Global Sustainable Business Summit 2023

The time has come, to redefine sustainable business. It is time for businesses and other stakeholders to adopt new issues, new methods of pursuing sustainability, and a new, more assertive voice. The changes in the environment, technology, and economy suggest that a new set of concerns must be prioritised.

First, businesses require a revised agenda. This should include areas where sustainability issues and business issues have converged and where new topics have emerged, and it should allow for the reinvention of sustainability to meet the requirements of a new reality. The need to confront the three systemic changes affecting business—climate change, technological innovation, and structural economic change—is the starting point for these topics. Climate Resilience, Technology, Human Rights, and Ethics, and Inclusive Automation will become the defining characteristics of sustainable business leadership.

In addition to a new agenda, we believe it is time for sustainability leaders to adopt a new strategy. In a world that is constantly evolving, new skills will become even more crucial pieces of the puzzle. Assisting businesses in navigating the emerging world requires developing and contributing to resilient business strategies, as opposed to merely integrating sustainability into business strategies developed by others. It focuses on how companies implement sustainability practises.

It is crucial that companies advocate for outcomes that leverage all of the changes we are discussing for broad social benefit. The business sector will only be able to play this role if it champions an agenda that resonates with the public and if it is perceived to be acting for the greater good, rather than for short-term financial gain. The payoff for business is substantial: the chance to contribute to progress on critical issues, the creation of a more predictable operating environment, and, ideally, the restoration of trust.

The areas where most executives say their companies are taking action are

  • Reducing energy use in operations
  • Reducing waste from operations
  • Managing corporate reputation for sustainability
  • Responding to regulatory constraints or opportunities
  • Reducing emissions from operations
  • Managing portfolio to capture trends in sustainability
  • Reducing water use in operations
  • Committing R&D resources to sustainable products
  • Leveraging sustainability of existing products to reach new customers or markets
  • Managing impact of products throughout the value chain
  • Improving employee retention and /or motivation related to sustainability activities
  • Investing in Your Employees for Long Term Business Success
  • Mitigating operation risk related to climate change
  • Achieving higher prices or greater market share from sustainable products
  • Sustainable Business Models (SBMs) in Small and Medium Enterprises (SMEs)
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Speakers
Surya Prakash Mohapatra
Global Head- Talent Transformation at Wipro Digital Operations
Dr. Rahul Singh
Chair Centre of Sustainable Tourism and Development
Deyan Angeloev
Founder & CEO Organic Tee Star
Katherine Dewar
Managing Director, GoodSense, New Zealand
Basel Hammoda
Researcher, DBA, Tallinn University of Technology
Louis Yaw Afful
Executive Director, AFCFTA Policy Network
Sharon Idahosa
Founder, Let’s Talk Agriculture
Silvana Mariel Muñoz
Founder Director & CEO of Family Business Global Movement (FBGM) 
Rylee Mullikin
Co-owner & Sustainability Consultant at Sustainable Business Solutions, LLC
Mohamad Faiz Selamat
Director, Ground Up Solution, Singapore
Rajesh Jyotikumar Parekh
Asst. General Manager, Sustainability & Compliance, Amara Raja Group
Suhas R Joshi
Head - Sustainability & Business Stewardship, South Asia at Bayer
John Gaffigan
Founder and Principal Consultant, Gaffigan Consulting, LLC
Leonie Vaas
Head of Sustainability and Innovations at Hayleys Fabric PLC
Shyam Kumar Katta (Ph.D)
Program Director Heifer International
Dr. Chandran Vinoth Kumar
Group Head - SCM, Jehangir Hospitals
Kapila Mehta
Vice President, Sustainability, Schneider Electric
Schedule

Sustainability and Profitability - The Executive Perspective​​

From Strategy to Execution. Sustainability as a business driver

Seeing opportunities together with investors, stakeholders and suppliers

The perspective of the Board: Balancing the short-term, quarterly expectations of shareholders and the reality of the long-term returns of sustainable strategies.

Integrating sustainability capabilities into the daily jobs of leaders and employees across organisations

Speakers:

Sustainability in culture, strategy and corporate identity

What courageous leadership looks like and how to harness the power of employees

Why the next unicorns must have sustainability in their DNA

Speakers:

Transforming Business for the Better - the traditional industry​

Many internal ways of doing things are persistent and misaligned with sustainable goals. How do you implement a sustainability-first approach?

Slicing the elephant: Decarbonising business and society, one piece at a time

Creating value and supporting sustainable revenue streams through-out your value chain 

ESG Approach in manufacturing sector ( Fashion Industry) by Leonie Vaas, Head of Sustainability and Innovations at Hayleys Fabric PLC, Sri Lanka

Speakers:

Why and how sustainability has provided new business opportunities? Is the automotive industry a special case?

Why is it so important for the automotive sector to get more ‘green’, and how can it achieve this?

Where will VA’s sustainability and carbon-neutral journey lead to in the upcoming years?

Speakers:

ECOnomics: Bringing Profit and Planet Together

The vital role of ecosystems, partnerships and collaboration

Practical learnings from various sustainability journeys 

You have a compelling sustainability offering. That's great...how do you go to market? by John Gaffigan

Speakers:

Greenprint : For a Sustainable Future - 3 Simple steps to lead Sustainable tomorrow

Leading a Sustainable Tomorrow

Chief Sustainability Officer 2.0 - the profession is evolving, with new concerns and concepts emerging faster than ever   

The Roadmap of Impact - Implementation - Collaboration

Circular systems require collaboration beyond organizational silos; companies, sectors and industries must work together in pursuit of collective impact

Speakers:

As we are part of the problem, we want to be part of the solution

Nobody can make the change alone

Food is local: Supporting farmers is fundamental.

Speakers:

The three broad themes in sustainable healthcare are: creating sustainable environments; changing climate; and sustainability in health system performance.

Speakers:

Understand the best means in adopting a robust approach to Social and Human Capital Management that is helping business put their employees at the center of its business model

Learn how to acknowledge human capital management to encompass issues far beyond hiring and compensation

Explore how to invest in the best approach that can be scaled across the business, throughout your value chain, and potentially the wider industry

Speakers:

Transforming the value chain towards a net ZERO future

Developing new business models to drive innovation

Creating a new vision for regenerative agriculture

Speakers:

For over 10 years businesses have talked to embedding sustainability, but now is the time that it is truly spanning, and be driven by, those in Procurement, Finance, HR, Legal. Hear from leaders on how they’ve embedded sustainability across their business in a way that is unleashing action across the business, and in turn new growth opportunities

Speakers:

Sustainable Business Models (SBMs) in Small and Medium Enterprises (SMEs) by Basel Hammoda

Recent developments show that an increasing number of organisations, regardless of type and size, understand that there is a need for them to make an active contribution to society, both socially and environmentally, while maintaining their financial profitability. It is no longer possible to waste resources and ignore the expectations of both internal and external stakeholders. To address these developments, all organisations are required to adapt their business models. Given the impact of SMEs on the majority of economies and their consequent role in addressing present and future societal challenges, there is still a need for further rigorous research. The literature study’s findings advance the current understanding of SBMs in SMEs and highlight several promising research avenues in general, and SBMs in SMEs, in particular, might address.

Speakers:

Hear how sustainability leaders have become the agents of change, driving action and ownership across internal business units

Explore how engage and educate colleagues to see the holistic value in sustainability, and not just working to quarterly results.

Discover how you can link ROI directly to long term business performance.

Speakers:

Understand the best means in adopting a robust approach to Social and Human Capital Management that is helping business put their employees at the center of its business model

Learn how to acknowledge human capital management to encompass issues far beyond hiring and compensation

Explore how to invest in the best approach that can be scaled across the business, throughout your value chain, and potentially the wider industry

Speakers:

Hear from the leaders on how they’re implementing transformative diversity initiatives

Understand the key importance of workplace equity to ensure everyone’s voices are represented.

Learn from the best inclusive practices that allow for all employees to feel fully engaged long term with the company’s values and purpose.

Speakers:

High quality sustainability data is paramount to businesses understanding the financial risk of climate change, the long-term competitiveness of the business and its profitability. Hear from market leaders who are leveraging data-points from across their business operations to shape business strategy and investments

Speakers:
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FAQ

A sustainable business, or a green business, is an enterprise that has minimal negative impact or potentially a positive effect on the global or local environment, community, society, or economy—a business that strives to meet the triple bottom line.

Paying attention to environmental, social, and governance (ESG) issues is becoming increasingly critical for all companies across all industries. In the latest McKinsey Global Survey, 83% of C-suite executives and investment professionals believe that ESG programs will generate more shareholder value in five years’ time than they do today. And in Accenture’s research on responsible leadership, companies with high ratings for ESG performance enjoyed average operating margins 3.7 times higher than those of lower ESG performers. Shareholders also received higher annual total returns to shareholders, outpacing poorer ESG performers by 2.6 times.
Simply put, sustainability is a business approach to creating long-term value by taking into consideration how a given organization operates in the ecological, social, and economic environments. Sustainability is built on the assumption that developing such strategies fosters company longevity.

As the expectations on corporate responsibility increase, and as transparency becomes more prevalent, companies are recognizing the need to act on sustainability. Professional communications and good intentions are no longer enough.

Danish state-owned energy company Orsted has revolutionized the power industry in its bid to reduce the effects of climate change. Divesting from coal-powered plants, it has reinvested into wind farms and is now the largest offshore wind farm developer in the world. Orsted achieved this feat by encouraging its supply chain ecosystem to align – and in so doing has reduced carbon emissions and achieved its net zero goal.

Nike and Adidas have both seriously stepped up. Nike has focused on reducing its waste and using renewable energy, while Adidas has created a greener supply chain and pledged that, by 2025, nine out of 10 Adidas articles will be made from sustainable materials.

Unilever and Nestlé have both taken on major commitments; Unilever is targeting net-zero emissions from its goods by 2039 and a deforestation-free supply chain by 2023. Nestlé has committed to achieving net zero greenhouse gas emissions by 2050 and having 100% recyclable or reusable packaging by 2025.

Walmart, IKEA, and H&M have moved toward more sustainable retailing, largely by leading collaboration across their supply chains to reduce waste, increase resource productivity, and optimize material usage. Walmart has pledged that, by 2040, it will have zeroed out emissions from all its vehicles and transitioned to low-impact refrigerants, IKEA is making strides to using only renewable energy across its value chain, and H&M has pledged to use 100% recycled or sustainable materials by 2030.

In biopharma, Biogen and Novo Nordisk have both worked toward energy efficiency, waste reduction, and other ecological measures. Biogen even tied part of its employees’ and management’s compensation to achieving its ESG goals, while Novo Nordisk has committed to net zero emissions across its entire value chain by 2045 at the latest.

Pepsi and Coca-Cola have both set ambitious goals for reusable and refillable packaging, as well as improving water stewardship and replenishment.

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