How Some of the World’s Biggest Businesses are Fighting Climate Change
Large companies of today are expected to create a positive impact on all the assets of the world – human, natural and societal, taking every measure possible to mitigate the effects of climate change.
Here’s how some of the world’s largest companies are doing their bit.
Nike
Goals:
- Minimise environmental footprint
- Transform manufacturing
- Unleash human potential
100% – Nike aims to reach 100% renewable energy by the end of FY25
Nike’s progess timeline
- 1990s: Known as a heavy polluter.
- 2000s: Cleaned up its operations.
- 2008: Contract footwear manufacturers have cut energy use per unit by around 50%.
- Today: Boasts some of the highest returns on sustainable investments among North American apparel and footwear companies.
Erricson
The Connected Mangroves project
WHERE?: Malaysia
WHAT?: Placing sensors in the plant site of the newly- planted mangrove sapling to monitor and manage this vital resource. 50% – Better maturity rates for the mangrove saplings
WHY?
- Mangroves are important in rebuilding the ecosystem
- Serve as breeding grounds for crustaceans and fish which attract migratory birds
- 50% – Malaysian mangroves have been destroyed
- 35,594 acres of mangrove habitats can prevent the release of about 13 million metric tons of carbon (that’s the carbon emissions of 344,000 cars!)
IKEA
- By 2020: 400% increase in sales of products geared toward more sustainable production and consumption
- €400 million to support communities most affected by climate change
- 30% more energy efficient by 2020
- €600 million
- Invested in renewable energy – Wind farms, solar panels, biomass generators
Unilever
100% – Renewable energy across all of its operations by 2030
L’Oréal
- 0 Deforestation by 2020
- 100% of its palm oil derivatives sourced sustainably
- 500 small farmers supported in Malaysia
Your business!
Looking to become a more sustainable organisation? Smarter Business can help with your energy, waste and water management and efficiencies.
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