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2022首席高管可持续发展调查(英).pdf
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2022首席高管可持续发展调查(英).pdf
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Deloitte 2022 CxO Sustainability Report
The disconnect between ambition and impact
2© 2022. For information, contact Deloitte Touche Tohmatsu Limited.
Punit Renjen
Deloitte Global CEO
Punit Renjen, Deloitte Global CEO
A letter from
*Compared to an October 2021 survey of 23,000 respondents in 23 countries conducted by Deloitte, where only 49% claimed to have recently
experienced a climate-related event. The CxO study appears to show much higher perception of, exposure to, and concern for climate change.
IN AUGUST 2021, UN Secretary General António Guterres
described the climate projections from the Intergovernmental
Panel on Climate Change (IPCC) report as “a code red for
humanity.” The report was published during a period that
brought historic, deadly flooding in western Europe and China;
uncontrollable fires in the Mediterranean and the western
United States; and extreme heat in the Pacific Northwest of
North America. The report projected that such disasters will
soon be far more common—and far more severe.
Between September and October 2021, right after the
IPCC Report was published, Deloitte polled more than 2,000
C-suite executives across 21 countries to examine business
leaders’ and companies’ concerns and actions when it comes to
climate change and environmental sustainability. We wanted to
know how CxOs were transforming their businesses to meet the
moment.
While no one person or entity can tackle climate change alone,
business leaders have a platform to support their own
organizations’ climate transformation efforts, engage their
employees in meaningful action, advocate for external
organizations’ taking steps to fight climate change, and
collaborate and innovate on sustainability solutions across
industries and disciplines. Moreover, CxOs are well positioned to
advocate for change: Our research found that CxOs appear to
show much higher perception of and concern for climate change
than the general public.*
Climate, indeed, weighs heavily on the minds of the world’s
executives. The results of our latest survey suggest CxOs’
concerns about the planet’s future have increased significantly
over the past eight months—but so has their optimism that
immediate action can make a difference. They understand that
the future of our planet depends on business cutting carbon
emissions and ingraining more sustainable practices into their
operations, and many are approaching the challenge with the
gravity and urgency it deserves.
3© 2022. For information, contact Deloitte Touche Tohmatsu Limited.
Punit Renjen
Deloitte Global CEO
Punit Renjen, Deloitte Global CEO
A letter from
Of the 2,000-plus leaders who responded to this survey, two-
thirds said their organizations are using more sustainable
materials and increasing the efficiency of energy use. More than
half have adopted energy-efficient or climate-friendly
machinery, technologies, and equipment. And a majority are
intentionally reducing air travel. The momentum is real.
However, there is also a disconnect between ambition and
action. We are far enough along in this journey to know that
substantive change can only come with bold, collective action.
Yet, organizations are struggling to embed climate
considerations into their cultures and strategies and obtain the
broad senior leader buy-in to effect meaningful transformation.
Our survey revealed a group of leaders—19% of the sample—
whose organizations serve as models for tackling sustainability
with efficiency and effectiveness, while reaping the benefits in
return.
These leading organizations have implemented at least
four of five “needle moving” sustainability actions (e.g.,
developing new climate-friendly products or services or
requiring suppliers and business partners to meet specific
sustainability criteria). These leaders are more concerned about
climate change and more likely to turn their commitments to
action. They’re less likely to see expense and near-term
priorities as obstacles. In other words, they understand the cost
of inaction. As a result, they’re seeing a number of benefits,
including to their bottom lines, stakeholder satisfaction, and
broader performance. Other CxOs can learn from them.
The battle against climate change isn’t a choice, it’s billions of
choices. No action is insignificant, but certain activities and
decisions “move the needle” more than others. Those bolder
actions from business leaders are needed now—while there’s
still time to limit the damage.
It’s time to prove we’re up to the challenge.
4© 2022. For information, contact Deloitte Touche Tohmatsu Limited.
Senior leader concern and optimism about
climate have increased significantly over the
past few months. However, there are multiple
disconnects between CxOs’ opinions and
motivations, the actions they’re taking, and
the impact they’re having. Lessons can be
learned from a small group of leading
organizations.
The disconnect between
Climate change and the C-suite:
ambition and impact
5© 2022. For information, contact Deloitte Touche Tohmatsu Limited.
CxOs’ apprehensions about the planet’s climate have increased over the last several months, as has their optimism that immediate action
can make a difference. But there are multiple disconnects between these business leaders’ opinions and motivations, the actions their
organizations are taking, and the impact they’re having, according to Deloitte’s survey of more than 2,000 CxOs across 21 countries.
Executive summary
Key insights include:
Approximately two-thirds of executives said their companies are very concerned about
climate change and 79% see the world at a climate change tipping point—a number
that was 59% in a similar Deloitte survey taken in early 2021. Their concern is
consistent with the impact climate change is already having:
• 97% of companies have already felt negative impacts of climate change.
• Eight in 10 CxOs said they’ve been personally impacted by climate events over the
past year.
• They’re feeling pressure to act from their stakeholders.
Yet, there is a prevailing sense of optimism:
• 88% agreed that with immediate action, we can limit the worst impacts of
climate change. That figure was 63% eight months ago.
While companies are acting, they are less likely to implement actions that
demonstrate they have embedded climate considerations into their cultures and have
the senior leader buy-in and influence to effect meaningful transformation.
• For example, they are more likely to have “used more sustainable materials” than
to have “developed new climate-friendly products or services.”
Additionally, CxOs continue to struggle with the short-term costs of transitioning to a
low-carbon future. The five lowest-ranked benefits of climate strategies cited by CxOs
were: revenue from both longstanding and new business, asset values, cost
of investment, and operating margins.
Lessons can be learned from leaders—representing 19% of the total survey sample—
who are implementing at least four of five of the following “needle-moving” actions:
• Developing new, climate-friendly products or services;
• Requiring suppliers and business partners to meet specific sustainability criteria;
• Updating or relocating facilities to make them more resistant to climate impacts;
• Incorporating climate considerations into lobbying and political donations; and
• Tying senior leader compensation to sustainability performance.
These leaders are more likely than others to see the benefits of their efforts and less
likely to see cost and short-term priorities as obstacles—perhaps an indication they
grasp the price of climate inaction.
Our report further explores the disconnects between ambition, action, and impact as
well as steps CxOs can take to start to bridge the gaps.
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