a global sustainability advisor who has worked in 30 countries on 4 continents with 70+ organizations across sectors, deeply passionate about creating opportunities across the social, environmental and economic spheres.

We discussed with Alice about her new book, „The Sustainability Puzzle: How Systems Thinking, Climate Action, Circularity and Social Transformation Can Improve Health, Wealth and Wellbeing for All”, and her insights on how systems thinking, circularity, climate action and social transformation can improve health, wealth and wellbeing for all.

1. You are the co-author of „The Sustainability Puzzle” book, a useful and accessible read for all those who want to understand the links between social, environmental and economic issues and solutions. It has a touch of optimism which is often missing from today’s sustainability conversations. How did you manage to invite your readers to zoom out and look at the bigger picture before zooming in again?

Most of us work in silos and focus on a rather narrow set of professional questions and responsibilities. In sustainability, this sometimes leads to outcomes that do more harm than good. In the book, we highlight this with lots of real-life examples and some graphic art as well. For example, electric cars can be a piece of the puzzle, but only if they’re powered by renewables and only where they do not replace perfectly functioning conventional vehicles and the materials they are made of are sourced sustainability.

More importantly, by looking at the bigger picture, we realize that cities of the future should function without cars. Sustainable mobility is about walking, cycling and public transport – not about e-mobility only. Therefore, another piece of the puzzle is designing cities in ways that make sustainable forms of transport more attractive through parks and green space, cycling infrastructure and appropriate incentives, for example.

2. In your opinion, piecing together The Sustainability Puzzle in organizations is vital: it’s about doing justice to the breadth and depth of sustainability and balancing a systems perspective with concrete solutions. What is the key element that business leaders should consider to ensure that they are starting their sustainability journey right?

As a first step, business leaders must make the connection between people, planet and profits. What many have yet to fully grasp is that individuals and businesses alike depend on ecosystem services, the services provided by planet Earth to us for free.

By polluting, emitting greenhouse gases and using non-renewable materials we are not actually destroying the planet – the planet doesn’t need us humans. What we’re destroying is the ecosystem’s ability to provide to us the conditions we need to thrive and survive.

3. As a keynote speaker, you often talk about topics such as multi-solving, planetary health, social impact, and especially sustainable business and ESG. Why do you think sustainability has become such an important component of strategic leadership thinking? How does your audience feel after hearing your insights on creating a better future by addressing global challenges today?

Indeed, both when giving talks and when advising my clients I emphasize that sustainability is not about putting social versus economic or environmental issues. It’s about finding win-wins – and sometimes triple wins – for people, planet and profits.

Let’s take the example of urban mobility again: investing in green space rather than roads improves people’s health and well-being. It makes them feel safer and more inclined to walk and cycle. By doing so, they contribute to saving taxpayers’ money that’s otherwise necessary for building and maintaining car infrastructure. At the same time, injuries through traffic accidents go down, and air pollution – a major problem in many cities around the world – decreases as well, improving people’s health even more. Moreover, all that walking, cycling and taking public transport keep people active and engaged with their communities, another important factor in their health.

So, there is a virtuous circle, as urban spaces become more attractive for pedestrians and cyclists, decreasing the need for car travel even more. Having cars in urban centres is very last-century I find, but many politicians have yet to discover this.

This is why sustainability has become so important for leaders: well, they are beginning to see the business case. Firstly, regulation is tightening, secondly, they feel pressure from suppliers and customers. Employees, too, are interested in sustainability and young people in particular want to work for sustainable companies – they’re even willing to accept lower incomes if they feel good about the company they work with. Banks and investors are also demanding transparency. All of this makes the business case even clearer. Real leaders recognize that in a context of rising pressure and increased transparency, greenwashing is not the answer. In fact, portraying yourself in a much greener, better light than you really come with considerable risks. True sustainability leaders recognize that they better invest resources in really scrutinizing their business models than only in green marketing, and they do not shy away from transformational change.

My audiences often tell me about “lightbulb” moments as they begin to make the connection between people, planet and profits. They welcome the evidence-based but optimistic approach, neither naïve nor lacking in seriousness.

4. In order to ensure success and profit, thorough research is necessary when setting up sustainability projects and programs. This involves analyzing stakeholders, identifying and assessing potential partners, and understanding the socio-economic or cultural environment. How does efficient monitoring look like? Why is it essential to see whether all elements are on track and to address those that are not?

Indeed, sustainability success requires keeping on top of evidence, setting goals and monitoring. Not all aspects of sustainability are straightforward to measure. Yet, you cannot manage what you do not measure, so measuring is essential. In order to do this effectively and efficiently, I usually recommend my clients to focus on a few, impactful levers, and to rather measure and monitor some key indicators well than to spread themselves too thinly. Importantly, they must look at outputs and impact rather than at activities and inputs only.

Sustainability has become a really hot market, so providers of certification and support have mushroomed all over the place. It is important for companies to choose wisely whom to partner with. Often, well intended is not the same as well done. At any rate, collaboration – across silos, sectors and industries – is essential for sustainability success.

Interview with László Borbély and Gabriela Ciulacu Bițan, the Department of Sustainable Development: Inside the Romanian Code of Sustainability

This interview was published in Sustainability Index Magazine 2023.

How will the Code support businesses in Romania?

As part of its 2030 strategy for sustainable development overseen by a dedicated department within the government, Romania has recently launched one if its most ambitious projects yet: a national Sustainability Code. The Code and its guide for use by businesses in Romania have been recently finalized and will be followed by a reporting framework, which is currently in testing phase. Together, the two components will provide companies with a tool for unified and transparent reporting.

László Borbély, State Counsellor, and Gabriela Ciulacu Bițan, Senior Advisor at the Department for Sustainable Development, share more about why the Romanian Code of Sustainability was necessary and how it will support the business environment in the country.

1. The Romanian Code of Sustainability represents one of the most important and ambitious projects that the Department of Sustainable Development is currently implementing. How does the Code support companies in Romania?

László Borbély: As it is already quite well known in the business environment, non-financial reporting has been an obligation for companies with over 500 employees for several years. The new European directives make sustainability reporting an even more complex task that will gradually address an increasing number of entities. Besides the few companies that currently develop rigorous sustainability reports, many do not give enough importance to the subject. In addition, we can’t even know concretely what the situation is because right now the non-financial declarations that are submitted are not transparent.

We have the duty to stimulate the business environment to adapt to the new realities and not to be inferior to what is happening in the West in the area of sustainability reporting. That is why we created the Romanian Code of Sustainability and the reporting platform, which is free, both for entities that have the obligation to submit non-financial declarations/sustainability reports, and for those that wish to report voluntarily. In addition to the fact that the tool we developed ensures uniform and transparent reporting, it provides examples to guide users on how to comply with the reporting obligation.

2. The next period, until 2026, is marked by many new requirements at the European Union level regarding sustainability reporting. What actions will the Department for Sustainable Development carry out in 2023 to support the business environment in the implementation of these changes?

László Borbély: First of all, the entire approach that we started must also be seen in the context of the new regulations at the level of the European Union. In the process of creating the Romanian Code of Sustainability, we took into account all the relevant elements of the new directive, so that through the tool we created we meet the need of the business environment to adapt to the new requirements.

In addition to the final outcome of the consultation process, it was also very important that we were able to drive discussions on this topic and promote sustainability reporting to the public. We are also involved through our inter-institutional network in the transposition of the new CSRD directive, which allows us to keep the interaction between the business environment, NGOs and public institutions open, so that the implementation is done as smoothly as possible.

3. In June 2022, you presented the state of development of the Romanian Sustainability Code at an event organized at the Victoria Palace. What other actions have you taken on this project in the meantime?

Gabriela Ciulacu Bițan: The most important result we have achieved in the meantime is the finalization of the Romanian Sustainability Code and the Guide for its use. The two documents can be downloaded from the dedicated website: www.codsustenabilitate.gov.ro. We are also nearing the finalization of the reporting platform, in the sense that it is in the testing phase.

Since the implementation of the Code requires engagement from the business environment, at the end of last year we also had a promotion campaign under the slogan: „Choose the path of responsibility, use the Romanian Code of Sustainability!”, carried out on social networks (YouTube, LinkedIn, Google Display Newtork, newsletters) so that our message reaches as many entities as possible. We managed to promote the Sustainability Code at the local level as well, through the 8 regional debates held within the Sustainable Romania project. Recently, training sessions for the use of the Code took place, attended by 116 representatives, especially from the business environment.

In the short term, we aim to finalize the legal framework for the effective operationalization of the Code, and in the medium and long term we will continue with promotional actions and the provision of support for the business environment.

4. In what way will the Code support the analysis of a company’s sustainability performance and benchmarking with other companies in the industry?

Gabriela Ciulacu Bițan: Providing a benchmarking tool was also one of the goals with which we set out on the road to create the Romanian Sustainability Code. A big plus that the Code and the platform brings is the fact that reporting will be transparent and unified. The reports of all companies will have the same chapters and the same performance indicators.

The platform allows searching according to several filters, among which: company type, number of employees, field of activity, and most importantly, search and comparison according to each criterion or performance indicator. In the future, when companies have multiple reports and multi-year data series, we will implement the ability to compare results for a specific criterion/indicator from each year.

Interview with Ömer Tetik, CEO Banca Transilvania: Sustainable banking

This interview was published in Sustainability Index Magazine 2023: https://sustainabilityindex.ro/sustainability-magazine-2023/

Banca Transilvania’s objectives for the coming years are to consolidate the portfolio of green financing (to grant at least 3.5 billion lei for green projects), maintain the 20% financing of green mortgages, contribute to financial inclusion and continue investing in the bank’s digital transformation.

1. How has the bank’s mission changed since more and more emphasis is placed on sustainability in the business environment?

From the beginning, our mission has been to support and develop the business environment in Romania, through financial products and services, but also through access to financing for companies, entrepreneurs and the population.

Through the way we allocate resources, we play a catalytic role in Romania’s path towards a circular economy. Therefore, we have learned to integrate aspects related to the environment, social impact or the promotion of good governance into our lending practices.

I would like to mention our affiliation with the Principles for Responsible Banking within the UNEP FI (United Nations Environmental Program – Finance Initiative), which helps us to analyze the impact that our activity has from the perspective of the Sustainable Development Goals (SDGs). We are also paying more attention to sectors with high carbon emissions and analyzing the carbon footprint of our portfolio.

2. The topic of Climate Change has been at the top of the agenda for several years and will remain so for a long time to come. How did Banca Transilvania propose to fight against their devastating effects through the partnerships it has?

We choose our suppliers and business partners. Last year (NR: in 2022), 96% of BT suppliers in Romania were local suppliers, selected based on the achievement of ESG criteria, such as energy efficiency and respect for the working conditions and health of employees. We also prioritize the purchase of electricity from 100% renewable sources, and over 80% of our electricity comes from such sources.

Regarding partnerships, starting in 2017 we developed a partnership with the European Bank for Reconstruction and Development (EBRD) whose purpose was to grant green credits to individuals for the purchase of residential properties and for the purchase of goods with superior energy performance. Last year (NR: in 2022), 1 in 5 mortgages granted was green. In the same way, through the Roseff program we granted financing for the optimization of the energy consumption of SMEs. Also, as an official partner of the European Energy Efficiency Fund in Romania, we granted loans for the purpose of improving the energy performance of the financed objectives or the implementation of energy production capacities from renewable sources.

Just last year (NR: in 2022) we signed a financing with IFC (part of the World Bank), which represents a pioneer in Romania and in Central and Eastern Europe in terms of blue economy projects.

This is a new area of interest for us, supporting Romania’s alignment with EU water management requirements and standards, as well as increasing the efficiency of water use in all sectors.

3. What are the most important ESG objectives of the bank for the coming years?

One of these is to strengthen the portfolio of green financing (grant at least 3.5 billion lei for green projects), maintain the 20% financing of green mortgages, contribute to financial inclusion and continue investing in the bank’s digital transformation. We also aim to reduce the intensity of our carbon footprint by increasing the use of renewable energy sources, as well as water, plastic and paper consumption and waste generation.

When it comes to our own team, our goals are to continue to closely monitor the balance of gender, age, and the net salary ratio between men and women with a focus on closing the gap. At the same time, we assume the role of the employer who facilitates learning, investing in periodic up-skilling courses and training.

4. What are the key ingredients of a bank that wants to be a leader in sustainability?

It is essential to prioritize the management of social and environmental risks by identifying, assessing and monitoring them. Also, corporate responsibility is a crucial ingredient.

5. Support for entrepreneurs is a basic pillar for Banca Transilvania. What are the best results you have had following the development of programs dedicated to entrepreneurship?

Entrepreneurship is part of our DNA, therefore supporting it through dedicated programs and projects is part of our core business. An example is Stup, the BT space dedicated to the entrepreneurial community in Romania. Currently, the community has gathered a number of more than 9,000 members.

We are supporters of Romanian start-ups through BT Mic, the microfinance company of the BT Group. With a portfolio that has a weight of approximately 20% start-ups, BT Mic is also the first financier for over 70% of customers.

Interview with Adina Teleucă: TOBORO PROJECT.  Startup from Romania accepted in the Founders Program in Paris

1. The Toboro project, initially a platform dedicated to the lending of objects between individuals, was designated in November 2021 as the winner of the Future Makers international incubator, organized by Social Innovation Solutions. How did you arrive at solutions for companies today, for the valorization of electronic waste (e-waste)?

Indeed, Toboro was born in Bucharest, Romania, in 2021, along with our participation in the Future Makers program. The entire experience of the founders in this project was somewhat atypical. Less than a year later, we decided to launch the mobile application directly in France, along with relocating part of our team there. From there began a new phase of learning and development through trial and error, as is typical for many startups.

For our project, the challenges were even greater since we chose to operate in a market where we had no previous experience. This entire process helped us better understand the problem we were trying to solve, as well as our customers’ needs. This led us to pivot from a C2C business model to a B2B model, addressing the same challenge – overconsumption that generates huge amounts of waste – to organizations.

2. Why did you choose France for Toboro development?

In the last year, we realized how important it is to be present in an ecosystem where people are familiar with the problems you are trying to address and who are aware of the impact of climate change on the economy. This topic is present here in the academic environment, in the public space, in the startup ecosystem, and also at the political level, which is reflected in dedicated programs that provide resources to those who want to innovate in this field.

Moreover, France is an important hub for entrepreneurs and is distinguished by its diversity and a significant international community that has chosen to develop their products and services here, especially in Paris. There is support from both the private and public sectors (La French Tech, BPI France), making France an attractive place for startups.

Although we would have liked Romania to be the country where we launched, even though we did not do so, we hope to see it ready to support entrepreneurs more. But beyond that, personally, I believe that today, more than ever, you can launch a business from any corner of the world. What characterizes an entrepreneur is determination and the ability to find solutions, regardless of challenges or the environment they come from. We can see, even in Romania, more and more entrepreneurs who are having a major impact, including internationally.

3. Unlike government programs and recommendations from environmental organizations, with Toboro you provide companies involved in the recovery of e-waste with immediate feedback of their actions, through statistics and data on the reduction of carbon emissions, the amount of raw materials saved or the financial value of their actions, as is the case with donations. How much does this data matter in motivating managers of organizations to engage in sustainability actions?

Data are extremely important in supporting the actions that companies undertake, and from the numerous discussions we have had with organization representatives, we have noticed that they also represent a great challenge. On the one hand, this need is accentuated as the deadline approaches for the new European directive on corporate sustainability reporting (CSRD) to come into force. On the other hand, the increasing pressure also comes from consumers and investors. According to the most recent study by PwC, 94% of investors believe that corporate sustainability reports contain statements that are not supported by accurate data.

Moreover, their interest in the impact of companies on the environment and society is also growing, 15% more than the previous year Last but not least, the lack of data makes it difficult, if not impossible, for companies to measure the impact of their actions and sustainability projects, with an impact in business (attracting talent, investments, etc.), not just at the image level.

Identifying all these problems, we have developed, together with one of the doctoral graduates in mathematics from MIT, our own calculation algorithm, which allows for greater accuracy than the estimates we can find on the market.

For this, we have built our own database, which integrates information about the emissions generated by each product, from different brands, from the production stage to commercialization. We complete this calculation with data collected from companies, about the duration and usage in the product’s life cycle within the organization.

4. What results have you recorded in the few months since the launch of the platform? Can you give us some names of companies and the impact of their actions on the environment?

We began developing our product based on feedback received from organizations we interviewed even before defining the final solution. This allowed us to collect useful insights about their problems and needs. However, we didn’t limit ourselves to just companies. The issue of e-waste cannot be solved without a holistic approach. Each party involved in a product’s lifecycle bears some responsibility.

We identified that, in the manufacturing and distribution stage, producers are not yet providing enough transparency regarding data that shows a product’s carbon footprint. We need this data to perform precise calculations and generate accurate results useful for sustainability reports. Continuing, existing databases (such as ADEME) offer a range of useful information, but even here, some of it is based on estimates. We continue to operate with a lot of approximate data and we believe it is also the role of legislation to impose more transparency and rigor in data transmission.

We have also expanded our study to the area of NGOs or partners (example: recyclers), as well as suppliers, thereby laying the foundations for what we want to be an ecosystem for the management of e-waste. In this ecosystem, we currently integrate actors from the corporate, non-profit, and public environments – who are usually the partners that take over electronic equipment to extend its life. At this moment, we have a pilot program – focused especially on laptop donations – in which companies from industries such as retail and banking participate, both from France and Romania.

On average, an organization that chooses to donate 100 laptops instead of sending them to the landfill can reduce its CO2 emissions by approximately 7,800 kg in the year of donation, and the calculation can also be extended to raw materials, water consumption, or the financial value of donations with an impact on the community.

For those interested in a personalized calculation, we invite them to www.toboro.io, where they can request such a report.

5. In your work, you also addressed the other side of sustainability, social responsibility, specifically diversity and inclusion (D&I). How is the Accessi+ project received by companies, through which you offer audits and solutions to improve the accessibility of website content for individuals with disabilities?

Web accessibility allows all individuals, not just those with disabilities, to navigate and interact with the internet. With the pandemic and the increased time spent online, this has become even more important. Fortunately, there is a legislative framework that ensures everyone’s equal access to information and communication technologies, which we can simply interpret as access to internet content.

These directives, as we know, are interpreted differently from one country to another. In France, for example, we already have an implementation methodology for the European standard EN301 549, which public institutions, public law entities, and companies with a turnover of over 250 million euros are required to follow. There is also a standard in Romania.

However, what motivates organizations to make their websites or mobile applications accessible is not just the fines for non-compliance, but also the opportunities they lose due to lack of accessibility: access to a larger customer base, the positive impact on CSR strategy, especially in the Diversity and Inclusion pillar, and even at the image level, showing care and empathy towards a disadvantaged population segment when it comes to navigating the internet.

6. You are preparing to enter the Romanian market. What are the expectations regarding the development of the two projects in the domestic business environment? What obstacles do you think you will encounter?

We are entrepreneurs, so we choose to have an optimistic approach. We believe it is very important for Romania to keep pace with global development and align with international standards. Even though progress is slower in certain sectors here than in other regions of the world, we observe a considerable openness from some organizations towards innovation, inclusion, and sustainability-related themes. Our businesses are based on a European and international legislative framework, which particularly helps us in discussions with organizations that are part of complex, international structures where sustainability is already integrated into the business strategy.

Locally, we already see a growing number of companies voluntarily making sustainability reports, as well as those engaging in actions with a positive impact on the environment and society. For us, this is an indicator that things are moving in a positive direction.

7. How do you see the role of technology in promoting sustainability?

I believe that technology is an important catalyst in promoting sustainability and provides us with tools that enable the measurement, analysis, and improvement of our impact on the environment. Therefore, we should transition to a stage where data accuracy, through traceability and transparency, becomes a reality. For instance, artificial intelligence and data analysis solutions allow us to more accurately assess carbon emissions and identify areas where we can reduce resource consumption.

Equally important is the fact that today, more than ever, technology plays a vital role in increasing public awareness and engagement. Online platforms and social networks enable us to disseminate information about sustainable practices and create a global community united around sustainability values. However, there is equally a risk of greenwashing when it comes to online platforms.

I am convinced that technology will be more than a facilitator and will enable us to address current climate challenges in smarter and more efficient ways.

Interview with Gabriel Ivan: A Creator and Promoter of Sustainability, side by side the FMCG And Retail Sectors

CHEP, a Brambles company, the biggest sustainable logistics solution supplier and one of the biggest B2B circular businesses globally, is the first in its sector to have a regenerative sustainability vision. As pointed out by Gabriel Ivan, Country General Manager CHEP Romania & Bulgaria, the company is a committed advocate and partner in promoting the highest standards in sustainability of the FMCG and Retail sectors.

1. What is your approach in terms of the regenerative sustainability concept?

We are acting within the framework of our current five-year regenerative centered strategy, that target areas where our business can have the most positive impact to support the ‘decade of action’ on the United Nations Sustainable Development Goals (SDGs). In simple terms, it is a strategy that aims to give back more than we take and we need, to become positive by creating more and more value.

Our commitment is to get nature-positive by 2025 through restoring forests, going beyond zero waste, and drawing down more carbon than we produce. For becoming business-positive, we will pioneer regenerative supply chains by improving our circular model every year, increasing the environmental benefits in our customers’ supply chains. To be communities-positive, we will build resilience, promote circularity and account for the connections between society, the economy and nature.

2. What are your long-term objectives and the company evolution since you launched your strategy?

We are now building a business that helps create a nature positive, a business positive, a community positive economy with re-use, resilience and regeneration at its core. And we have a consistent track record of delivering results against our targets. This help us attract customers and investment by minimising risks and increasing confidence in long-term value creation, differentiate our customer value proposition to become strategic partners, attract and retain the best people, but also to identify best practices and areas of improvement which ultimately bring year on year growth.

3. You engaged to reach the carbon neutral level by 2040, ten years before the objective that had been set in the Paris Agreement. What does this mean?

To support the Paris Agreement, we decided to adopt short-, medium- and long-term emissions reduction targets, including using 100% of renewable electricity in our own operations by 2025, maintaining carbon neutrality across our operations, aligning with 2030 Science Based Targets and a 2040 Net-Zero target covering 100% CHEP’s and Brambles’ operational and value chain emissions.

4. What measures have you taken to optimize your communication with all participants to the value chain?

We are a supply chain solutions’ supplier both for production and distribution companies in FMCG as well as for retailers. This placed us in a great position to promote the transition to the circular economy, as well as one-off projects such as Lean&Green or the CHEP issued Sustainability Certificates.

We welcome and support any company willing to promote the benefits of circularity and its yearly progress in terms of environmental savings, in one-off communication projects and annual reports. And we remain open to debate and embrace creative and collaborative ideas and solutions from the industries we are connected with. All our clients and partners are invited to participate to this journey to regeneration.

Riane Eisler: A Caring Economy based on Partnerism

Riane Eisler: A Caring Economy based on Partnerism

Riane Eisler is a walking story. A social systems scientist, cultural historian, and futurist, whose research, writing, and speaking and groundbreaking contributions have transformed the lives of many worldwide. Riane is the recipient of many honours, such as the Distinguished Peace Leadership Award earlier given to the Dalai Lama, and is included in the Great Peacemakers books as one of 20 leaders for world peace, along with Mahatma Gandhi, Mother Teresa, and Martin Luther King.

She is the author of many books, including “The Chalice and the Blade”, “The Real Wealth of Nations”, and “Nurturing Our Humanity”, which focus on her innovative whole-systems research that offers new perspectives and practical tools for constructing a less violent, more egalitarian, gender-balanced, and sustainable future. Riane is the President of the Center for Partnership Systems, which provides practical applications of her work, and editor-in-chief of the online Interdisciplinary Journal of Partnership Studies published at the University of Minnesota.

In this exclusive interview for Community Index Magazine, Riane discusses the key role women play in a nation’s quality of life and the economic value of caring for people and for nature.

1.Your work and books, including the internationally acclaimed “The Real Wealth of Nations”, have inspired and transformed the lives of many worldwide. You are championing the “Partnership System”, focused on building a more equitable, sustainable, and less violent world based on Partnership rather than Domination. Can you briefly describe what this concept means and why domination systems are “trauma factories”?

We are all familiar with domination in our own lives: top-down relations backed up by fear of pain, whether it’s physical, economic, or emotional pain. What we may not yet be familiar with is the family, social, and economic configuration of systems based on domination, or that this configuration heavily depends on what is internalized by us as normal, even divinely ordained, in our intimate family and gender relations.

Our conventional social categories such as right/left, religious/secular, Eastern/Western, capitalist/socialist (all of which we inherited from times when domination in families, economics, and all social institutions was generally accepted) do not let us see this configuration. Nor do they make it possible to see that there is an alternative to domination-oriented societies: the partnership configuration.

Only as we start connecting the dots, which requires including the majority of humanity – women and children – and the millennia of our prehistory, does all this become evident. Why? To begin with, neuroscience shows that what happens in children’s first five years impacts nothing less than how our brains develop, and with this how we think, feel, and act – including how we vote. This means that the nature of family relations, which are marginalized in conventional social studies and categories, are key elements of the interactive, mutually supporting configurations of either a partnership or domination-oriented system.

Our siloed, fragmented education makes it hard to see all this, so it is easier to understand it from a visual that shows these contrasting configurations.

All of which takes me to your second question: why domination systems are trauma factories? Through the lens of the partnership/domination social scale, we see that traumas start in domination-oriented families. These are families that are authoritarian and highly punitive, where male dominance is the ideal norm. Consider that Putin enacted a new law that lowered the penalty for family violence in Russia so that if you hurt or kill a child or other member of your family your penalty is lower than if you hurt or kill a stranger! Putin recognized the connection between families that use violence or the threat of violence as a means of control and a state that does the same. These are not coincidences, they are patterns!

Other institutions in domination-oriented systems also create trauma. For example, physical punishment of children in schools, such as caning, used to be the norm in the West and still is in much of our world, including some southern US states. This causes trauma, as does domination, top-down economics, which create artificial scarcities for most of the population – not to speak of the waste and destruction of resources through war and the failure to adequately support the “women’s work” of caring for children.

2.Gender equality is a key component of the partnership configuration. What alternatives are out there to injustice, cruelty and suffering?

In much of the West, in Canada, Europe, and the US, as well as in bits and pieces all over the world, there is a growing recognition of the importance of how the roles and relations of females and males (and everyone in between) are socially constructed. This recognition is basic to my research, which deviates from earlier methods that marginalize or leave out women and children. What my multidisciplinary, cross-cultural, trans-historical research shows is that how gender roles and relations are constructed is not, as we are still often told, “just a women’s issue” – in other words, a secondary matter. Actually, this is a key family, economic, and social organizing principle. So if we are to successfully build a future that is more just, sustainable, and humane, we must pay special attention to gender!

If we look around us, this is evident. In fact, those today trying to push us back to more rigid domination times pay special attention to gender, whether they are religious or secular, Eastern or Western, and so on. Consider religious societies like the Eastern Muslim Taliban or the Western Christian fundamentalists, where the subordination of women is clearly visible. Consider both fascist Hitler’s Germany and socialist Stalin’s USSR, where women and the “feminine” were culturally subordinated. Consider that these are all domination systems characterized by dehumanizing out-groups, whether “infidels” or Jews or people of colour.

The reality is that rigid male-superior, female-inferior gender stereotypes equate difference with dominating or being dominated, with being served or serving. This ranking of male and “masculine” over female and what is viewed as “feminine” is a template for in-group versus out-group thinking, and with it, as we see all around us, dehumanization and violence.

3.Based on your work findings, the Nordic nations seem to be more oriented towards a partnership system. How can a country like Romania bridge the gap between the willingness to implement the partnership framework and the reality on-site?

Yes, Nordic nations have more caring policies because they do not subscribe to the dominator norm of devaluing women and caring, which in domination systems is labelled feminine, whether in women or what are considered “effeminate” or “girlie” men. Romania has people who recognize that cultural systems and the values they normalize are human creations, and therefore can – and have been – changed.

Perhaps one way Romanians who want to move to a more just and sustainable world can start is by exposing that what we have been taught about our past is false.

”In reality, Balkan countries like Romania have a long prehistory of orienting more to the partnership rather than the domination side of the partnership-domination social scale.

This means spreading findings from archaeology, mythology, and even recent DNA studies, about our Western partnership prehistory. You can find much of that information in books such as “The Chalice and the Blade: Our History, Our Future”, now in 56 US printing and about 30 foreign editions. It is not yet published in Romania, though when it was recently republished in Spain, there were interviews and stories about it in all the major Spanish media.

4.How do you define the Caring Economy and what are the steps towards nurturing and caring for our planet and all the living systems on it?

As you noted, my book “The Real Wealth of Nations” details not only the problems with current economic operating systems, whether capitalist or socialist, but also proposes a caring economics of Partnerism.

Consider that both capitalism and socialism came out of early industrial times in the seventies and eighteen hundred – and we are today in the 21st century post-industrial knowledge-service age. So our current economic operating systems would be antiquated on that count alone. But the problem is deeper: both the “fathers” of capitalism and socialism perpetuated a gendered system of values: a system in which caring is coded “feminine” and hence out of bounds for the “real men” in charge. There is nothing in Smith’s or Marx’s writings about caring for nature, which both viewed as only there to be exploited. As for caring for people – for children, the sick, the elderly, for everyone – for both men and their economic theories, this work was to be done for free by a woman in a male-controlled household. Even in the mid eighteen hundreds, when Marx wrote, a wife could not sue for injuries negligently inflicted on her; only her husband could, for loss of her services! Not surprisingly both Marx and Smith called caring for people, starting at birth, and caring for nature, just “reproductive” rather than “productive” work – which is still taught in business and economics schools.

 It is also reflected in currently used metrics like GNP and GDP, where, for example, trees on which we depend to breathe, are only included when they are dead: as logs. Not only that, the work of care in households has only recently been valued through government policies like paid parental leave, pioneered by Nordic nations, and it is still available only in a few US states, rather than nationally, This devaluation of care work continues worldwide, even though a recent Australian study showed that if the unpaid work of care in households, still primarily performed by women for free, were included, it would be 50 per cent of the reported Australian GDP!

”So the first step is recognizing this fundamental problem. We need new metrics that show the enormous economic value of caring for people, starting at birth, and caring for our natural environment. Women and children are the mass of the world’s poor and the poorest of the poor, so shifting to a caring economics of partnerism that adequately rewards care work is essential if we are to reduce poverty.

So the first step is recognizing this fundamental problem. We need new metrics that show the enormous economic value of caring for people, starting at birth, and caring for our natural environment. Women and children are the mass of the world’s poor and the poorest of the poor, so shifting to a caring economics of partnerism that adequately rewards care work is essential if we are to reduce poverty.

It all starts with changes in consciousness. Let’s remember that all our gains in shifting from domination to partnership, from abolishing child labour and women getting the vote to even the idea that there is such a thing as human rights and that these must also be applied to protect the majority of humanity (women and children), all these gains were due to a small, in their time unpopular, dedicated group of women and men who were persistent and did not give up. We can each make a difference!

The interview was initially published in the bilingual yearbook Community Index Magazine no. 5. You can flip through it here: https://communityindex.ro/community-index-magazine-2023/

Community Index Magazine 2023, anuar bilingv ajuns la a cincea ediție: Cea mai importantă publicație dedicată domeniului CSR din România

  • Community Index Magazine este singura publicație bilingvă Română-Engleză din România dedicată domeniului CSR, disponibilă atât în format flipview, cât și print. Anuarul cuprinde rezultatele ranking-ului Community Index 2023, interviuri naționale și internaționale în exclusivitate, studii de caz și articole din domeniul sustenabilității.
  • În premieră, cititorii se pot bucura în această ediție de articole și interviuri exclusive care pun în valoare perspectivele unor lideri recunoscuți din cadrul BCR, University of Wisconsin, Kaufland Romania, The Slow Movement sau Seeds of Wisdom.
  • Publicația promovează și încurajează adoptarea Obiectivelor de Dezvoltare Durabilă ale ONU pentru a veni în sprijinul României în eforturile de implementare a Agendei 2030.

Community Index Magazine: o sursă de know-how de calitate pentru orice profesionist care are un mindset sustenabil 

Anuarul bilingv Community Index Magazine, ajuns la cea de-a cincea ediție, conține rezultatele ranking-ului Community Index 2023, interviuri în exclusivitate cu profesioniști internaționali de renume, articole și interviuri cu profesioniști locali din domeniile sustenabilitate și CSR, și numeroase studii de caz ale unor companii care pot fi considerate reper la nivel de proiecte pentru comunități.

Publicația este deosebit de utilă nu doar pentru profesioniștii din domeniu, ci și pentru companii, membrii comunităților, ONG-uri, universități, agenții de PR și autorități.

Publicația in format flip view este disponibilă gratuit la următorul link: Community Index Magazine 2023

Ce tip de conținut regăsesc cititorii în anuarul Community Index Magazine?

1.Interviuri în exclusivitate cu experți recunoscuți la nivel global din domeniul sustenabilității:

  • Riane Eisler, The Real Wealth of Nations
  • Wakanyi Hoffman, Seeds of Wisdom
  • Jessica Leclair, University of Wisconsin–Madison School of Nursing
  • Carl Honoré, The Slow Movement

2. Articole și interviuri cu pofesioniști recunoscuți la nivel național:

  • Ilinka Kajgana, BCR
  • Katharina Scheidereiter, Kaufland România
  • Gabriel Ivan, CHEP
  • Adina Teleucă, TOBORO

3. Studii de caz naționale și internaționale:

  • „Ziua Bună – Ziua Voluntarilor Mici pe Via Transilvanica!”, Coca-Cola HBC România & Asociația Tășuleasa Social
  • Tricou de uriaș, Kaufland România & Asociația 11even
  • Phasing out plastic, Apple
  • Școala de Bani a BCR, FabLab & Asociația Edupedu
  • Programul de Sustenabilitate Personală (PSP), Auchan România
  • Grădina Noastră, Carrefour Romania
  • Salvatorii de vieți, Groupama & Fundația pentru SMURD
  • Kokoro Sports Project
  • Jobs for veterans, Starbucks
  • Microsoft’s New BING

Ce este Community Index?

Community Index este primul și singurul index al programelor şi proiectelor derulate de companiile din România pentru a investi în comunităţi, lansat în 2019. Ranking-ul este cea mai mare bază de date a proiectelor de CSR din România și reprezintă un instrument de analiză util companiilor, autorităților și comunităților atunci când iau decizii de investiție.

Este parte componentă a ranking-ului Romania CST Index (anterior Romania CSR Index), cea mai importantă analiză a nivelului de performanţă şi transparenţă din perspectiva sustenabilităţii corporative, din țara noastră, lansat în 2016.

Există o mare varietate de inițiative și proiecte pe piață, iar o privire de ansamblu, bine structurată, oferă informații relevante ajută factorii decizionali să creioneze o strategie bine adaptată la contextul local și național.

Pentru a stabili proiectele care au fost incluse în Community Index 2023, au fost analizate peste 800 de inițiative, proiecte sau programe care au avut loc în România în perioada ianuarie 2022 – decembrie 2022. Scorecard-ul pe baza căruia a fost făcută evaluarea a avut, în total, 6 categorii și 46 de indicatori aliniaţi la cele mai importante standarde sau referinţe internaţionale din domeniul investiţiilor în comunităţi.

Ce noi descoperiri a scos la suprafață analiza din 2023?

Piaţa de investiţii şi donaţii în sprijinul comunităţilor a crescut în ultimii ani şi se ridică la peste 80 milioane euro anual, în principal pentru proiecte de educaţie pentru elevi (9.4%, o usoară creștere de 1% față de 2022), sănătate (6%, în scadere față de anul trecut) sau medii defavorizate (23%, în creștere cu 5% față de 2022). Un alt domeniu de interes pentru companii este Artă/Cultură, 10% dintre proiecte fiind dezvoltate în această direcţie, în creștere față de 9.2% în 2022. Totuşi, 4% dintre proiectele derulate de companiile din România sunt destinate combaterii schimbărilor climatice, în scadere cu 1% versus 2022, iar 1.5% dintre proiecte sunt în direcţia oraşe sustenabile, în scădere față de 4.4% în 2022.

Printre principalele trenduri evidenţiate în urma analizei, menţionăm o creştere a nivelului de transparenţă privind rezultatele şi impactul proiectelor sau programelor de CSR. De asemenea, companiile încep să alinieze mai bine strategia de Sustenabilitate / CSR la specificul industriei şi la strategia de business. În ceea ce priveşte angajaţii, aceştia sunt tot mai dornici de a ajuta comunităţile şi apreciază companiile care le oferă oportunitatea de a se implica voluntar în proiecte. Un alt trend observat este faptul că există un interes crescut privind obiectivele pe termen lung: companiile pun mai mult accent pe a genera impact pe mai mulţi ani şi a evita crearea unei dependenţe a comunităţii – se concentrează pe dezvoltarea unor abilităţi sau a unei infrastructuri care să ramană în comunitate chiar şi după ce o companie îşi redirecționează investiția către alte proiecte.

Printre proiectele care au obținut Gold Recognition, menționăm proiectul educațional Lifelab dezvoltat de BCR, FabLab & Asociația Edupedu, la categoria Educație financiară – prin participarea în acest program, elevii învață noțiuni de educație financiară și exersează planificarea și munca în echipă. La categoria Implicarea angajaților, Programul de Sustenabilitate Personală (PSP) Auchan a fost construit sub formă unui demers de mobilizare a angajaților de a se implica activ în proiecte de susținere a comunităților locale. La categoria Reduce, Reuse, Recycle – Banca Transilvania și Ateliere Fără Frontiere au dezvoltat proiectul Remesh și luptă pentru inserția socială și profesională a persoanelor vulnerabile și marginalizate. Împreună în Slujba Binelui, proiect dezvoltat de Secom Healthcare Group prin care au fost susținute mai multe inițiative din domeniul sănătății, a primit de asemenea Gold Recognition la categoria Sănătate.

Anul 2023 vine cu o nouă distincție Community Index: pentru fiecare categorie în parte propunem distincția The One to Watch – o recunoaștere specială pentru a evidenția originalitatea și inovația proiectelor care stabilesc un trend important pentru următorii ani, în domeniul lor. Printre proiectele menționate la această categorie au fost YOXO Forest – Prima pădure digitală devenită realitate, 100 de idei de business pentru România – PENNY România sau Încrederea în sine se învață în școală – Oxygen.

Unde sunt publicate rezultatele analizei?

Rezultatele din 2023 pot fi regăsite atât în anuarul în format flipview și print Community Index Magazine, cât și online: https://communityindex.ro/rezultate-community-index-2023/

Care sunt obiectivele ranking-ului Community Index?

Misiunea Community Index este de a evidenția proiectele de CSR cu o performanţă ridicată care pun mai mult accent pe aspecte precum dialogul cu stakeholderii, sustenabilitatea proiectelor şi măsurarea impactului pe termen mediu şi lung. În plus, indexul are scopul de a evidenția acele proiecte care pot fi considerate Best Practices la categoria lor și care pot fi folosite drept exemplu în stabilirea strategiei unui proiect nou.

Anuarul Community Index Magazine este contribuția agenției The Azores Sustainability & CSR Services la dezvoltarea domeniului investițiilor în comunități din România.

Pe lângă know-how și conținut autentic, această publicație contribuie în mod concret la popularizarea conceptului de responsabilitate socială în mediul de business: o parte dintre anuarele tiparite va fi oferită, în mod gratuit, companiilor care au peste 500 de angajați (>750 de companii). În plus, varianta flipview va fi disponibilă gratuit o lună de zile, pentru a populariza domeniul și a contribui la dezvoltarea acestuia.

Pentru tipărirea publicației a fost folosită hârtie certificată FSC®, din surse sustenabile. Anuarul oferă atât informații valoroase cât și o experiență autentică în sine, din punct de vedere vizual. Coperta publicației este creată de Ovidiu Solcan (collage artist), fiind un colaj sustenabil din reviste reciclate, reprezentând Capodopera ”Sărutul”, realizată de sculptorul Constantin Brâncuși în anul 1907.

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Despre The Azores Sustainability & CSR Services

Agenţie de consultanță, înființată în 2013, cu scopul de a sprijini companiile din România privind integrarea sustenabilității corporative în strategia de business, The Azores Sustainability & CSR Services are o abordare axată pe rezultate pe termen lung, utilizarea tehnologiei IT pentru un nivel ridicat de acuratețe a indicatorilor de sustenabilitate și analize/research care să sprijine decidenții din companii în definirea strategiei de sustenabilitate corporativă.

Cel mai important și complex proiect al agenției este Romania CST Index, în trecut denumit Romania CSR Index, ranking lansat în 2016 şi care este singurul din România care evaluează indicatorii de sustenabilitate ai companiilor: informaţii despre managementul sustenabilității, impactul economic, de mediu şi social. Indexul este lansat în fiecare an în cadrul conferinţei Best Practices in Corporate Sustainability. În 2019, agenția a lansat Community Index, cel mai cuprinzător ranking al proiectelor corporate de investiții în comunități și un centralizator al celor mai bune campanii de CSR derulate în fiecare an de companiile din România. Rezultatele ranking-ului, împreună cu studii de caz şi interviuri ale unor experţi naţionali şi internaţionali sunt prezentate în fiecare an în Community Index Magazine, singurul anuar bilingv dedicat investițiilor în comunități derulate de companiile din România.

Digitalisation is a Clear Enabler for The Green Transformation of Our Society

Digitalisation is a Clear Enabler for The Green Transformation of Our Society

Ilinka Kajgana is an innovative and engaging risk leader whose 17 years of international work experience in large and complex banking organizations has delivered outstanding results. Her deep technical expertise across modelling and data, complex products and refined risk sensitivities is complemented by her consistent ability to partner with the business environment to drive risk-controlled growth.

In her current role as Chief Risk Officer for BCR, she has transformed the bank’s status and performance, obtaining a “low risk” rating following an ECB Supervisory Review and Evaluation Process. She also spearheaded innovation through the launch of a fully-fledged ESG transformation programme, central to business strategy.

The interview was initially published in the bilingual yearbook Community Index Magazine no. 5. You can flip through it here: https://communityindex.ro/community-index-magazine-2023/

  1. What impact has sustainability had on your strategic planning in the last year?

Sustainability is one of the main pillars of our company strategy, not only in the last year but also in the years to come. It marks everything we do: from the way we evaluate risk to the way we train our people, from the way we look at the development opportunities ahead to the way we operate in our offices.

On a very concrete level, 100% of the cards issued by BCR from January 2023 onwards, for private individual and corporate customers, are made of environmentally friendly materials, both recycled plastic and biodegradable material. BCR started issuing environmentally friendly cards as early as 2021, and so far about 50% of the portfolio is issued on sustainable material. Also, the green mortgage loan ’Casa Mea, NaturA’ accounted for about 44% of the total standard mortgage volumes disbursed by BCR in H1 2023. The loan is granted for buildings with an A energy certificate or for the greenhouses certified by the Romanian Green Building Council.

We continued the roundtables series on the ESG transformation of the Romanian companies, organized by BCR in partnership with ECOTECA Association, with the involvement of institutional representatives, entrepreneurs and ESG experts. In March, together with the Academy of Economic Studies in Bucharest, we developed the topic of “Establishing and measuring ESG indicators”, and in June, together with EFdeN, we discussed about „Energy efficiency in buildings: best practices and challenges.

2. What ESG actions does BCR take today to help future generations meet their needs?

 All our programs that are dedicated to future generations have one common denominator: education.

We have an integrated approach towards green education and digital education since we believe that digital transformation is a clear enabler for the green transformation of our society. Therefore, 66,000 Romanians participated in a Money School class, with a 50% increase in active users on Money School Platform.

We also have a partnership with NextLab Tech, the most important digital competition from South-Eastern Europe, where more than 60.000 children developed their skills for the future. Also, we have an integrated approach towards financial education and green education.

This is the underlying philosophy of our programmes: on one hand, the integration of digital and green education, on the other hand, the integration of financial and green education. Besides, we try to give young people a better understanding of what a job means today. Apart from our ongoing programmes of internships and career workshops, BCR has a strategic partnership with Joblandia, the innovative solution in education that matches highschool students and companies for a practical experience during “Saptamana Altfel” (The Alternative Education Week). In 2023, more than 3000 teenagers were enrolled in this programme, powered by BCR.

3. The fight against climate change has become pivotal for any responsible company. How does it affect your company and how do you fight to reduce its negative impact?

In the medium term, climate change will have a more significant impact on some economic segments such as agriculture, energy, construction, and possibly tourism. Our role is to support our clients from these segments into adapting their strategies for the future, to find alternatives and to invest in sustainability.

On the bright side, the recent pandemic produced an acceleration of the transition towards sustainability: hybrid work has significantly reduced the carbon footprint of the companies and has created a deeper sense of awareness towards the impact of global challenges. However, change has to be created person by person. In BCR, we have a ongoing training module about ESG that is mandatory for all our colleagues.

We have observed that no matter which generation colleagues are -Gen Z, Millenials, Gen X- they are very eager to enrol into saving resources while embracing a more environmentally-friendly routine. There is a long journey in front of us but at least there are more people who are seeing the importance of this road and who are trying to create a sensible map.

4. Banks can have a huge influence when choosing their ESG criteria for giving loans. What are BCR’s steps in this direction?

We try to position ourselves as a committed companion of our clients in their journey towards sustainability and ESG transformation. We believe that ESG is not only about compliance and ticking some boxes with the Environment, Social and Governance labels. It is about changing profoundly the way of doing business as a company.

Therefore, our role is to actively support our clients in their process of getting access to green finance. We are all in a process of learning, therefore being transparent and open is of critical importance for transitioning towards an ESG society.

We try to explain to our clients that sustainability is the most important investment: it means care for future generations and for the planet we leave to our children. On a more pragmatic note, getting access to green finance creates real business opportunities while staying relevant in the international value chain.

5. In May 2023 you had your first green Eurobond bank transaction. What were your aims with this issuance?

BCR’s green bond issue was a first on the Romanian financial-banking market, being the largest corporate bond issuance in Romania.

The bond issue proved successful from the outset, as the order book registered a significant volume of EUR 1.9 billion, well above the minimum issue size of EUR 500 million. This increased the issued amount to EUR 700 million. The final volume reflects our commitment to the market in terms of future issuance plans and our aim of building a relationship of trust with our investors.

It is also a signal of trust in the potential of the green economy of our region. A signal of trust for a greener future.

6. How about your social impact, where do you stand and what are your latest achievements?

Let us review some clear benchmarks because I believe that, in sustainability, it is important to walk the talk. In 2022, the social impact of the BCR Group (the banking services for NGO-s and social enterprises) generated the following impact: 290.000 beneficiaries from vulnerable categories, 1800 jobs supported or created (including jobs for vulnerable persons), 2.5 million Euros for developing associations and social enterprises, 127 NGO-s included in training or acceleration programmes, 900 NGO-s enrolled in The Good Exchange (Bursa Binelui), the only donor platform without commission. Besides, at InnovX-BCR, we accelerated 32 start-ups so that the local tech business got access to 19,7 million euros.

I should add that more than 21000 local entrepreneurs had free access to entrepreneurial education on the platform Școala de Business (School of Business).

Not in the least, we have 5000 employees – they are the engines that will really move Romania towards sustainability.

Ilinka Kajgana’s Biography

Since joining the Erste Bank Group in 2006, Ilinka has taken on and executed strategic projects for the business, including Operational risk, Capital Adequacy, AMA and other priorities for both the group and its international network of savings banks (Sparkassen). As a member or chair of the supervisory board, or board of directors for a number of entities over the past five years, she has helped guide the strategic direction of the group and put in place frameworks, policies, processes and controls to optimize clarity and efficiency, as well as mitigate risk.

She adopts new technology and uses agile methodologies to transform businesses, aligning them to the evolving needs of our clients and an increasingly complex international regulatory environment. Her scientific background, Master’s and PhD, have all honed her problem-solving and analytical skills. Building trusted relationships with key stakeholders in large and complex organizations has been a key facet of her success, and is complemented by an ability to engage with the regulator, clients, partners and suppliers.

Certificarea Cradle to Cradle: Cum îți poate ajuta compania cu practici de sustenabilitate

Află despre abordarea din spatele Cradle to Cradle Certified® și cum îți poate ajuta organizația.

Autor: Maria-Antoanela Ioniță – Sustainability Communications Specialist

Într-o eră de creștere a conștientizării impactului nostru colectiv asupra mediului, companiile iau măsuri proactive pentru a integra sustenabilitatea în operațiunile lor. O astfel de inițiativă care crește în popularitate este Cradle to Cradle Certified®, oferită de Cradle to Cradle Product Innovation Institute, cu sediul în Olanda. Până în prezent, peste 34.000 de produse au obținut această certificare.

În acest articol, analizăm de aproape certificarea Cradle to Cradle, vizitându-i originile, notând principalele beneficii și detaliand procesul de aplicare.

Ce este certificarea Cradle to Cradle?

Institutul din spatele Cradle to Cradle Certified a fost fondat în 2012, de către arhitectul și academicianul american William McDonough și chimistul și ecologistul german Michael Braungart. Cei doi au colaborat, de asemenea, la cartea omonimă, care a devenit o lectură esențială pentru oricine dorește să înțeleagă abordarea economiei circulare.

În cartea lor vizionară, autorii explică de ce actualul model economic „cradle to grave” nu este durabil și propun o abordare inspirată din natură, în care deșeurile devin hrană și fiecare material reintră în siguranță în mediu în loc să provoace deșeuri.

Standardul Cradle to Cradle are în centru aceste principii și își propune să susțină și să promoveze materialele și produsele care au o amprentă mai bună asupra planetei. Produsele sunt evaluate prin cinci unghiuri cheie: sănătatea materialului, aerul curat și protecția climei, administrarea apei și a solului, circularitatea produsului și echitatea socială. Altfel spus, își propune să încurajeze siguranța, circularitatea și responsabilitatea în modul în care folosim materialele și proiectăm produsele.

Exemple de companii și organizații cu certificări Cradle to Cradle includ producătorul de mobilă Herman Miller, companiile de modă C&A și G-Star RAW și producătorul de sticle Dopper.

De ce să devii certificat de Cradle to Cradle?

Modul în care proiectăm produsele le va defini în mare măsură amprenta socio-ecologică de la începutul și până la sfârșitul vieții. Să luăm o clădire ca exemplu. Între 39%-80% din amprenta totală de carbon rezultă din carbonul încorporat în materialele de construcție. Cu toate acestea, dacă este evaluat la începutul etapei de proiectare, 80% din acest carbon încorporat poate fi redus. Acest lucru pune o presiune mare asupra deciziilor luate în faza de proiectare, dar oferă și o oportunitate pentru companii de a controla mai bine produsele pe care le creează.

Certificarea Cradle to Cradle, prin promovarea practicilor de mediu, poate ajuta companiile să atenueze potențialele impacturi negative care ar urma să reacționeze ulterior prin taxe de reglementare sau cote de piață pierdute pe o piață din ce în ce mai conștientă de mediu.

În schimb, poate îmbunătăți reputația mărcii, poate construi încrederea și loialitatea consumatorilor și poate aborda în mod proactiv cerințele viitoare de reglementare.

În cele din urmă, încurajează companiile să inoveze și să își optimizeze produsele și procesele. Acest lucru duce adesea la reducerea deșeurilor și la creșterea eficienței resurselor, ceea ce se traduce și în economii de costuri.

Cum poți obține certificarea?

Pentru a certifica un material sau un produs conform standardului de produs certificat Cradle to Cradle (sau pentru a primi C2C Certified Material Health Certificate™), companiile trebuie să urmeze un proces de evaluare riguros, care este condus de evaluatori terți independenți recunoscuți de Institut.

Iată pașii cheie în procesul de certificare:

Pre-evaluare: Companiile trimit informații despre produs și sunt supuse unei evaluări inițiale pentru a determina dacă produsul este eligibil pentru certificare.

Selectează un organism de evaluare certificat Cradle to Cradle: Companiile trebuie să selecteze dintr-o listă de organisme de evaluare certificate și să dezvolte un plan de certificare care să includă costul, calendarul și resursele necesare.

Trimite cererea: În acest punct, companiile trebuie să semneze un Acord de certificare și să plătească certificarea și taxa anuală de comunitate.

Evaluare: Companiile lucrează cu evaluatorii și lanțurile lor de aprovizionare pentru a colecta date. Apoi, evaluatorii calificați examinează materialele, procesele de fabricație și practicile lanțului de aprovizionare.

Primește certificarea pentru produs: Institutul examinează Raportul Rezumat al Evaluării. Dacă certificarea este acordată, ei vă vor ajuta să vă publicați produsele în Registrul de produse certificate Cradle to Cradle.

Raportează progresul: Companiile trebuie să solicite recertificare la fiecare trei ani.

Cradle to Cradle Certified servește ca un instrument puternic pentru companii pentru a-și alinia operațiunile cu practicile durabile și pentru a-și comunica angajamentele către un grup larg de părți interesate.

Photo Source: Canva

The Community of Place becomes The Community of Purpose

The pandemic has given us an opportunity we would never have allowed ourselves to radically shake up the way that we see ourselves. Fundamental to this is the way that we identify ourselves in relation to each other. It has allowed us to look at our sense of community in a new way. For a long time, our communities have been defined by geography. Is now the time to revisit this definition and see whether we need be so constrained?

As we leave the current pandemic crisis, we can look back at what Jonathan Stubbs calls “the trial we never would have given ourselves” and a glimpse into the future of work. One of those is the change in our idea of community, and how we define those groups to which we identify. Ever since Martin Buber stated that “the place is community”, the concept of community (in terms of Gemeinschaft and Gesellschaft) has been strongly tied to geography.

The concept of Community of Place likely dates back to the creation of the nation state, where a sense of identity was forged based on a shared geographical location. Before, community was defined by Relationship, the people with whom you aligned yourself, your identity tied to family or allegiance. Now, identity was aligned with geography. For before a Roman citizen could be an inhabitant of any country in the Empire, a speaker of any of various languages, with one of many cultural identities. Now, to be English meant to identify home as England, to be Romanian meant Romania. This quickly translated into other aspects of life too. Work became somewhere that activity took place – a factory, an office – with others who went to the same place. School became a venue for education. Our definition of our community, and by extension, our identity, became tied to the place we were born, the place that we live, the place that we work.

However, over time, this definition has been challenged. Community of Relationship never truly went away, although much weakened, but other models have risen. Increasing globalisation and pervasive communication have broken down the solidarity of Place. Instead, during the 1980s, we began to realise that Communities of Time were as important, and the rise of shared spaces continues to challenge the Communities of Place. What the pandemic has done is accelerate this change. No longer do people throng to the office. Instead, we meet at the same time online, what Ryan Anderson calls distributed working. The transition has been difficult for many, not least because many organisations and teams have attempted to recreate the sense of Community of Place virtually at the same time as trying to hold onto a Community of Time. We have also realised that Communities of Time are in themselves insufficient. We need something more.

The solution, I suggest, is not to go back to relying on Time or Place for our sense of Community. Rather, it is to look beyond these constraints to what the purpose of the community is. Over the last few decades, we have seen to rise of business with a purpose. A way to look at organisations as more than the sum of parts, with objectives that go beyond the pragmatic, Community of Purpose provides a powerful alternative to Place, and, with increasing globalisation, forms an antidote to the greater risk that we would lose community altogether.

Business now has an opportunity to look at their communities and redefine them, and there are external factors that mean that Communities of Purpose are likely to come to dominate. Fundamental to this is the inexorable rise of responsible business. Whether it be the response of businesses like AstraZeneca and Diageo whose alignment with social value was critical to the quashing of the pandemic, or the environmental and social values evident in the AGMs of companies held in 2021 like Unilever, where 99.6% of shareholders backed a radical climate transition plan, it is clear that Purpose beyond Profit is now firmly at the driving seat of many businesses. As the awareness that this also has very positive financial, HR and other business benefits grows, it is likely that this will spread even wider.

However, the rate of change is also likely to increase as there are a lot of positive feedbacks that push the growth of a broader Community of Purpose. Some of this will be driven by technology. For example, the greater availability of VR and MR (virtual and mixed reality) is likely to remove even more geographical constraints in more sectors, including enabling greater collaboration in design, more immersive education and training and more inclusive access to roles. Some of it will come from employees, who, as Edelman reports, are requiring increasingly high levels of social responsibility from their companies. Some will also come from the rise of a Community of Purpose amongst customers, who respond to what Smith and Alcorn called cause marketing, who exhibit high levels of brand loyalty and are often very vocal on social media. This often overlaps with the growing Community of Purpose amongst investors, as ESG requirements become the minimum standard and the rise of more active investors looking to hold companies increasingly accountable.

One effect of this is that responsible business leadership will become even more important. Responsible business is fundamentally about the creation of purpose that transcends short term financial gains, and sustainable business leadership is essentially aligning corporate values with purpose. Right now, there is a clear competitive opportunity for companies to embed themselves as Communities of Purpose to their customers, employees and wider society. Those who succeed, I suggest will be the leading businesses of tomorrow.

Simon Graham is Head of Innovation of De Courcy Alexander, the London-based sustainable innovation consultancy. Recipient of over 20 awards for his business change programmes built around zero carbon, zero waste and zero human trafficking, he has seen how companies can be transformed by focusing on their purpose. He is now involved in transformational programmes which combine cutting edge technologies, new business models and focus on community cohesion, working with public and private sector partners in areas like blockchain and IoT.

Simon also advises businesses and government bodies on how to simultaneously achieve net zero and improve customer satisfaction. Widely quoted, from The Economist to New Scientist, his latest contribution, published by Palgrave Macmillan, was titled “Sustainability, Management Education, and Professions: A Practitioner Perspective”, looking at how universities can nurture a new generation of sustainable leaders.