Post by account_disabled on Mar 6, 2024 6:58:15 GMT
Analyzing activities and identifying their sources of competitive advantage is an elementary action for all companies. This is achieved through a strategic tool called the value chain .
On the other hand, the Sustainable Development Goals ( SDGs ) are projects and efforts that are part of the 2030 Agenda proposed by the UN on Sustainable Development, which is considered an opportunity for countries and their societies to embark on a new path with the purpose of improving everyone's lives.
However, have you wondered... how could the Chile Mobile Number List SDGs be mapped to the value chain? According to SDG Compass there is a way and we will tell you.
Mapping the SDGs with the value chain
The greatest social and environmental impact a company has on the SDGs may be beyond the scope of the assets it owns or controls, with the greatest business opportunities potentially further up or down the value chain.
Therefore, it is recommended that companies consider the entire value chain, from the supply base and inbound logistics , through production and operations, distribution, use and end of life of the products. products as the starting point to evaluate impact and define priorities.
You are encouraged to begin this impact assessment by doing high-level mapping of your value chain to identify areas with a high probability of negative or positive impacts on the issues that the SDGs represent.
To do so, both current impacts and the likelihood of future ones must be taken into account.
This mapping does not involve a detailed assessment of each SDG at each stage of the value chain, but rather a high-level analysis of where impacts can be expected to be greatest. This means examining each segment of the value chain that falls within the scope of the assessment to identify areas where:
The company's core competencies, technologies and product portfolio currently or potentially contribute positively to the implementation of one or more of the SDGs.
The company's activities directly or indirectly throughout the value chain may have current or potential negative impacts on one or more of the SDGs.
Below you can see an example:
The three actions suggested in this step are designed for impact assessment at the entity level, but can be applied at the product, site or regional level as necessary. Whatever choice is made, it is important to be transparent about the limits that have been selected and why certain geographies or businesses are excluded.
During the mapping process, it is recommended to take into account the context, the proximity of operations and other segments of the value chain to geographical areas that have poor performance related to the SDGs.
For example, if the company has labor-intensive operations or supply chains in regions with low wages and poor compliance with labor rights and standards, this will likely define an area of high potential impact.
Likewise, current or potential operations in countries where there are human needs that the company's products can help address, such as medical needs or access to sustainable energy, may also indicate an area of potential high impact.
In some cases, industry sector data is available to help identify high-impact areas and additional tools can also assist in this process.
The mapping process includes engaging external stakeholders to identify views and concerns related to the company's current or potential impact on the SDGs. Stakeholder participation must be inclusive with due concern for the perspectives of marginalized and vulnerable groups.
Stakeholders will not always provide a complete understanding of all potential high-impact areas, particularly with respect to potential positive impacts the business may have. Therefore, mapping high-impact areas also involves an internal assessment of existing and potential links between the company's activities and the topics covered by the SDGs.
Select indicators and collect data
Mapping high-impact areas will help the company understand where to focus its efforts . For each of the potential high-impact areas, one or more indicators should be identified that most adequately express the relationship between the company's activities and their impact on sustainable development, so that performance can be tracked over time. .
To this end, the SDG Compass website contains an inventory of business indicators mapped against the 17 SDGs and their goals.
The inventory contains existing business indicators from widely recognized sources/standards such as GRI and CDP, and from other relevant sources. The company can select the most relevant indicators for each potentially high-impact area or use them as inspiration to define its own indicators.
To understand how each company impacts the SDGs, it is important to realize how business activities translate into economic, environmental and social impacts.
Logical model
A five-step process, often called a logic model, maps the path from:
Supplies.
Activities.
Products.
Results.
Impacts.
It is often useful to develop such a model together with stakeholders, including those affected. The logic model can be used to understand what data should be collected. For example, if the company cannot collect outcomes and impact data, it can do so with outcomes data.
Choice of indicators
To select appropriate indicators for impact assessment, the company must first choose a combination of indicators that offer a balanced and adequate reflection of the company's performance and impacts in a given area.
This includes considering different types of indicators, expressing inputs, activities, outputs, outcomes and impacts, and ensuring a balance between lagging indicators (those that measure outcomes and impacts) and leading indicators (those that predict outcomes and impacts). .
Identify and collect data for indicators
The next action is to identify and collect data for each of the selected trading indicators. It is not always possible to collect data directly, due to impacts occurring further up or down the value chain and also the complexity of the value chain.
The cost and complexity of measurement should be proportional to the value that measurement helps create.
Using existing business systems and processes for data collection, for example extracting required data from purchasing or sales systems, will be more efficient than developing new processes.
If the required data is not available through existing systems, other general data collection and aggregation methods include implementing reporting systems (for company operations and/or suppliers), conducting field visits, questionnaires , focus groups, interviews, etc.
For each data collection action, it is suggested that the company identify the risks of misreporting and establish controls to ensure data quality and integrity. Internal and external verification will help increase the reliability of the data.
An example of indicator selection
Consider a global manufacturing company that uses water in its production process. The company has many factories, some of which are located in relatively arid and high-poverty regions.
When the company analyzes its dependence and impact on water, it will first want to evaluate which of its factories (or key suppliers) are located in water-scarce regions. This can be achieved by using a water risk mapping tool such as the WBCSD Global Water Tool, WRI Aquaduct or the WWF-DEG Water Risk Filter.
In this case, an appropriate indicator would be “Total and percentage of withdrawals in stressed water or water-scarce areas”, however, the amount
of water used by the company is not the only important measure of its impact on communities and communities. ecosystems.
A water quality indicator is also key as it addresses the company's impact on the amount of water available to everyone.
To determine a water quality indicator, the company could use a global guideline (for example, from the WHO) or benchmarks established by the industry.
To capture both national and international standards for water quality, the company could select the indicator “Percentage of facilities that meet relevant water quality standards” or other indicators that help evaluate its impact on the human right to water. water, for example, indicators related to the availability, accessibility or affordability of water.
Together, these indicators will provide the company with a more complete picture of its factories' dependence and impacts on local water resources.
These examples and suggestions are just one way to show you how it is possible to map the SDGs with the value chain and the relevance it has if we focus on compliance with the 2030 Agenda. What did you think of the examples.
On the other hand, the Sustainable Development Goals ( SDGs ) are projects and efforts that are part of the 2030 Agenda proposed by the UN on Sustainable Development, which is considered an opportunity for countries and their societies to embark on a new path with the purpose of improving everyone's lives.
However, have you wondered... how could the Chile Mobile Number List SDGs be mapped to the value chain? According to SDG Compass there is a way and we will tell you.
Mapping the SDGs with the value chain
The greatest social and environmental impact a company has on the SDGs may be beyond the scope of the assets it owns or controls, with the greatest business opportunities potentially further up or down the value chain.
Therefore, it is recommended that companies consider the entire value chain, from the supply base and inbound logistics , through production and operations, distribution, use and end of life of the products. products as the starting point to evaluate impact and define priorities.
You are encouraged to begin this impact assessment by doing high-level mapping of your value chain to identify areas with a high probability of negative or positive impacts on the issues that the SDGs represent.
To do so, both current impacts and the likelihood of future ones must be taken into account.
This mapping does not involve a detailed assessment of each SDG at each stage of the value chain, but rather a high-level analysis of where impacts can be expected to be greatest. This means examining each segment of the value chain that falls within the scope of the assessment to identify areas where:
The company's core competencies, technologies and product portfolio currently or potentially contribute positively to the implementation of one or more of the SDGs.
The company's activities directly or indirectly throughout the value chain may have current or potential negative impacts on one or more of the SDGs.
Below you can see an example:
The three actions suggested in this step are designed for impact assessment at the entity level, but can be applied at the product, site or regional level as necessary. Whatever choice is made, it is important to be transparent about the limits that have been selected and why certain geographies or businesses are excluded.
During the mapping process, it is recommended to take into account the context, the proximity of operations and other segments of the value chain to geographical areas that have poor performance related to the SDGs.
For example, if the company has labor-intensive operations or supply chains in regions with low wages and poor compliance with labor rights and standards, this will likely define an area of high potential impact.
Likewise, current or potential operations in countries where there are human needs that the company's products can help address, such as medical needs or access to sustainable energy, may also indicate an area of potential high impact.
In some cases, industry sector data is available to help identify high-impact areas and additional tools can also assist in this process.
The mapping process includes engaging external stakeholders to identify views and concerns related to the company's current or potential impact on the SDGs. Stakeholder participation must be inclusive with due concern for the perspectives of marginalized and vulnerable groups.
Stakeholders will not always provide a complete understanding of all potential high-impact areas, particularly with respect to potential positive impacts the business may have. Therefore, mapping high-impact areas also involves an internal assessment of existing and potential links between the company's activities and the topics covered by the SDGs.
Select indicators and collect data
Mapping high-impact areas will help the company understand where to focus its efforts . For each of the potential high-impact areas, one or more indicators should be identified that most adequately express the relationship between the company's activities and their impact on sustainable development, so that performance can be tracked over time. .
To this end, the SDG Compass website contains an inventory of business indicators mapped against the 17 SDGs and their goals.
The inventory contains existing business indicators from widely recognized sources/standards such as GRI and CDP, and from other relevant sources. The company can select the most relevant indicators for each potentially high-impact area or use them as inspiration to define its own indicators.
To understand how each company impacts the SDGs, it is important to realize how business activities translate into economic, environmental and social impacts.
Logical model
A five-step process, often called a logic model, maps the path from:
Supplies.
Activities.
Products.
Results.
Impacts.
It is often useful to develop such a model together with stakeholders, including those affected. The logic model can be used to understand what data should be collected. For example, if the company cannot collect outcomes and impact data, it can do so with outcomes data.
Choice of indicators
To select appropriate indicators for impact assessment, the company must first choose a combination of indicators that offer a balanced and adequate reflection of the company's performance and impacts in a given area.
This includes considering different types of indicators, expressing inputs, activities, outputs, outcomes and impacts, and ensuring a balance between lagging indicators (those that measure outcomes and impacts) and leading indicators (those that predict outcomes and impacts). .
Identify and collect data for indicators
The next action is to identify and collect data for each of the selected trading indicators. It is not always possible to collect data directly, due to impacts occurring further up or down the value chain and also the complexity of the value chain.
The cost and complexity of measurement should be proportional to the value that measurement helps create.
Using existing business systems and processes for data collection, for example extracting required data from purchasing or sales systems, will be more efficient than developing new processes.
If the required data is not available through existing systems, other general data collection and aggregation methods include implementing reporting systems (for company operations and/or suppliers), conducting field visits, questionnaires , focus groups, interviews, etc.
For each data collection action, it is suggested that the company identify the risks of misreporting and establish controls to ensure data quality and integrity. Internal and external verification will help increase the reliability of the data.
An example of indicator selection
Consider a global manufacturing company that uses water in its production process. The company has many factories, some of which are located in relatively arid and high-poverty regions.
When the company analyzes its dependence and impact on water, it will first want to evaluate which of its factories (or key suppliers) are located in water-scarce regions. This can be achieved by using a water risk mapping tool such as the WBCSD Global Water Tool, WRI Aquaduct or the WWF-DEG Water Risk Filter.
In this case, an appropriate indicator would be “Total and percentage of withdrawals in stressed water or water-scarce areas”, however, the amount
of water used by the company is not the only important measure of its impact on communities and communities. ecosystems.
A water quality indicator is also key as it addresses the company's impact on the amount of water available to everyone.
To determine a water quality indicator, the company could use a global guideline (for example, from the WHO) or benchmarks established by the industry.
To capture both national and international standards for water quality, the company could select the indicator “Percentage of facilities that meet relevant water quality standards” or other indicators that help evaluate its impact on the human right to water. water, for example, indicators related to the availability, accessibility or affordability of water.
Together, these indicators will provide the company with a more complete picture of its factories' dependence and impacts on local water resources.
These examples and suggestions are just one way to show you how it is possible to map the SDGs with the value chain and the relevance it has if we focus on compliance with the 2030 Agenda. What did you think of the examples.