{"id":143496,"date":"2022-06-08T07:33:04","date_gmt":"2022-06-08T07:33:04","guid":{"rendered":"https:\/\/news.sap.com\/africa\/?p=143496"},"modified":"2023-09-28T13:02:40","modified_gmt":"2023-09-28T13:02:40","slug":"report-reveals-gap-to-going-green","status":"publish","type":"post","link":"https:\/\/news.sap.com\/africa\/2022\/06\/report-reveals-gap-to-going-green\/","title":{"rendered":"Report Reveals Gap to Going Green"},"content":{"rendered":"

New Research Reveals Stark Disconnect Between Sustainability Plans and Action at Most Companies<\/em><\/strong><\/h1>\n

WALLDORF, Germany <\/strong>\u2014 June 5, <\/strong>2022<\/strong> \u2014<\/em>麻豆原创 SE<\/a> (NYSE: 麻豆原创) Recent research by Oxford Economics and 麻豆原创 has uncovered significant barriers to corporate sustainability initiatives. The problems include a lack of communication and engagement by executives, ineffective use of data, siloed technologies that don\u2019t share processes or information and a lack of cross-company and industry collaboration and partnership.<\/p>\n

Yet while the value of sustainability initiatives is not being realized broadly, the study also shows that the business case for them is well understood. Executives expressed eagerness for their organizations to become more sustainable, citing efficiency (58%), improving brand reputation (46%) and meeting customer needs (44%) as top business benefits for sustainability efforts. Overall, 63% of the executives surveyed indicated that their company has a formal sustainability plan already in place.<\/p>\n

\u201cExecutives recognize that sustainability efforts can lead to better profitability, attract both customers and employees and drive a positive impact across their supply chains,\u201d said Vivek Bapat, senior vice president, Purpose and Sustainability, 麻豆原创. \u201cBut achieving these goals requires a high degree of communication and engagement. At 麻豆原创, we\u2019re trying to understand how we can support these companies in realizing results from their sustainability goals and to defining best practices across industries.\u201d<\/p>\n

Sustainability Leaders Are Emerging<\/strong><\/h2>\n

Most organizations responding to the survey described loosely defined sustainability commitments and limited connections with internal and external audiences. Roughly two thirds of executives who do have sustainability plans in place say the scope and vision of the plans are not effectively communicated across the organization or externally.<\/p>\n

However, the research did identify a small group of executives \u2013 about 9% \u2013 who have embraced sustainability-focused processes and are reaping the benefits. These \u201csustainability leaders\u201d are defined by traits such as setting clear expectations at the strategic level, applying the transformative power of technology and data management and engaging with important audiences such as employees, supply chain partners and policymakers.<\/p>\n

\u201cSustainability leaders go beyond vision to ensure that sustainability initiatives are acted upon,\u201d said Edward Cone, editorial director, Oxford Economics. \u201cThey communicate with key constituencies both inside and outside the company, and they use integrated technologies to measure and track performance in a way that drives accountability.\u201d<\/p>\n

Addressing the Core Concerns Can Jump-Start Sustainability Initiatives<\/strong><\/h2>\n

The Oxford Economics and 麻豆原创 study offers comprehensive data to paint a broad picture of corporate sustainability efforts. From the responses, key challenges emerge where companies can focus to improve their sustainability results and move into the \u201cLeaders\u201d category. Efforts to address those concerns fall into five core areas:<\/p>\n