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Jeanine Buzali, Changemaker Companies Director at Ashoka on why we should all start with embracing a culture of changemaking. Operating responsible businesses that positively contribute to society is increasingly becoming a necessity. The accelerated rate of change means organizations must learn to evolve from the inside out to respond and contribute to solving increasingly complex social problems. We know we need a profound transformation on how we do business, but there is no simple answer on the HOW. CSR won’t be enough. Kersia and Schneider Electric, supported by Ashoka, believe in the power of shifting mindsets, empowering employees to drive transformation from within, and be owners of change. For over 40 years, Ashoka has supported transformative journeys. We work with a network of 3,800+ systems-changing social entrepreneurs, as well as advise and partner with dozens of companies globally to advance social and environmental impact. Our Changemaker Companies Framework Anchored in this experience, our Changemaker Companies Framework, which is being incepted in partnership with business leaders and social entrepreneurs, puts people at the centre of this work. It is designed to help companies expand their impact. Deep shifts happen as a result. Companies find their purpose, connect it with their core business, and turn positive impact into a competitive advantage. Through a multi-prong approach in partnership with executives, HR, and internal impact champions, we work to develop an entrepreneurial culture, where employees are empowered to design socially relevant, innovative solutions that also contribute to business goals, and thus be owners of change. By going through this journey with impact partners focusing on systemic change, employees develop core skills such as empathy, creativity, systemic thinking, and smart risk taking that are crucial to adapting to and being able to drive change. The company then develops new ways of thinking about their role in society, as well as a cohesive impact framework that has clear ties to core business. It all starts with embracing a culture of changemaking A “culture of changemaking” is an environment where employees at every level of a company are empowered to think differently and use their skills to make a positive difference, transforming the organization and its priorities as a result. Creating this culture involves working to minimize siloed ways of working, including rigid roles and unnecessary hierarchies. People regularly come together, regardless of seniority, to reflect and learn from each other— allowing team members to adopt a mindset of possibility and problem solving for the common good. And when teams embrace changemaker skills, they take impact to another level. Ashoka’s Changemaker Skills After researching the skillsets of social entrepreneurs worldwide, Ashoka has identified four skills that lie at the heart of a culture of changemaking. CONSCIOUS EMPATHY Changemakers try to recognize and understand other people, groups and perspectives in all of their complexity. They spot and learn from patterns over time to act for the wellbeing of everyone. Based on a survey of 109 Ashoka Fellows and social impact leaders, McKinsey reported in 2019 that leaders who exhibit conscious empathy possess three key capabilities: they inspire others and build trust by finding common ground, develop a broader vision for the future, and lead by example towards this vision. Conscious empathy requires people to be open and self-aware and assume that others have good intentions. COLLABORATIVE TEAMWORK A changemaking organization operates in a constellation of non- hierarchical teams that come together around specific problems or opportunities. This fluid, ever-evolving way of working allows employees to break out of silos and play different roles in multiple teams, spreading knowledge and ideas across the organization. This approach also calls for collaboration across sectors, bringing down the walls between businesses, social enterprises, nonprofits, and other institutions to work towards a common goal. At Ashoka, 25% of all Fellows already focus on community participation and co-creation. SHARED LEADERSHIP Shared leadership encourages others to replicate models in order to achieve wider positive impact — an approach modeled by 90 percent of Ashoka’s Fellows. Collective leadership means that team members are invited to the table as co-creators. Leaders facilitate open dialogues that build shared purpose and instill ownership. This, in turn, allows businesses to envision new possibilities, particularly for those traditionally denied agency. PRACTICING CHANGEMAKING When changemakers examine social and environmental problems as complex ecosystems with the attitude that every problem can be solved, the answer often involves systemic action – the highest form of practicing changemaking. Since Ashoka selects its Fellows based on their systems-changing idea, we see 93% of Fellows successfully alter market systems by finding and addressing inefficiencies. They create novel solutions that are more effective, efficient, sustainable, or just. Why is a culture of changemaking important? Companies that champion changemaking skills play a leading role in addressing our collective challenges and advancing the common good. But there is also a strong business case: a culture of changemaking can be a powerful source of differentiation, helping companies attract top talent as well as clients and investors, in a world where delivering on purpose and impact goals increasingly matters to all stakeholders. With changemaking at the center, employees become more collaborative and entrepreneurial. Organizational models also become more flexible, allowing teams to quickly adapt and innovate. By collaborating with social entrepreneurs, companies gain a window into future market trends and can more easily identify the right impact goals that align with their core business missions. Companies can generate new value and build market power with new and untapped customers. Changemaking Culture in Practice The partnerships that Ashoka builds with companies are innovative in that we partner not only to drive profound systemic social and environmental impact in areas relevant to the company’s work, but we are also committed to supporting the internal journey of individuals inside the company, to unleash their potential for impact at work. Corporate leaders know their business best, therefore real impact goals tied to core business opportunities and externalities must come from them – in partnership with social entrepreneurs who have on-the-ground solutions to difficult problems. It is in this context that we then work towards reaching a tipping point of 10-15% of employees who understand this new way of working and have developed changemaking skills, and are able to work towards transforming internal priorities towards impact. About Ashoka: Ashoka identifies and supports the world's leading social entrepreneurs, learns from the patterns in their innovations, and mobilizes a global community that embraces these new frameworks to build an "everyone a changemaker world." Ashoka partners with companies to drive individual and organizational journeys of transformation that help deepen the impact work of social entrepreneurs as well as of companies themselves. The Global Compact Network Switzerland & Liechtenstein organized an event on "Transforming business into a force for good: Learning future skills from Social Entrepreneurs" in collaboration with Ashoka Europe in April 2021. Watch the whole event here:

The three finalists of the “Green Business Award” 2021 have been announced: Designwerk Products, Kern and Wingtra. We seize this moment to look back on the “Green Business Award” winner 2019 – HeiQ and how this award has helped them to evolve. As an advanced technology company in specialty chemicals and industrial biotechnology HeiQ is convinced that molecules and microbes will be part of the solution to save and preserve our planet for future generations. At HeiQ eco-sustainability, the development of eco-friendly products and the reduction of our negative impacts on the planet, is firmly anchored in the company purpose. It is part of the triple bottom line that we strive to maximize. Running a profitable business and improving the lives of billions by innovating their everyday products essentially summarizes what we do. Continuous improvement, doing better every day, is the essence of running a sustainable business. We create trust with our stakeholders via transparent communication and we celebrate diversity as a level for successful innovation. As an ingredient supplier, what we do is not only to be good ourselves, but to enable all others to be good, from mills to brands to consumers. Even though we are just a small company we amplify our impact infinitely via our business partners and direct marketing communication to consumers. We are, of course, very proud to have won "Green Business Award" in 2019, as for HeiQ it showed recognition of the positive connection between entrepreneurial success and sustainable action. Our Contributions to an Eco-Friendly Future For HeiQ, the future is unquestionably oriented towards continuing our pursuit of eco-friendly technologies. We use recycled and recyclable ingredients and ensure that the added functionality and ingredients that we offer do not impair recycling, upcycling nor circular use. We help to extend the lifetime and application area of everyday products by adding functionalities and preserving them from degradation and enabling reduced washing which equates to less water, less energy, lower detergent consumption. The Path Forward As we resolutely pursue the path we set-off on, we rely on our agility and ability to learn and adapt quickly. Where we encounter challenges and hurdles, we approach them as opportunities. With sustainability as our powerful driver for improvement and innovation, we have generated several sustainability initiatives in our company. We are currently collecting data and plan to publish our first Sustainability Report, following the guidance of the Global Reporting Initiative, in early 2022. About the “Green Business Award” The "Green Business Award" honours innovative companies that combine economic success with ecological impact. A unique selection process via national business associations and environmental organisations guarantees that the most convincing solutions are sought out each year. With the "Green Business Award" among other formats, "Green Business Switzerland" focuses on the positive connection between entrepreneurial success and sustainable action. Behind this forward-looking cooperation of key players from business and environmental protection are, among others, the FOEN, economiesuisse, öbu, Pusch, scienceindustries, Swissmem, Swiss Textiles, the Swiss Environmental Foundation and WWF Switzerland. This years three finalists of the "Green Business Award" were announced on 2 July 2021: Wingtra: WingtraOne - the mapping drone for the efficient use of resources Designwerk Products AG: Sustainably efficient, performing with certainty and economically worthwile - the Futuricum electric commercial vehicles Kern AG: PackOnTime 2box - tailor-made packages - quick and easy The award ceremony will take place on 22 September at "CE2 - Circular Economic Entrepreneurs" - a conference of the Swiss Economic Forum.

Katja Schoenle and Reto Saurenmann from PvL Partners offer an insight on how to boost your sustainability journey in your company with a pragmatic bottom-up approach leveraging the intrinsic motivation of your people. “How can you as a company embark on the sustainability journey?” Many companies ask themselves this question, because they experience pressure of various stakeholders like customers, employees, regulators and shareholders, as they demand sustainability as an increased business focus. Furthermore, sustainability can also open new opportunities for innovation and improve the quality of decision-making. To deal with this new trend is everything but simple. It is a very complex issue and many questions do not (yet) have a clear or simple answer due to a lack of standards or guidelines. Additionally, the purely monetary benefits of sustainability initiatives tend to accure in the long term, which conflicts with the search for short-term profits. PvL Partners faced the same question. Motivated employees launched the topic in our company by organizing “sustainability breakfasts”. These breakfasts fostered the brainstorming and shaped the sustainability aspiration and approach we are following today. During this movement, we have discovered that we have the biggest impact, advising our client on how to operationalize sustainability leveraging our core-offering in strategy, structure and people. Sustainability is also about defining clear goals, translating them into a suitable mindset and culture, and creating the right structures to enable the transition into sustainability in the long term. Therefore, we have developed a pragmatic four-step approach, which addresses sustainability holistically and allows an effective implementation of sustainability strategies. The first step is to identify and activate intrinsically motivated employees. The goal is to stimulate their interest with specific brainstorming or ideation sessions leveraging the SDGs or UN global compact principles. The point is to bring the employees on a common level of knowledge and understanding of the problem. This group of people then form a taskforce and take on the responsibility for the implementation of sustainability within the company. In a second step, a concrete sustainability goal must be defined together with the management. There is no generally valid solution for sustainability goals. Net-zero targets are tempting, but usually lay relatively far in the future. We would therefore propose targets along the most important income streams in order to have the biggest possible impact. These targets are then broken down into concrete plans and individual contributions across all functions and departments. The goal is to create clarity and transparency. After this, it is a matter of defining responsibilities and operationalizing sustainability in the corporate structure and culture. At best, intrinsically motivated employees can play a role here again as sustainability ambassadors. In addition, it should be examined whether new mandates, KPIs or committees are necessary or whether the existing decision-makers can also be leveraged for sustainability-specific topics. In addition, the topic of sustainability can be made more tangible for the entire company, for example, by means of gamification nudges. In order to keep the momentum high and to ensure that the energy of the intrinsically motivated does not fade away after a few months, the topic should be constantly driven forward by a cross-functional community. These ambassadors or energizers can keep the sustainability drive going through various initiatives, events, nudges and by celebrating successes. In addition, the achievements and efforts regarding sustainability should of course be recognized and rewarded by management. This pragmatic approach will help you and your company embark on the sustainability journey. If you would like to learn more, please don’t hesitate to get in contact with our Sustainability Practice (sustainability@pvlpartners.com). We are convinced that this topic can be introduced and promoted pragmatically and effectively even in smaller companies. Identifying, mobilizing and encouraging intrinsically motivated employees in your company is a powerful tool to kick-off your path to sustainability. Who are we? We are PvL Partners, a Strategy consulting boutique that bridges the gap between strategy definition and the translation into corporate structure and culture. We attach great importance to a co-creative approach when developing solutions with clients. As business architects we try to approach our clients' problems in a very holistic and long-term way to have a sustainable impact.

Today is World Oceans Day 2021. MSC Mediterranean Shipping Company (MSC) takes a moment to reflect upon the importance of the Ocean and the lives and livelihoods it touches We are all citizens of the oceans. For shipping, the ocean is our workplace and we have a responsibility to ensure the ongoing health of our oceans. As highlighted by the theme of this year’s World Oceans Day, we live off the ocean and we depend on it for our livelihoods. At MSC Mediterranean Shipping Company (MSC), contributing to a sustainable ocean economy is a key component of our commitment to the Ten Principles of the UN Global Compact as well as to the achievement of the UN Sustainable Development Goals, including those on climate action (SDG 13) and on life below water (SDG 14). Sustainable Ocean Transportation Requires Decarbonisation Decarbonising logistics is a top priority for MSC, and we maintain our focus on finding long-term solutions to address the climate challenge in collaboration with our partners across and beyond the transportation industry through platforms such as the Getting to Zero Coalition and Clean Cargo, among others. MSC’s pathway to logistics decarbonisation includes working towards carbon neutrality, supporting logistics transitional solutions and consistently pursuing efficiency programmes – which together have resulted in progressively reducing our emissions over the last decade. Our MSC FEBE vessel was recently awarded ‘Ship of the Year’ at the Seatrade Maritime Awards International 2020, recognising its state-of-the-art design and engineering that minimises wind resistance, resulting in lower fuel consumption and maximising energy efficiency. Understanding our Marine Environment In our first year of the United Nations Decade of Ocean Science (2021-2030), we are reminded of the importance of the shipping sector’s role in understanding our oceans. With more than 80 per cent of the world’s oceans unexplored, we need to better understand the marine environment in which we operate through robust monitoring and research. An example of how shipping can contribute to ocean science is MSC’s support to Team Malizia and Boris Herrmann. A special laboratory was installed onboard the Seaexplorer yacht (used in the Vendée Globe Race 2020) to measure CO2 levels, temperature, salinity and PH, helping scientists to understand the impact of climate change on the ocean – particularly in remote areas where there is currently little data available. Team Malizia is also raising awareness on climate through its A Race We Must Win movement, highlighting the need for progress on decarbonisation and renewable energies (the Seaexplorer equipped with solar panels and hydro generators thereby eliminating any need for fossil fuels). Photo credit: Yvan Zedda Protecting our Oceans and Coastal Ecosystems MSC’s commitment to the achievement of SDG 14 is reflected by its activities focused on the conservation of oceans and protection of marine life. We avoid routes along vulnerable areas, maintaining a firm position to preserve the Arctive environment and not use the Northern Sea Route for commercial shipping. Part of MSC’s Cargo Division, Terminal Investment Limited (TIL) has been supporting the wellbeing of coastal ecosystems in Togo, working with Lomé Container Terminal and the local authorities to undertake a comprehensive mangrove plantation programme. Providing food, flood protection and financial security to coastal communities in the area, the programme has led to almost eight hectares of mangroves in Zalivé. On the occasion of World Oceans Day, we call for continued action to conserve and protect oceans. As maritime citizens of the ocean, our lives and our livelihoods depend on it. For more information on MSC Mediterranean Shipping Company’s sustainability activities, see www.msc.com/che/sustainability

On today's World Environment Day, INTERHOLCO reflects upon the importance of sustainably harvested wood to turn its products into a forest of solutions: for forest, people and planet. A forest is more than a question of trees. People live in and from it, shaping their survival, identity and beliefs around it. At the same time, a forest is home to hundreds of species of animals and trees; it feeds water basins, stocks carbon and regulates rain regimes which affect far away countries. A forest is thus a living body in which multiple interactions occur. The Ngombé forest that INTERHOLCO manages in the North of the Republic of Congo is no exception. Covering a surface of 11’600 km2, the Ngombé forest hosts more than 80 villages, with about 16’000 forest inhabitants. As verified by FSC auditors once a year, INTERHOLCO provides more than 1’400 workers with multiple benefits, extended to their families and communities. INTERHOLCO’s forest sits between two National Parks: Odzala-Kokoua (13’500 km2) and Ntokou-Pikounda (4’572 km2), two integrally protected areas that the Republic of Congo manages for conservation purposes. Despite the Route Nationale 2, the state-built highway cutting through Odzala Kokoua park and Ngombé, all one sees is a large, uninterrupted stretch of forest roughly the size of Belgium. Thousands of elephants and gorillas (to name but two emblematic species) cross back and forth, as the Wildlife Conservation Society (WCS) found out in a survey carried out in 2014 and the World Wide Fund for Nature (WWF) in a 2009 study. As agreed with the Congolese state, owner of the parks as well as of the Ngombé forest, INTERHOLCO is required to secure the area against unauthorised settlement, illegal harvesting, poaching, bushmeat trade and irreversible change. Mr. BOKANDZA coordinates the activities of 40 law-enforcing eco-guards in the Ngombé forest. “We patrol the forest against illegal activities,” affirms Mr. BOKANDZA. “Also, we ensure that company vehicles are not used by poachers. Regular checkpoints make sure that those that drive into the forest are not complicit in illegal activities.” No wonder the area is a biodiversity eden. As a forest is an eco-system and a public good, and millions depend on it, dealing with a forest means taking care of a social landscape, too. INTERHOLCO regularly cross-checks its actions with the expectations of employees, their immediate communities, indigenous peoples, civil society, customers, international organizations, government representatives, scientific experts and journalists. Sustainability is everyone’s business and INTERHOLCO’s contribution to the United Nations Sustainable Development Goals (SDGs) stretches far beyond UN SDG 15, Life on Land. In fact, ‘Sustainable Hardwood – Made in Africa’, INTERHOLCO’s core product, delivers a good many other co-products, such as biodiversity conservation, climate change mitigation, rural development, social well-being and economic growth. To walk the talk, INTERHOLCO has chosen to adhere to the 10 principles of the UN Global Compact as well as to the principles and criteria of FSC forest management certification, the most demanding currently available. Wood from sustainably harvested natural forests is a forever renewable, beautiful raw material, playing a key role in the CO2 capture and storage processes. ‘Sustainable Hardwood – Made in Africa’, INTERHOLCO’s flagship product is engineered to foster health and well-being and to satisfy the needs of future-minded consumers, via a solid commitment to turn it into a forest of solutions: for forest, people and planet. Celebrate World Environment Day responsibly, choose wood! INTERHOLCO offers Sustainable Hardwood 'Made in Africa' as a responsible solution to promote better living conditions (construction with wood), reduce climate change, and increase social justice. As FSC-certified producer specialized in producing and trading logs, sawn timber, glued laminated scantlings and other products, INTERHOLCO manages the entire chain, from forest to customers since 1962. Harvesting wood selectively, INTERHOLCO protects 1.1 million hectares of natural forest from permanent conversion to agricultural land, giving 16’000 local inhabitants access to quality basic services and keeping the habitat of thousands of gorillas and elephants. Communications contact Tullia Baldassarri Höger von Högersthal INTERHOLCO AG, Schutzengelstr. 36, 6340 Baar, Switzerland Tel.: +41 (0)41 767 03 82 E-mail: media@interholco.com Video links Building sustainably (FSC webinar, presentation delivered by Tom van Loon, INTERHOLCO’s Head of Sustainability) Video testimonial 1: ‘Life’s worth? In wood it can be found’ Video testimonial 2: ‘The forest is everything for me and my family’ Video testimonial 3: ‘Our task? To secure the forest and keep it safe’

Evita Fakun, Group Sustainability & CSR Executive at The Lux Collective Ltd, on the importance of key partnerships to recover better and unite business for tomorrow Sustainability as a bedrock Using integrated thinking principles, approaching SDG action differently, are ways to build much needed resilience during a pandemic and prepare for a green recovery. In 2020, Paul Jones, the CEO of The Lux Collective with the NY Times bestselling author Ron Kaufman, embarked the group on a transformational journey called Built to Care. Resulting in a selection of projects to demonstrate Care with minimal funding, a Care Index was created to catalyse the creative execution of each initiative, for Guests, for Team Members, for the environment or the communities near our resorts. The rise in collective awakening with Covid-19, for more responsible consumption is evident. Sustaining 1 in 10 jobs worldwide, informal economies, fostering inclusiveness as it thrives, it is this very widespread network of international travel and tourism that will fuel a green recovery. This is even more essential in the Small Islands Developing States such as the Maldives and Mauritius, where The Lux Collective manages 8 luxury properties, sustaining over 3000 direct livelihoods. Our duty towards the country is to share our drive and knowledge to reinforce the countries’ recovery strategies. The two major UN statements #UnitingBusiness and #RecoverBetter to build back through public-private partnerships, were fully supported by the CEO. The message shared with all stakeholders was to reassure that no one is alone, no one is to be left behind as we work towards recovery. The group accelerated its mission to support the local economy with large scale renovation works, December 2019, at LUX* Le Morne ( Earthcheck profile ), one of its 5 Star properties. This meant an investment capped at MUR 135M (over 3M USD), was re-injected into the local economy during tough times and using principles of circularity for a low-footprint renovation. LUX* Grand Baie, the flagship The star of the group, LUX* Grand Baie (opening 2021) is working with local suppliers to adopt sustainable practices too. Together with suppliers, in line with UN SDG 17, local culture, local organic produce and eco-friendly amenities and ethical shopping will all be a part of the marketing of the property. The CSR partnerships of this resort will surpass that of its peers in number but also in quality and value creation. Transforming a supply chain into a sustainable one requires mastering design concepts, being alert to the opportunities around through stakeholder inclusiveness and selecting the Partnerships that truly create value on all three of the ESG pillars. For The Lux Collective, sustainability is not separate from luxury experiences. It is nourishing and helps them integrate seamlessly Gender Equality by supporting women-led social enterprises, or UN SDG 12, Responsible Consumption and Production though circular design and ethical sourcing. Delivering on all 17 SDGs is possible, even during a pandemic. The group is driven by the CEO’s commitment to the 1.5°C Business Ambition Campaign since pre-covid 2019 (unveiled at COP 25 by United Nations Global Compact, the Science Based Targets initiative (SBTi) and the We Mean Business coalition. It is during times of instability that businesses should keep re-aligning with their longer-term sustainability strategy. Discover how in their latest Integrated Annual Report. The Lux Collective is a luxury hotel management company. Its head office is located in Singapore. The group operates in Mauritius, Maldives, Reunion Island, China and France, with a clear international growth strategy. The company has been a Signatory of the United Nations Global Compact since its creation in 2018. The group manages the resorts of its sister company LUX Island Resorts, 1st hotel group listed on the Sustainability Index in Mauritius. Our higher Purpose since 2018, We Care About What Matters, is rooted in sustainability principles.

On May 16, International Day of Living Together in Peace, the Basel Institute on Governance reflects on how Collective Action can help strengthen governance and contribute to bringing about peace – crucial preconditions for prosperity and sustainable development. The UN Global Compact in its work on governance has long recognised the complex relationship between corruption, peace, the rule of law and sustainable development. So too does the UN 2030 Agenda: Sustainable Development Goal 16 emphasises how peace, stability, human rights and effective governance rest on the rule of law and strong, accountable institutions. This connection between corruption, governance and peace is something that our anti-corruption work at the Basel Institute on Governance has demonstrated time and again over the last 18 years. Addressing corruption challenges helps directly to build state capacity, expand social inclusion and improve the management of natural resources. All are fundamental to sustainable development and the prosperity that underpins peaceful societies. The journey, not just the destination A peaceful world free from corruption is a goal that that drives our work, and a dream shared by many citizens and businesses. But the journey to get there is also important. As the UN says about peace, it is not just the absence of conflict but a “positive, dynamic participatory process, in which dialogue is encouraged and conflicts are resolved in a spirit of mutual understanding and cooperation”. This spirit is at the core of Collective Action. Collective Action takes many forms, but is essentially about bringing together diverse stakeholders with different perspectives and priorities to find a joint solution to a shared challenge. This process of dialogue and collaboration fosters mutual understanding that focuses on pragmatic solutions while respecting different opinions and perspectives. It builds relationships and strengthens institutions across sectors and borders. These are recipes for sustained and solid peace. The target of Collective Action could be issues arising from Covid-19 or climate change, or global peace and security as the Final Communiqué of the G7 recently emphasised. But it can also address barriers to peace, such as corruption. Tangible co-action for fairer, cleaner business environments Collective Action against corruption has been our focus at the Basel Institute since its foundation. Today, through our B20 Collective Action Hub and guidance services, we support dozens of practitioners working to enhance responsible and sustainable business practices in their countries and sectors. We are seeing increasing interest by businesses and others in the application of Collective Action as a tool to address a wider combination of risks where corruption is an underlying issue. Human rights, sustainable development and good governance practices are all undermined by corruption. Whether driven by investors, regulators or societal expectations, there is a growing sense of urgency that collaborative approaches are needed now more than ever to tackle these challenges that cross borders and ultimately affect us all. Collective Action tools such as the Integrity Pact and High Level Reporting Mechanism bring governments and businesses together to improve high-value procurement processes – a topic that has triggered social unrest in many countries due to allegations of corrupt practices in Covid-19 emergency procurement. Some local certification initiatives for anti-corruption compliance bring large companies together with their smaller suppliers to address integrity and corruption risks in their business relationships. These kinds of collaborations help to support working with integrity and contributing to sustainable business, economic growth and the prosperity that fosters stability and peace. Who is leading the way? Like the UN Global Compact itself, the Collective Action approach embraces differences, unites diversity and channels the collective energy of different actors towards achievements that benefit all. No wonder that Collective Action is at the heart of the UN Global Compact’s Strategy 2021-2023. It has been a leader for many years in driving the concept and practice of Collective Action as a way for companies to foster a fair and enabling business environment. Others are following. One of our recent research papers revealed fresh endorsements and recommendations of anti-corruption Collective Action by around 20 governments in their national anti-corruption strategies as well as by the B20, UNODC, OECD, World Bank, World Customs Organization and GRI Standards. So on this International Day of Living Together in Peace, spend a moment reflecting on how your institution could take up those calls and lead the way in deploying Collective Action against corruption and other barriers to peace and sustainable development. Find inspiration on our B20 Collective Action Hub and in the ongoing work of the Global Compact. The Basel Institute on Governance is an independent, non-profit organisation working around the world to strengthen governance and counter corruption and other financial crimes. Headquartered in Basel, Switzerland since 2003, its 90 staff work with public, private, third sector and academic partners on issues of asset recovery, public governance, public financial management, compliance and anti-corruption Collective Action. As a facilitator of anti-corruption Collective Action initiatives, the Basel Institute hosts the B20 Collective Action Hub and has guided companies in multiple sectors towards pragmatic self-regulatory standards and best practices in compliance. See baselgovernance.org or go straight to the B20 Collective Action Hub at baselgovernance.org/b20-collective-action-hub

Affective Advisory on how an empirical approach should be applied to motivate behavioural change, foster organisational learning and ensure that CSR initiatives truly have a positive impact With the participation in the UN Global Compact, Affective Advisory became the world’s first consultancy specialising in applied behavioural science that explicitly commits to the principles of sustainable business. This commitment originates from their deep conviction that meaningful and responsible entrepreneurship should pursue not only purely economic, but also ecological and social goals. It further reflects their view that the major societal challenges can only be solved in partnerships. Behavioural science has repeatedly shown that small, subtle, and sometimes counterintuitive changes to the way information is framed, or processes are structured, can have a tremendous impact on the choices we make and the actions we take. Behaviour never occurs in a vacuum. It is strongly context dependent. For example, in the realm of ethical behaviour and corruption, research has demonstrated that most people cheat a little, when given the opportunity to do so. However, they only do so to the extent that they can ensure the preservation of a positive self-image. For moral considerations to impact choice, the dimension of our decisions need to be clear when we take action. Likewise, studies demonstrate that climate change risk perceptions are greatly influenced by experiential and socio-cultural factors. Eliciting affective responses to actual or past experiences can offer an effective way to nudge stakeholders towards more pro-environmental behaviours. Practical applications in organisations can be as simple as helping employees make more sustainable choices. In an easily reproducible example, a public organisation leveraged insights about people’s tendency to stick with the status quo, in order to reduce its environmental footprint significantly. By simply changing the printer default from ‘single page‘ to ‘front and back‘ they were able to reduce paper consumption by 44%, or an equivalent of 55 million pages, over a three year period. A huge return for a small change. The above examples, like many more, demonstrate the power of behavioural insights as a catalyst for change. Moreover, they illustrate that an empirical approach should be applied to foster organisational learning and ensure that CSR initiatives truly have a positive impact. As a team of qualified behavioural scientists, they are on a mission to advance public policy and strategy with evidence-based models. Affective Advisory is a leading behavioural science consultancy, applying academic insights to design human-centered, data-driven and science-backed strategy and policy solutions. Its team supports organisations in tackling some of the most critical social, ecological, economic and organisational challenges of our time, focussing throughout on human judgement and decision-making.

According to Dr Alex Gertschen, Head of “Tourism for Sustainable Development. A Global Initiative for Public and Private Sector Executives”, we have witnessed that we are more capable of action and therefore more accountable than we (prefer to) believe. How to survive in the short run without neglecting the destination’s or company’s long-term resilience and sustainability? The Tourism Recovery and Resilience Dialogue took up this question in order to provide orientation and inspiration to decision-makers. It consisted of three virtual events between November 2020 and January 2021, brought together 15 executives from the public sector, business and civil society as panellists, and had an audience of more than 1500 people from all over the world. The Dialogue – organised by the Global Compact Network Switzerland & Liechtenstein, the Swiss State Secretariat for Economic Affairs, the UN World Tourism Organization, the University of Applied Sciences of the Grisons and the World Economic Forum as part of their common initiative Tourism for Sustainable Development – brought about several conclusions that are relevant for this blog series: 1. COVID-19 is more of a driver for than an obstacle to a sustainable transformation of tourism The COVID-19 pandemic has made tourism actors more aware of the sector’s and society’s vulnerability. According to the panellists, this has translated into an enhanced awareness of the importance of a sound environment and a more sustainable development in different dimensions. Examples are: Guests have come to appreciate detailed and objective information on safety and hygiene measures as a basis for their decision-making; in the future, they will increasingly ask for such information also on a destination’s or company’s sustainability; Employees’ engagement and contentment must be actively encouraged as they are key for providing meaningful guest experiences; Local businesses as well as natural and cultural assets form the basis of tourism and must be increasingly strengthened, protected and supported. Even though safety and hygiene have become the industry’s top priority in the short-run, the above-mentioned changes will likely boost its sustainable transformation in the long-run. 2. Destinations have to evolve in their understanding and measurement of “success” Destinations have not yet a conceptual understanding of what a successful tourism beyond the generation of investments, income and jobs means. The challenges are: To better understand the economic costs of tourism, including opportunity costs; To better understand the benefits and costs in the socio-cultural and ecological dimension. The panellists called for a new definition of what success means, and for key performance indicators that allow to measure it. Moreover, they agreed on two things: that the COVID-19 context, in which hitherto unquestioned assumptions are being discussed, can be fruitful for collective processes towards a more balanced tourism; and that such processes have to be “close to the people”, i.e. local and inclusive. 3. Sustainability reporting is key and should be made mandatory When asked whether reporting on destinations’ and businesses’ ecological and social performance should be mandatory, an overwhelming majority of the audience said yes. Only 17% were not sure or against it (see graph). The panellists said that a useful reporting was not just desirable, but also feasible. Most data as well as technical support for smaller businesses and destinations are available. In order to make the reporting relevant to the customer, it should lead to a comprehensive labelling and afterwards certification of tourism actors, in particular of tour operators and destinations. At the moment, this is only common for accommodations. According to the survey of the third event of the Tourism Recovery and Resilience Dialogue, only 7 out of 41 responses were ambivalent or negative towards mandatory sustainability reporting. In my personal opinion, there is one more fundamental conclusion to be drawn from the COVID-19 pandemic. Since its outbreak, society has proved – at the local, national and global level –, just how capable it is of reacting to a pressing and massive challenge. What seemed impossible, even unthinkable, was done virtually overnight. In tourism – like in other industries – it is common to refer to the market or other circumstances to explain the gap between what should be and what is actually being done in terms of sustainable development. The COVID-19 experience has made us aware that what is considered “context”, and therefore outside of our scope of influence, need not necessarily be so. As individuals and collectives at all levels, we are more capable of action and therefore more accountable than we (prefer to) believe. If you agree with the author’s conclusion and are interested in making the tourism sector, your destination, or your business more sustainable and competitive, you should participate in the Distinguished Education Course. Like the Recovery and Resilience Dialogue, this exclusive course is part of “Tourism for Sustainable Development. A Global Initiative for Public and Private Sector Executives”, co-produced by the Global Compact Network Switzerland & Liechtenstein, the Swiss State Secretariat for Economic Affairs, the UN World Tourism Organization, the University of Applied Sciences of the Grisons and the World Economic Forum. Dr Alex Gertschen, Head of “Tourism for Sustainable Development. A Global Initiative for Public and Private Sector Executives”

In 2019, Nestlé committed to reaching net zero emissions by no later than 2050. As the world’s largest food and beverage company this is no small undertaking. Following detailed and rigorous work across our company, in December 2020 we published out net zero roadmap, charting a course for reducing emissions over the next 30 years or so. This objective involves our whole company – with every business, brand and employee playing their part. Almost every week brings a new initiative or project designed to reduce, remove or compensate emissions across our value chain. This month we’ve joined other companies and partners in launching the ‘Rimba Collective’ – safeguarding 500,000 hectares of tropical forests in South East Asia. And we’ve just announced that one of our biggest brands – KitKat – will reach carbon neutrality by 2025. No single company can go it alone on climate, of course. That’s why collective action is crucial in the effort to fast-track progress and avoid the worst scenarios indicated by science. Nestlé advocates for positive changes from policy makers to bring about the big system changes we need to see – from enabling access to electric and hydrogen trucks, to ensuring robust systems are in place to account for carbon reductions. Looking ahead, we’re focused on making an absolute cut in emissions of 20% by 2025, even as our company grows. By 2030, this objective rises to cutting emissions by 50% against our 2018 baseline. One major contributor is the introduction of regenerative agricultural practices for our key food ingredients. We look forward to working with our suppliers and farmers on this in the years to come. And finally, its essential for us to bring all our stakeholders along on the journey – including investors. At our Annual General Meeting on April 15, we received the backing of more than 95% of them for our roadmap, sending a strong signal of support for the work we are undertaking. You can see more on our plans in the following video, and be sure to check our Twitter and LinkedIn accounts for the latest climate news from Nestlé: Author: Owen Bethell, Senior Manager Environmental Impact, Global Public Affairs, Nestlé

Lena Melcher, Head of Marketing at Viatu on how Viatu is creating a long-term net positive impact in their destinations by prioritising the interests of people, wildlife & the environment Before the Coronavirus pandemic, crowded attractions and jam-packed destinations were a common sight. Overtourism was burdening destinations, communities and environments – being effectively unsustainable. Is this the opportunity to redesign travel as we know it? As the Coronavirus started waving across the globe, strict lockdowns and travel restrictions saw worn-out destinations regain their balance as travelling was no longer an option. Decreased tourists resulted in a reduction of crowds, pollution and adverse effects on local communities. And the current pandemic has largely affected travellers’ behaviours too. Nowadays, they are eager to explore remote destinations at a slower pace, seeking to immerse in local cultures. They are also likely to book last-minute trips because of fast-changing travel restrictions. This behaviour is enhanced by the pre-existing digital trend of booking with 52% of millennial travellers arranging trips online and 25% doing so from their mobile phones[1]. One thing is for sure though - not travelling at all is not the answer. Just because old-fashioned tourism was unsustainable does not mean that tourism as a whole can’t change. When managed, directed and guided with sustainability at its core, tourism has the capacity to create lasting effects on local communities and largely contribute to the conservation and preservation of the environment and wildlife. For this reason, we believe that this crisis is a chance to rethink travel. A recent study found that 76% of travellers are more concerned about sustainability after COVID proving that they believe the sector needs reform as well. However, the same study shows that only 55% of travel businesses implement a sustainability strategy – indicating an evident gap[2]. Travellers’ principles should be matched by the tourism industry, presenting a unique opportunity to redefine travel collaboratively. Current trends reveal that travellers desire to support local businesses and initiatives that are eco-friendly and look for sustainably managed travel options. Given consumer trends and the pandemic, travel in the future must become more conscious and sustainable - preserving destinations rather than exhausting them. To achieve this goal, the focus should be on promoting encounters and experiences with local people and the support of local businesses as well as the protection and conservation of nature and wildlife. Tourism stakeholders need to develop new strategies that incorporate sustainable practices to support this movement. This is the beginning of a new, more sustainable era of tourism. At Viatu, we aim to create a long-term net positive impact in our destinations by prioritising the interests of people, wildlife & the environment. If not now, when? Author: Lena Melcher, Head of Marketing at Viatu References: 1. Passport, December 2020, Digital Travel Innovation Across The Traveller Journey 2. Passport, December 2020, From Sustainability to Purpose: Roadmap to Recovery for Travel and Tourism

Benedikt Jaschke, Chief Quality Officer and Member of the Management Board, Kempinski Hotels on how Kempinski is building back better How has COVID impacted the way your customers research and book your services? We have seen an increase in demand for certification in regard to cleanliness and hygiene but also CSR commitment. Guests are far more sensitive to these topics than they used to be. To assure the highest level of hygiene and to protect guests and employees alike, we have established the Kempinski White Glove Service, taking into consideration all aspects of our daily operation. Guests reacted extremely positively as they were given full confidence in the cleanliness and disinfection of our premises. A good indicator of the shift in booking habits is that booking websites prominently display the standards hotels apply to assure safety for guests, even if in our segment, as I believe, it is expected by guests that, besides the local regulations, the hotels operate under the highest hygiene standards anyway. In addition, CSR plays a crucial role in the booking process and needs to meet the demands of today’s travellers. Our sustainability programmes consist of various initiatives directed towards reducing energy and water consumption, minimising waste, eliminating single-use plastic, maximising the engagement and wellbeing of employees, promoting the contribution to the health of local communities, preventing a breach of human rights, improving sustainable procurement practices in our supply chain and offering sustainable products and services, such as sustainable meetings. We work on a wide range of initiatives, such as EarthCheck, Clean the World, Soap for Hope and Linen for Masks and, wherever possible, implement these globally or at a local level. Do you believe this is a chance for a more sustainable tourism model? The latest tourism studies have shown that 70% of global travellers say they would be more likely to book accommodation knowing it was eco-friendly, and 55% of global travellers report being more determined to make sustainable travel choices compared to last year. I believe that in the corporate and leisure segment, the sustainability factor will become more and more important and offers a great chance for the industry to shift to a more sustainable way, concentrating again more on seasonality, locally produced goods, the support for local initiatives but, even more importantly, investing in education and training for the community, giving employment to the local population and embedding culture and traditions in the properties. In a few words, if customers demand a more sustainable way, we as hoteliers will follow and have the opportunity of gaining a higher market share by leading the change. How do you think tourism will evolve over the next few years? Leisure tourism will become more and more a way to explore the local culture and to get an understanding of the place we are travelling to. The integration of the hotels in the local community and the shift of mind to a more "giving back" mentality will happen as a necessity in response to the increased demand of the guests. Governmental regulations, a smaller amount of resources and the increase in cost of natural resources will force hospitality to adapt and change to be able to still operate in a profitable way. Guests want to enjoy a holiday guilt-free and not have to justify themselves, once home again. We are aware of this and constantly work on adjusting our offers. Picture: Benedikt Jaschke