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Chairman: Roberto GIACOMELLI,Associate Partner EY

Claudia CATTANI,Chairman, Rete Ferroviaria ItalianaAlessandro LAI,Board Member, Cattolica Assicurazioni& President of Fondazione OIBRCarlo MAZZI,Chairman, PradaDomenico CARDINALI,Chairman & CEO, Deltafina

Marco MORELLI,CEO Gruppo MPS

A conversation with

Francesco GIORGINO,Rai, Luiss

The Business 2030 Initiative ANGELO RICCABONI

Full Professor of Business Administration, University of Siena Leadership Council, UN SDSN

@AngeloRiccaboni

HOW TO ALIGN BUSINESS AND SDGS?

Transformational change(1)Education, Gender, and Inequality

(2)Health, Wellbeing, and Demography

(3)Energy Decarbonisation and Sustainable Industry

(4)Sustainable Food, Land, Water, and Oceans

(5)Sustainable Cities and Communities

(6)Digital Revolution for Sustainable Development

Huge investments, New integrated policies, Partnerships

A new awareness

• “Companies are part of the problem, they will be part of the solution”• “SDGS will not be delivered without business”• “Corporate executives, business leaders, BoDs, Investors are urged to

explain how organizations create long-term value for all stakeholderand impact on Society at large”

• SDGs: As a platform to find a balance between different stakeholders(customers, employees, investors, government, shareholder, society)

”10 years ago: CSR; 5 years ago: Sustainability strategyNOW

Sustainable Corporate Strategy”

A new business discourse

• Growing interest

At the same time

• ‘Companies recognise the importance of Goals and Targets but few have set new Targets as a result of the Goals’

• Measurements are lagging behind

• Little focus on supply chains

• Small impact

Actual situation in the field

The Case of Food Companies

Fixing the Business of Food Initiative

(1) Reporting systems remain highly idiosyncratic and incomplete

(2) Corporate Citizenship mainly reported in a narrative form, with a lack of specific information and quantitative data

(3) In setting targets for the future, different criteria and time-frames are used

Risk of SDG-Washing

Loss of credibility

Ranking initiativesWorld Benchmarking Alliance

HOW TO ALIGN BUSINESS AND SDGS?

Make reference to 4 Pillars

• Sustainable products and strategies

• Sustainable production practices and processes

• Sustainable global supply chains

• Good corporate citizenship

All to be addressed

• Are Purpose, Strategies, Planning, Operations and Internal &External Measurements aligned with the 4 Pillars andamong them?

• Is the Board involved in such alignments, and how?• Which partnerships could add value to our company?• How can we support sustainable choices by our customers?

Key questions

A new mind set is needed

2

1

3

Following a Holistic Approachcompany-wide, driven by corporate purpose and the execution of sustainable strategy, based on support from the Board and Top Management

Open to change and innovation in production processes and technologies andfirm’s business model, relationships and partnerships

Supporting Sustainable Performance Management Systems to monitor purpose-driven decision-making & operations and to report on the achievement of stakeholder impact and value creation in the long-term

Mind set

Towards alignment

Mind set

Polic

ies.

inve

stor

s an

d ex

tern

al

asse

ssm

ents

Consumers’ choices and attitudes

Context

Supply chain, Innovation eco-system, Education

Towards alignment

in cooperation with other actors and institutions

A community of committed experts managers, investors, analysts, regulators, administrators, academics, consultants, policy makerswilling to reflect on, identify, and promote concrete solutions for leading the transition from «business as usual» to BUSINESS2030

Workshops/Networking events

Education: Master/Training

Summer School / International visibility and outreach

White papers/Leading practices discussion/ «Solutions» Recognition

“I am not optimistic or pessimistic.I am an activist now. We all should.”

Laurence Tubiana

LucaDAL FABBROChairman, SNAM