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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
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Marco MORELLI,CEO Gruppo MPS
A conversation with
Francesco GIORGINO,Rai, Luiss
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The Business 2030 Initiative ANGELO RICCABONI
Full Professor of Business Administration, University of Siena Leadership Council, UN SDSN
@AngeloRiccaboni
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HOW TO ALIGN BUSINESS AND SDGS?
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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
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• “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
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• 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
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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
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Risk of SDG-Washing
Loss of credibility
Ranking initiativesWorld Benchmarking Alliance
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HOW TO ALIGN BUSINESS AND SDGS?
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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
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• 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
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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
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Mind set
Towards alignment
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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
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in cooperation with other actors and institutions
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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
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Workshops/Networking events
Education: Master/Training
Summer School / International visibility and outreach
White papers/Leading practices discussion/ «Solutions» Recognition
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“I am not optimistic or pessimistic.I am an activist now. We all should.”
Laurence Tubiana
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LucaDAL FABBROChairman, SNAM