Essilor’s Eye Mitra program: Serving BOP markets through inclusive business models

Offshore infrastructure firm Heerema took an unconventional approach to communicating its net-zero ambition to win buy-in from employees and stakeholders.

Families are the most prevalent type of business owners in any global economy. But succeeding across generations is tricky, and only a few continue to prosper across generations. The Family Business Book is your comprehensive guide to building a s...

As companies gradually move from ESG compliance to implementation, the Italian espresso machine maker La Marzocco shows how to avoid the reporting trap and turn

We systematically review business research concerning the planetary boundaries framework: A natural science framework that identifies nine Earth system boundaries that govern the safe operating space for humanity. Ten years after the introduction ...

Older workers have much to offer but don’t always get the chance to show it. Mixed-generation teams could help.

In episode six of Tech for Good, Edouard Treccani, principal at Founderful, a Swiss pre-seed Venture Capital fund founded in 2019, discusses its mission to inve

In today’s rapidly evolving market environment, businesses face growing pressure to move beyond the outdated ‘take-make-waste’ model. The future belongs to thos

Cross-sector partnerships formed to address societal challenges are widely advocated and increasingly common. Joint goal setting is an essential phase in the collaborative process that can determine the course of a partnership. Yet, little is know...

An integrated approach to activities that occur outside of markets can have important impacts for companies

The case highlights the significant role played by the International Olympic Committee (IOC) in reducing its environmental footprint and promoting sustainability in sports. As the leader of the Olympic movement, the IOC bore the responsibility of setting a positive example to inspire the broader sports community. With ambitious climate targets aiming to cut its carbon footprint in half by 2030, the IOC implemented a range of measures to reduce the environmental impact of its organization. These included the introduction of carbon budgeting, the adoption of innovative carbon footprint management tools as well as specific measures targeting areas such as mobility, building management and procurement. The Olympic House, inaugurated in 2019, was built according to some of the highest sustainability standards and stood as a testament of the IOC’s commitment to sustainability. Strategies to reduce emissions associated with international business travel, a major contributor to the organization’s overall carbon footprint, were particularly successful. The impact of these measures had to be carefully evaluated, considering their potential effects on organizational culture, efficiency, communication, employee satisfaction and talent attraction. Furthermore, the IOC leadership reflected on the effectiveness of its actions in inspiring other organizations within the Olympic movement to embrace sustainability practices. Looking ahead, the IOC remained committed to intensifying its efforts to achieve its carbon reduction goals by 2030. This included exploring improvements in impact measurement and introducing incentive schemes aimed at further encouraging carbon reduction.