Case studies – Who does this successfully?
We often get asked, “who does this successfully’?” This is an obvious question to ask and there are purpose-led companies big, medium, and small that can be pointed to and learnt from. We share some examples below.
What are people seeking in wanting to know the companies who are ‘doing’ purpose well?
As more organisations aspire to integrate purpose at the core of their operations, stories that shine a light on businesses that have made significant strides in reflecting purpose-driven behaviours are increasingly important. However, in sharing these stories, it is also important to consider: in wanting to know the companies who are ‘doing’ purpose well, what are people seeking?
For example:
- For those inspired to become purpose-led, there is a desire for clear examples to instill confidence and offer inspiration.
- At the same time, there are those who may feel apprehensive about the scale of change required and seek reassurance that such a transformation is possible.
- Additionally, sceptics may question the authenticity of purpose-driven initiatives, looking for inconsistencies or shortcomings in these examples.
As such, a response must carefully balance these varying perspectives, addressing the aspirations, concerns, and critiques that naturally arise. There is no purpose ‘manual’. There are, of course, companies we can learn from and take confidence from but there is no ‘paint by numbers’ in becoming purpose-led.
Sharing examples of purpose led behaviours – some challenges to navigate
There is a lot to navigate when identifying and sharing examples of purpose-led businesses, and it’s important to acknowledge the challenges in doing so:
- For most companies, transitioning to a purpose-driven model represents a significant shift and is fraught with challenges, from cultural change within organisations to managing often conflicting stakeholder expectations. The examples we have shared below represent steps in a longer journey towards full-scale transformation.
- There is no universal manual for becoming purpose led. Each company’s journey is unique, shaped by its history and its specific context, industry, and challenges. What works well for one company may not be applicable for another.
- Naming ‘best practice’ case studies can sometimes provoke a ‘gotcha’ mindset, where reactions focus on finding and criticising mistakes or inconsistencies. While we don’t advocate for ‘purpose washing’ this fault-finding focus can be counterproductive if it stops people progressing out of fear of not being perfect. Part of becoming purpose-led is accepting that there is no perfect end state that is truly tension-free
When delving into the examples and, particularly if you decide to share them more broadly – try to look at these as stories that illustrate bright spots and milestones in an ongoing journey, that are intended to highlight examples of progress, rather than as definitive, holistic examples of businesses that have purpose at the core of their operation
I cannot name good or bad business – only better and worse ones. In real life, organisations evolve constantly
Alison Taylor, Higher Ground
This video is a snippet from an extract from a video of a meeting with Alison Taylor, Clinical Professor at BYU Stern School of Business and author of ‘Higher Ground’ with the Purpose in Practice Community (PIPC) in October 2024. You can watch the full version here.
A number of the examples shared below are taken from Alison’s book .
Examples of purpose led practices
Reframing purpose to deliver greater value to society (Novo Nordisk):
Danish pharmaceutical company, Novo Nordisk, has placed purpose at the centre of its strategy and operations. Historically focused on producing insulin, Novo Nordisk recognised the need to expand its purpose beyond treating diabetes to address broader public health challenges. This shift led to a refined purpose: “to drive change to defeat serious chronic diseases,” emphasising prevention, accessibility, and innovation.
This purpose-driven approach has seen Novo Nordisk diversify its portfolio, intensify research and development, and engage in global initiatives such as the “Cities Changing Diabetes” programme and partnerships with UNICEF to combat childhood obesity. Moreover, the company prioritises people-centric decision-making, fostering a culture of dignity and development, which has solidified its reputation as one of the best places to work.
Novo Nordisk is a good example of how purpose and profit can co-exist, with its centering around purpose contributing to its recognition as the most valuable company in Europe in 2024.
Sources:
Defeat diabetes (novonordisk.com)
How A Strong Corporate Purpose Leads To Long-Term Profits (forbes.com)
Seeking to transform the chocolate industry (Tony’s Chocolonely):
Tony’s Chocolonely is seeking to transform the chocolate industry by setting a bar on ethical and sustainable practices. Tony’s Chocolonely has identified systemic issues in the chocolate industry, particularly exploitation in cocoa farming, as a driving force for rethinking how chocolate is sourced and produced. Persistent child labour, low wages, and deforestation in cocoa-producing regions such as Ghana and Côte d’Ivoire highlighted the need for a more equitable approach to supply chains, and a wider need to spark change in the chocolate industry.
Its focus is on addressing exploitation in cocoa farming by implementing five core principles: ensuring traceability of all cocoa beans, paying farmers a premium above Fairtrade standards, fostering strong farming cooperatives, establishing long-term purchasing agreements, and improving cocoa quality and productivity. These practices aim to reduce child labour, improve living standards, and mitigate deforestation risks in cocoa-producing regions such as Ghana and Côte d’Ivoire.
The company collaborates with cooperatives to support farmers with tools and training, ensuring sustainable practices. They also use GPS mapping to track farms and ensure deforestation-free sourcing. Measures like the Child Labour Monitoring and Remediation System help address social issues by working closely with farming communities to identify and resolve labour concerns.
Tony’s Chocolonely has also integrated ‘nature’ into its decision-making process by creating a unique governance structure that considers the interests of all stakeholders, including the environment. This is exemplified by its ‘golden share’ held by mission guardians, who ensure the company stays true to its commitment to ethical sourcing and sustainability whilst allowing stakeholders, including nature, to have a voice in governance and long-term strategy.
Sources: https://nl.tonyschocolonely.com/en/pages/tonys-5-sourcing-principles
https://www.iied.org/tonys-chocolonely-holistic-approach-sustainable-chocolate
https://www.tonysopenchain.com/
https://neilbendle.com/wp-content/uploads/2024/10/Tonys-Chocolonely-Case.pdf
Shifting business operations for greater social impact (Philips):
Philips’ strategic shift from consumer electronics to health technology illustrates how redefining corporate purpose can drive both social impact and financial success. In the early 2010s, Philips transformed its mission to focus on ‘improving people’s lives through meaningful innovation’, centring on health technology rather than its traditional electronics business. This realignment was driven by the recognition of the urgent need to address global health challenges and leverage technological advancements to improve patient care. Philips invested in developing advanced medical equipment and innovative solutions, such as imaging systems and home healthcare devices, and also established refurbishment centres in Europe and the United States. These centres strip down, upgrade, and perform rigorous quality checks on medical devices before redistributing them globally, making high-quality healthcare equipment accessible to smaller clinics and facilities that previously could not afford them.
By enhancing access to essential medical technologies, Philips has enabled smaller healthcare providers to offer improved in-house diagnostics and treatments, thereby enhancing patient care and reducing the need for referrals to larger hospitals. This purpose-driven approach has also yielded significant financial benefits for the company. Philips’ share price rose by 82% over the five years ending in 2020, demonstrating that aligning business strategy with a clear, impactful purpose can drive substantial growth and shareholder value.
Sources:
How Philips has gone from electronics to transforming healthcare (technologymagazine.com)
Redefining the purpose of professional services (Bates Wells):
Bates Wells recognised that the traditional approach to professional services often prioritises financial performance above broader societal considerations. This disconnect between business practices and social impact led the firm to reassess its role as both a business and a service provider, and the role of purpose in professional services.
As the first UK law firm to achieve B Corp certification, Bates Wells formally committed to balancing profit with purpose. Its decision-making now incorporates social and environmental considerations, reflecting a belief that professional services firms can play a meaningful role in driving positive societal change.
The firm’s involvement in key cases and its promotion of the B Corp framework also illustrate its recognition of the sector’s potential to influence wider business practices.
Sources: https://bateswells.co.uk/about/being-a-better-business/
Investing in human potential (Chobani):
At the heart of Chobani’s purpose is a commitment to ‘making universal wellness sooner’ which translates into providing high-quality food while ensuring that the processes behind their products contribute positively to society. As part of this they have sought to address labour rights across the industry and support underserved communities. They entered into a partnership with Fair Trade USA, where the company launched a certification programme aimed at upholding labour rights and standards in the dairy industry. This initiative reflects Chobani’s broader goal of ensuring that food production is both fair and sustainable, setting new benchmarks for how a food business should operate. The partnership focuses on fair wages, safe working conditions, and respect for dairy workers.
In parallel with its work on labour rights, Chobani has made significant strides in supporting refugees, embodying its belief in investing in human potential. In 2022, Chobani pledged to employ 200 refugees in full-time or part-time roles across the United States over three years. This commitment is part of its involvement with Tent U.S. and Tent México, organisations dedicated to integrating refugees into the labour market. Additionally, Chobani initiated mentoring programmes aimed at supporting diverse refugee communities, including Afghan refugees, refugee women, Hispanic refugees, and LGBTQ refugees in cities such as Dallas, Houston, New York City, and Twin Falls. The company’s founder and CEO, Hamdi Ulukaya, is a strong advocate for the transformative power of employment for refugees, highlighting how jobs can provide stability, safety, and a path to integration. Ulukaya’s vision has helped shape Chobani’s inclusive culture, where the contributions of refugees are recognised as enriching the workforce with loyalty, creativity, and a strong work ethic.
Chobani’s commitment to its employees is also evident through its policies, such as raising the minimum starting wage to $20 per hour for all full-time manufacturing and corporate hourly workers in 2023. The company also offers English as a Second Language (ESL) training to non-native speakers and continues to invest in employee development through leadership and technical training.
Sources:
Valuing diverse perspectives and encouraging healthy and respectful debate (Allstate Insurance):
Recognising the importance of healthy, respectful debate, Allstate launched the ‘Better Arguments Project’ in partnership with the Aspen Institute and Facing History and Ourselves. This initiative aims to transform the nature of discourse by teaching participants, including employees, to prioritise empathy and compassion over merely winning arguments.
The Better Arguments Project is part of Allstate’s broader strategy to integrate inclusive practices into its corporate culture. This includes supporting Employee Impact Groups (EIGs), which enable employees with shared interests to connect, collaborate, and drive inclusive business practices. In 2020, Allstate furthered its commitment to diversity by becoming the first corporate issuer to appoint exclusively minority, women, and veteran-owned firms for a $1.2 billion bond sale. Additionally, Allstate has partnered with OneTen to address the opportunity gap by focusing on upskilling and promoting talent without four-year university degrees, aiming to create family-sustaining careers for underrepresented communities.
Sources:
Employee voice in decision-making (Salesforce):
Salesforce’s ‘Ethical Use Advisory Council’ gathers employees from across the company, ensuring that a diverse range of perspectives is brought into the decision-making process. The Ethical Use Advisory Council was created in response to the growing need for responsible technology use, as digital tools increasingly impact society at multiple levels. Recognising the societal implications of its innovations, Salesforce sought to build a structure that would allow employees to have a direct say in how the company addresses these challenges. The Council’s formation was driven by the belief that those who are closest to the work -Salesforce’s own employees – should have a voice in shaping the standards of the products they create and the company’s overall strategy.
The Council operates by evaluating potential ethical risks associated with Salesforce’s technology and recommending policies and practices that align with the company’s values of trust, customer success, innovation, and equality. It also serves as a vital forum for employees to raise concerns, discuss dilemmas, and co-create solutions. This inclusive approach not only ensures that ethical considerations are woven into the fabric of Salesforce’s operations but also empowers employees to take ownership of the company’s mission to use technology as a force for good.
Sources:
How Salesforce is Building a Culture of Responsible Technology (salesforce.com)
Advocating employee agency (Adobe):
Adobe’s employee advocacy programme, launched in 2013, empowers employees to become ambassadors by encouraging them to share their genuine experiences and insights, making them active participants in promoting the company’s values and mission. The initiative is based on the principle that when employees are provided with the right tools and trust, they become powerful advocates for the company. Adobe ensures employees are well-equipped through comprehensive training and resources, enabling them to confidently represent the company online. This strategy not only amplifies Adobe’s reach on social media but also fosters a strong sense of community and belonging within the company.
The success of Adobe’s approach is evident in its impact: employee advocates have significantly extended the company’s social media reach while enhancing internal communication and collaboration. By allowing employees to personalise the content they share, Adobe ensures the brand is represented in a way that is both authentic and engaging—resonating more effectively with audiences than traditional corporate messaging. Furthermore, this approach has been crucial in improving employee retention and satisfaction. Employees who feel their voices are valued and who can meaningfully contribute to the company’s image are more likely to be engaged and committed to the organisation.
Sources:
How Adobe Uses Employee Advocacy to Develop Killer Workplace Culture (ghostit.co)
The Brand Ambassador Role: How Adobe Maximizes Employee Advocacy (everyonesocial.com)
Navigating complex decisions (Rabobank):
Dutch bank Rabobank focuses on food and agribusiness. As it started to expand internationally the board realised that they would be confronted with ethical dilemmas and it therefore formed a standing committee to explore the ethical dimensions of its decisions. This ‘Global Ethics Committee’ makes an effort to include the voice of young employees, ensuring that a diverse range of perspectives are considered when tackling the ethical questions that arise in the grey areas of modern banking and finance.
“We took a psychological approach where we really looked at the root causes of why people do the wrong thing sometimes, or what people need from the context to do the right thing. It’s more realistic to fix the environment than to try and fix the individual. We include three regular employees in our ethics committee, and we try to explore really tough questions. We also provide moral courage and ethical leadership training.”
The committee is tasked with examining a wide range of business dilemmas, from the implications of artificial intelligence and cryptocurrencies to sustainability challenges, such as considerations of sourcing solar panels from Xinjiang. These are issues where existing policies, legislation, or regulations may not yet provide clear guidance.
The committee’s work goes beyond merely resolving individual cases; it plays a crucial role in shaping Rabobank’s internal policies and guiding its broader approach to its purpose. The outcomes of these deliberations often set moral precedents for similar future cases, helping to craft a more robust and ethically sound framework within the bank.
They also focus on enhancing employees’ capacity for ethical reflection by directly engaging them in shaping decision making:
Source:
Transforming agriculture through fair and sustainable practice (Riverford Organic):
Riverford Organic’s evolution into a fully organic farming business underscores their commitment to sustainable agriculture, ethical food production, and fair treatment of farmers. Originally a conventional farm in Devon, Riverford underwent a significant transformation in the late 1980s under the leadership of founder Guy Singh-Watson, who was concerned about the environmental and health impacts of conventional farming. This shift to organic farming was a challenging move, requiring substantial changes in land management and a commitment to natural methods of pest control and soil fertility. Despite these challenges, Riverford successfully transitioned to an entirely organic operation, setting an example of how farming can be both sustainable and profitable. in 2016, Riverford Organic Farms rebranded to Riverford Organic Farmers, a move that refocused the company’s objective on placing growers and vegetables at the heart of the business.
A cornerstone of Riverford’s purpose-driven approach is their Fair to Farmers Charter, an initiative aimed at ensuring fair and mutually beneficial relationships with their suppliers. The Charter, developed over 20 years, sets out clear guidelines for ethical trading practices, reflecting Riverford’s deep respect for the farmers who supply their produce. It addresses the exploitation of small producers by large retailers, advocating for fair prices, long-term commitments, and prompt payments. An independent ombudsman is in place to resolve any disputes, further reinforcing the Charter’s commitment to fairness. In a further demonstration of their commitment to fair practices, Singh-Watson announced plans to hand over more than three-quarters of Riverford Organic Farmers to its 650 employees, embracing an employee ownership model. This move ensures that the staff will have a significant say in the future of the business, aligning with Riverford’s values of fairness and shared responsibility.
Sources:
Get fair about farming (wickedleeks.com)
Staff ownership ensures Riverford doesn’t forget its roots (theguardian.com)
Cooperative regenerative agriculture (Andelsgaarde):
Andelsgaarde, established in 2018, is a Danish cooperative focused on converting conventional farms into regenerative agriculture. Andelsgaarde was formed in response to the growing awareness of the environmental and social challenges in conventional farming, such as soil degradation, biodiversity loss, and the economic pressures on small-scale farmers.
Recognising that these issues require collective action, the cooperative developed a model where members could share ownership and responsibility for transitioning farms to regenerative practices. Members contribute through a monthly fee, which supports the acquisition and transition of farms. In return, they gain part ownership, voting rights, and the opportunity to purchase produce directly from the cooperative.
This structure distributes the risks and rewards of farming among members while advancing sustainable practices like improved soil health and biodiversity conservation. The model highlights collective responsibility and shared benefits in tackling agricultural challenges.
This approach challenges the traditional notion of agriculture as an isolated endeavour, advocating for shared accountability in addressing food system challenges.
Sources:
Initiatives for affordable green energy (Octopus Energy):
Octopus Energy recognised the barriers many people face in understanding and participating in the energy transition. High upfront costs, technical complexity, and a sense of detachment from renewable initiatives have long been challenges for the sector.
In response, Octopus aimed to focus more attention on the needs of their customers than traditional energy companies by introducing initiatives such as Zero Bills Homes and the Fan Club to help its customers to see how they can the directly benefit from the energy transition. The Zero Bills Homes scheme involves constructing energy-efficient homes equipped with solar panels, heat pumps, and energy storage systems. These homes are designed to produce sufficient renewable energy to cover their energy needs for 5–10 years, helping to lower costs and reduce carbon emissions. Partnerships with developers aim to expand this model, with plans for retrofitting existing homes
The Fan Club provides financial incentives to residents by offering discounts on electricity when local wind farms generate surplus power. This program encourages households to align energy usage with renewable production, fostering more sustainable consumption habits.
These initiatives highlight a recognition that tackling the climate crisis requires practical, relatable solutions for consumers, as well as systemic changes within the energy sector.
Sources: https://octopus.energy/blog/introducing-octopus-zero/
Meaningful work accross the supply chain (IKEA):
At IKEA, there is a great emphasis on the importance and respect of the workers across the supply chain. Its ‘Human Resource Idea’ focuses on the growth and development of team members, underpinned by a core belief in ‘decent and meaningful work’. Greg Priest, Social Impact and Human Rights Manager has said that:
“This not only refers to the products and services we provide, but also to the impact we have on people’s lives through employment opportunities. It includes: a healthy and safe workplace, freedom from discrimination and freedom of association. It refers to job security, predictable working hours, financial stability and training. We also include the idea of ‘meaningful work’ , in other words, feeling like you can contribute and add value to your company, as well as find meaning and personal development in your own life through work.”
By investing in its people, IKEA ensures that its purpose is realised across its global operations, creating a virtuous cycle where satisfied employees lead to satisfied customers.
Sources:
A fair and equal value chain (ikea.com)
“People, Purpose, Passion and Profit are the guiding light in these challenges times” (ingka.com)
Upholding human rights through rigorous risk assessment (Diageo):
As part of its broader sustainability agenda, Diageo conducts rigorous Human Rights Impact Assessments (HRIAs) to identify, assess, and mitigate potential human rights risks associated with its business activities. The HRIAs are a cornerstone of Diageo’s approach to responsible business practices. These assessments are conducted by specialists in collaboration with internal teams, focusing on high-risk areas within Diageo’s global supply chain. The process involves engaging with various stakeholders, including employees, suppliers, and community members, to gather insights and understand the potential impacts on human rights. Through these assessments, Diageo identifies key risks such as labour rights violations, land tenure issues, and the exploitation of vulnerable groups.
To address identified risks, Diageo develops and implements targeted action plans, integrating them into the company’s routine risk management processes. The effectiveness of these plans is continuously monitored and adjusted as necessary. Additionally, Diageo requires its suppliers to adhere to strict human rights standards, and it conducts regular audits to ensure compliance. Non-compliance can lead to a reassessment of business relationships and, if necessary, the cessation of trade.
Sources:
Incorporating human rights into sustainable energy practices (Vestas):
Vestas directly addresses the human rights challenges posed by its technologies, pledging to ensure that these considerations are embedded in the global energy transition. To address the potential the human rights challenges posed by sustainable energy technologies Vestas Wind Systems has undertaken a comprehensive, corporate-wide human rights assessment.
Vestas’ strategy involves rigorous due diligence processes that assess the human rights implications of their projects, particularly in regions where they operate. This includes evaluating the rights of local communities, ensuring fair labour practices, and safeguarding against any form of exploitation or discrimination. Vestas also collaborates with local stakeholders to address concerns and implement solutions that align with international human rights standards. This approach reinforces the company’s integrity and social responsibility, demonstrating that the pursuit of a sustainable future must go hand in hand with respect for human rights.
Sources:
Environmental stewardship (Ecover):
Founded in 1979, Ecover’s mission has always been to create cleaning products that are both effective and environmentally friendly. However, establishing themselves in the market was no easy feat. Initially, Ecover faced significant challenges convincing consumers to switch from conventional cleaning products to their eco-friendly alternatives. Many were sceptical of the effectiveness of green products, particularly in an era when sustainability was not yet a mainstream concern. Despite these hurdles, Ecover remained steadfast in its commitment to sustainability, pioneering the development of the world’s first phosphate-free washing powder—a significant innovation aimed at reducing water pollution and protecting aquatic life.
Over time, Ecover’s dedication to environmental sustainability began to resonate with a growing base of environmentally conscious consumers. This shift not only bolstered the company’s reputation but also fostered customer loyalty and opened up opportunities with like-minded suppliers. Ecover’s purpose-driven approach is further exemplified by its continuous innovation in sustainable products, such as 100% recyclable plastic bottles and plant-based cleaning solutions. The establishment of an ecological manufacturing plant in France underscores their commitment to reducing environmental impact across all operations.
Sources:
Where to start when launching a digital soap brand: the case of Ecover – Schoolab (theschoolab.com)
Green cleaning: There’s the scrub | The Independent | The Independent
Circular economy in fashion (MUD Jeans):
MUD Jeans recognised the environmental toll of conventional denim production—one of the fashion industry’s most resource-intensive and polluting segments—as a pressing issue requiring a new approach. With billions of jeans sold annually and significant waste generated through production and disposal, the company saw an opportunity to address this challenge through circular practices.
MUD customers can lease jeans by paying a monthly fee for 12 months, after which they can choose to keep the jeans, exchange them for a new pair, or return them for recycling. This approach aligns affordability with sustainability by promoting recycling and reducing waste. The brand also offers free repairs to extend the lifespan of its products and incorporates real-cost pricing to account for environmental and social impacts.
By closing the loop on denim production, MUD Jeans reduces resource consumption and fosters a culture of reuse, these measures reflect a practical response to the fashion industry’s broader sustainability crisis.
A holistic approach to sustainable mobility (Riversimple):
Riversimple’s approach to transport reflects a recognition that traditional car ownership and production methods are poorly aligned with long-term environmental sustainability. The environmental costs of manufacturing, resource extraction, and emissions prompted the company to develop an alternative model centred on hydrogen-powered vehicles provided as a service.
The company provides hydrogen-powered vehicles exclusively as a service, avoiding traditional ownership. Its vehicles are designed for longevity and recyclability.
Riversimple’s governance includes a board answerable to six ‘custodians’ representing diverse stakeholder interests, such as customers, communities, and the environment. This structure integrates sustainability into both the product and corporate decision-making, emphasising inclusivity and long-term ecological considerations.
By designing vehicles for longevity and recyclability and implementing governance structures that prioritise stakeholder interests, Riversimple is responding to the need for systemic change in the transport sector. Its approach highlights the importance of integrating sustainability into both products and the systems surrounding them.
Sources: https://www.riversimple.com/
Redefining corporate identity in renewable energy (Ørsted):
Ørsted shifted its business model by divesting fossil fuel assets, phasing out coal, and investing heavily in offshore wind projects. By 2019, Ørsted had exceeded its goal of 85% renewable energy production, achieving it 21 years ahead of schedule. These decisions were driven by a recognition that renewable energy offered a viable way to reduce carbon emissions while meeting global energy needs.
This transformation involved adopting innovative financing models, such as the ‘farm-down’ approach, to attract investment while mitigating risks. Ørsted’s focus on scaling up offshore wind capacity helped lower costs, making this technology competitive with fossil fuels. The company also pledged that all new projects by 2030 would have a net-positive impact on biodiversity and committed to eliminating landfill waste from decommissioned wind turbines.
Ørsted’s current focus on biodiversity, waste reduction, and net-positive environmental impacts reflects an ongoing response to the challenges of integrating large-scale renewable projects into fragile ecosystems.
https://orsted.com/en/what-we-do/insights/white-papers/green-transformation-lessons-learned
https://orsted.com/en/what-we-do/insights/white-papers/taking-action/orsteds-transformation
Championing transparency and collective responsibility (Atlassian):
Atlassian is committed to transparency, embodied in its core value: ‘Open Company, No Bullshit’. It seeks to integrate this principle into the company’s culture, ensuring that information is openly shared within the organisation, encouraging honesty and fostering trust among employees. By promoting open dialogue and collective decision-making, Atlassian seeks to create an environment where everyone’s voice is valued, driving innovation and accountability not only internally, but also in how it engages with customers and the broader community.
Reflecting the company’s commitment to its belief in the power of collective action, in 2023 Atlassian released a practical guide for companies aiming to achieve net-zero emissions. The guide provides a step-by-step approach for businesses to reduce their carbon footprint, addressing both direct and indirect emissions. This initiative is rooted in the company’s broader purpose: ‘Behind every great human achievement, there is a team’. Atlassian believes that tackling climate change requires teamwork, both within companies and across industries. Atlassian is also open and transparent about the challenges it faces on its journey to net-zero, acknowledging that it doesn’t have all the answers but is committed to sharing its learnings and strategies with the business community to help others on the same path.
Sources:
The Guiding Principles – Exploring Atlassian’s Core Values for Success (chatableapps.com)
Atlassian commits to the fight against global climate change (atlassian.com)
Measuring and acting on impact (Natura &Co):
Natura &Co identified mounting pressures on the environment and global supply chains, including deforestation, biodiversity loss, and inequality, as catalysts for rethinking its business practices.
The company’s ‘Commitment to Life’ framework emerged as a response to these interconnected issues, reflecting the need for more ambitious action across the cosmetics and personal care industries. The framework includes goals like net-zero carbon emissions by 2030, zero deforestation in the Amazon by 2025, and greater circularity in production. These targets were informed by a materiality assessment that highlighted both the impact of the company’s operations and the risks posed by environmental and social issues to its long-term viability.
The initiative incorporates a ‘heat map’ to assess the company’s impact across social, environmental, and economic dimensions. This tool helps Natura evaluate progress on areas such as biodiversity conservation, renewable material use, and community well-being.
Natura’s use of these tools shows an effort to systematise its response, addressing both its obligations to stakeholders and the challenges faced by the ecosystems and communities it operates within.
Sources: https://ri.naturaeco.com/en/esg/commitment-to-life-1-year/
https://2023ar.naturaeco.report/en/our-sustainability-vision/
https://www.cosmeticsdesign.com/Article/2021/06/23/Natura-Co-one-year-in-to-the-Commitment-to-Life/