Revue de presse de l'achat responsable: 2013 à aujourd'hui

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Date : 2014-03-04
Composantes : Analyse et mesure

Ten Predictions For Energy Management In 2014 Interviews with 500 energy management professionals since 2012. This is a quick read for energy pros or anyone interested in smarter, cleaner energy at their corporate campus and beyond. Examples are chosen well, and the predictions aren’t too pie-in-the-sky for the remaining year ahead. Planning for a Sustainable Future The NAEM has tracked environmental management systems for two decades. In its first trends report, the group finds that sustainability has moved beyond an early “feel good” stage to become woven into companies’ risk-based management strategies. This is based on 26 interviews, including with 17 corporate EHS and sustainability leaders. Their priorities for the next year include energy and water management; product compliance with regulations such as REACH; supply chain transparency; preparation for new reporting requirements; employee engagement; and incorporating climate risk assessments. This is an engaging look ahead for 2014, based on in-depth interviews with a small yet influential group of leaders. In addition, it touches on a less tangible call to sweeping changes that you hear year after year, such as a need for Wall Street to look beyond quarterly earnings. Rate the Raters: The 2013 Ratings Survey Which corporate ratings really matter? If you’re drowning in surveys to stay on top of the latest “top” lists, this 15-page insight into which ratings your peers value, and why, may be helpful. Add to your wish list: An “agony rating” to warn how long it takes to report to each rating system. Sustainability Matters 2014 How Sustainability Can Enhance Corporate Reputation? Where do sustainability and brand value intersect? How can you quantify a rise or fall of brand value in dollars, as related to sustainability? This 73- page research collection features 11 authors and an array of data sources. One highlight is a “Sustainability and Firm Performance” section that proposes a “Green Business Case Model.” This ties specific actions to hard results, such as revenue growth as well as lowered tax rates and capital costs. Although it doesn’t go so far as to determine cause and effect between measurements in brand value and sustainability, it does provide evidence for the correlation between the two.

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