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Transcript of McKinsey Sustainability
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8/3/2019 McKinsey Sustainability
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Many companies are actively integrating sustainability principles!"#$%!$&'"(!
)*+"#'++'+,!-..%(/"#0!$%!-!('.'#$!1.2"#+'3!+*(4'3,5!-#/!$&'3!-('!/%"#0!+%!)3!6*(+*"#0!!
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O
Exhibit 1
Moving beyond reputation
% of respondents,1 n = 2,956 Company is currentlytaking action
Company ismore effective thancompetitors
Reducing energy use in operations 63 47
Reducing waste from operations 61 44
Managing corporate reputation for sustainability 51 57
Responding to regulatory constraints or opportunities 46 50
Reducing emissions from operations 43 48
Leveraging sustainability of existing productsto reach new customers or markets
28 61
Managing impact of products throughout
the value chain 28 50
Improving employee retention and/or motivationrelated to sustainability activities
26 48
Mitigating operational risk related to climate change 22 41
Achieving higher prices or greater market sharefrom sustainable products
18 52
Reducing water use in operations 38 46
Committing R&D resources to sustainable products 31 59
Managing portfolio to capture trends in sustainability 38 56
!"#$%&'()$(*%"+,'"-(%+$.$)"/)'(0*"1('+2"'."/('($"'3"*,$"-4'5$2"-.$"('*"%,'+(6
C&'('8%(',!"$@+!#%$!+*(6("+"#0!$&-$!$&'!-('-+!
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P
H%96-#"'+!-('!-7+%!"#$'0(-$"#0!+*+$-"#-)"7"$3!-.(%++!9-#3!6(%.'++'+,!-..%(/"#0!$%!
('+6%#/'#$+\!S]!6'(.'#$!+-3!$&'"(!.%96-#"'+!&-4'!"#$'0(-$'/!+*+$-"#-)"7"$3!"#$%!+$(-$'0".!
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S
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$&(%*0&!+*+$-"#-)"7"$3!-7%#0!4-("%*+!9'-+*('+!$&-$!$&'!+*(4'3!-+A'/!-)%*$=
Leading the way with a strategic approach
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-('!9%('!7"A'73!$&-#!%$&'(!('+6%#/'#$+!$%!('6%($!$&-$!$&'"(!.%96-#"'+!-('!6*(+*"#0!'-.&!%8!$&'!
5O!-.$"%#+!('7-$'/!$%!+*+$-"#-)"7"$3!7"+$'/!"#!$&'!+*(4'3,!-#/!$&'3!(-$'!$&'9+'74'+!9%('!'88'.$"4'!
-$!$-A"#0!-.$"%#,!('7-$"4'!$%!.%96'$"$%(+,!9%('!%8$'#!$&-#!$&'!('+$!%8!('+6%#/'#$+!/%=
Exhibit 3
Little change across leadership criteria
% of respondents1
A few activities but no formalprogram to address issues
No sustainability activities
Sustainability is embeddedin business practices,with a formal program toaddress issues
Sustainability is embeddedin business practices,with no formal program toaddress issues
A formal sustainabilityprogram to address issues
3130
2422
1816
1820
88
How sustainability activities are organized Where sustainability falls on the CEOs global agenda
2011, n = 3,203
2010, n = 1,946
2
2010,n = 1,749
233 48 24
2011,
n = 2,956 26 45 22
A top-three agendapriority
Mostimportantagenda priority
A priority,but nottop three
Not asignificantagenda item
Companys overall effectiveness atmanaging its sustainability
2010,n = 1,705
284 40 21
2011,n = 2,956
243 46 21 4
8
Extremely Very Somewhat Slightly Not at all
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-("-(%+$.":,'4:$"4("*,$"'9$.-;;"$
4-7*'!8%(!.%96-#"'+!
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T
Exhibit 4
Leading with action
% of respondents1
Growth
Return oncapital
Riskmanagement
Committing R&D resources tosustainable products
6228
8053
Leveraging sustainability ofexisting products to reach newcustomers or markets
5825
7857
Managing portfolio to capturetrends in sustainability
7035
8550
Reducing emissions fromoperations
7340
7243
Reducing energy usein operations
7661
7443
Reducing waste from operations74
6068
41
Reducing water use in operations58
3673
41
Managing corporate reputationfor sustainability
7749
8053
Mitigating operational risk relatedto climate change
4419
6935
Responding to regulatoryconstraints or opportunities
6444
6848
Achieving higher pricesor market share because ofsustainable products
4215
7046
Improving employee retentionand/or motivation related tosustainability activities
4419
7044
Managing impact of products
throughout the value chain
66
24
67
46
Company is currentlytaking action
Value-creationlevers
Company is more effectivethan competitors
!"#$%&'()$(*%"+,'"-(%+$.$)"/)'(0*"1('+2"'."/('($"'3"*,$"-4'5$2"-.$"('*"%,'+(6
Sustainability leaders, n = 293
All other respondents, n = 2,663
Amarelos indicam intens
que lderes mais utilizam
Verdes indicam itens quetm maior gap entre lderes
e amostra total
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]
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7'4'7,!9%('!+$(-$'0".!-.$"%#+\!9*.&!&"0&'(!+&-('+!%8!7'-/'(+!-('!9-#-0"#0!$&'"(!)*+"#'++!
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+*+$-"#-)"7"$3!6(%0(-9+!"#!67-.'!$%!('+6%#/!$%!('0*7-$%(3!('Q*"('9'#$+,!.%96-('/!$@+!7"A'73!('7-$'/!$&-$!';'.*$"4'+!"#!$&'!7'-/'(+@!0(%*6!-('!9%('!$&-#!$
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^
Exhibit 5
Fewer barriers for leaders
% of respondents1
Lack of incentives tied toperformance on sustainabilityinitiatives
Pressure of short-term earningsperformance is at odds withlonger-term nature of sustainability
3321
3132
Lack of, or use of wrong, keyperformance indicators (KPIs) 28
13
Insufficient data or information toimplement initiatives
Sustainability isnt integrated into existingperformance management system
Company leadership sets sustainabilityas too low a priority
Business units are not engaged withimplementing sustainability initiatives
Sustainability department isdisconnected from the rest of theorganization, or is too low to
be influential
2113
2011
197
172
164
114
930
Insufficient resources forsustainability initiatives
Too few people are accountablefor sustainability
Company lacks the right capabilitiesand/or skills
We are capturing all the value we can
2515
2511
Current organizational structuredoesnt support accountability forsustainability activities
249
Barriers that prevent companies from capturing potentialvalue from sustainability initiatives
!"#$%&'()$(*%"+,'"-(%+$.$)"/)'(0*"1('+2"'."/'*,$.2"-.$"('*"%,'+(3
All other respondents, n = 2,663
Sustainability leaders, n = 293
X;'.*$"4'+!$@+!"96%($-#$!$%!#%$'!$&-$!$&'!9";!%8!"#/*+$("'+!('6('+'#$'/!"#!$&'!7'-/'(+@!0(%*6!/"88'(+!!
!
-!&"0&'(!"96-.$!%#!'#4"(%#9'#$-7!"++*'+!+*.&!-+!('+%*(.'!*+'!-#/!'9"++"%#+,!
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9%('!*(0'#$:-('!%4'(('6('+'#$'/\!'#'(03,!';$(-.$"4'!"#/*+$("'+,!9-#*8-.$*("#0,!!
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Value creation and industry
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"#!'96&-+"+!%#!-#/!'88'.$"4'!9-#-0'9'#$!%8!+*+$-"#-)"7"$3!-.(%++!"#/*+$("'+=!C&"+!.-(("'+!!
"+!+$"77!+%9'#!
-//"$"%#,!$&'!+&-('!$&-$!(-$'!+*+$-"#-)"7"$3@+!.%#$(")*$"%#!$%!+&%($B$'(9!4-7*'!-+!6%+"$"4'!&-+!
%#73!"#.&'/!*6!+"#.'!7-+$!3'-(@+!+*(4'3,!$%!P^!6'(.'#$=
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"#/*+$("'+,!$&'!('7-$"4'!"96%($-#.'!%8!'-.&!'88%($!4-("'+!GX;&")"$!TK=
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$'(9!4-7*'!.('-$"%#=!J'+6%#/'#$+!"#!)%$&!0(%*6+!';6'.$!('6*$-$"%#!$%!-//!-!+"9"7-(!!
!
/'#$+,!&%
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8/3/2019 McKinsey Sustainability
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Exhibit 6
Value varies by industry
% of respondents
Growth
Return oncapital
Riskmanagement
Committing R&D resources tosustainable products
Energy (2), high tech/telecom (3),manufacturing (1)
17
Health care/pharma (3)Leveraging sustainability ofexisting products to reach newcustomers or markets
15
Energy (1), extractive services2 (3), finance (2),high tech/telecom (1), manufacturing (2),retail (3), transportation (2)
Managing portfolio to capturetrends in sustainability
20
Reducing emissions fromoperations
10
Extractive services (3), retail (3),transportation (1)
Reducing energy usein operations
15
Retail (2), transportation (3)Reducing waste from operations 13
Reducing water use in operations 9
Energy (3), extractive services (1), finance (1),health care/pharma (1), high tech/telecom (1),manufacturing (2), retail (3), transportation (2)
Managing corporate reputationfor sustainability
20
Mitigating operational risk relatedto climate change
8
Energy (3), extractive services (2),health care/pharma (3)
Responding to regulatoryconstraints or opportunities
13
Achieving higher pricesor market share because ofsustainable products
13
Finance (3), health care/pharma (2)Improving employee retentionand/or motivation related tosustainability activities
11
Retail (1)Managing impact of productsthroughout the value chain 13
Total,n = 3,203
Industry, top three most cited activities1with potential to create significant value overthe next 5 years
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('50-0->*",-."623'("%0-0->")$&0-.$)2(0')
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55
Looking ahead
'967%3''!'#0-0'9'#$!-+!$&'3!-('!"#$%!%$&'(!-('-+!%8!)*+"#'++,!+*.&!-+!+$(-$'0".!67-##"#0=!_"$&!
SO!6'(.'#$!%8!('+6%#/'#$+!+-3"#0!.%96-#3!6'(8%(9-#.'!%#!+*+$-"#-)"7"$3!"+!-$!7'-+$!+%9'B!
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+*+$-"#-)"7"$3!-0'#/-=!1%+$!.%96-#"'+,!&%
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V0(''#W!.('/'#$"-7+,!$%!.%9673!#+$"$*$'!'+$"9-$'+!$&-$!6'%67'!-$!$&'!)%$$%9!%8!$&'!"#.%9'!63(-9"/,!
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Creating value!
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S!!
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-#/!#-$*(-7B0-+!/"+$(")*$"%#R!-#/!
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"$+!('+'-(.&!"#4'+$9'#$+!-#/!+-7'+!"#!.7'-#!$'.%7%03=!>$!-7+%!6(%9"+'/!$%!V0(''#W!"$+!%
Potential value from sustainability activitiesover the next 5 years, by industry
Energy
Composition of business portfolio
Innovation and new products
New markets
Growth
Green sales and marketing
Sustainable value chains
Sustainable operations
Returns on capital
Operational-risk management
Reputation management
Regulatory management
Risk management
Extractiveindustries1
High tech,telecom
Retail
!"#$%&'()*"+)*,-$()$.*"/+-0".1)"%-2&3"0).2&3"2$("-.1)+"04$4$5"4$('*.+4)*6"-4&"2$("52*")7.+2%.4-$6",).+-&)'0"2$("
" 8-'+%)9":;!!""*'*.24$2?4&4.>"*'+@)>6""2$2&>*4*
Significant value Modest value Little to no value
Exhibit 2
Industry-specific opportunities
5P
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&-+!+-4'/!9%('!$&-#!bU=^!)"77"%#!8(%9!('/*.'/!'#'(03!.%#+*96$"%#!-#/!
-#/!"$!&-+!'#+*('/!$&'"(!"#$'0(-$"%#!"#$%!$&'!.%96-#3@+!6(%.'++'+!)3!$(-.A"#0!6(%0('++!
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Risk management!
`'$$'(!9-#-0'9'#$!%8!("+A+!$&-$!-("+'!8(%9!+*+$-"#-)"7"$3!"++*'+!)'0"#+!
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7-)%(!-#/!6%%(!-..'++!$%!&'-7$&!.-('!-#/!'/*.-$"%#=!C&'!9"#"#0!0"-#$!`aE!`"77"$%#!9-#-0'/!"$+!
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-.$"4"$"'+=!H%96-#"'+!.-#!.&%%+'!$%!+''!$&"+!-0'#/-!-+!-!#'.'++-(3!'4"7:-!9-$$'(!%8!.%967"-#.'!
%(!-!("+A!$%!)'!9-#-0'/!
Sheila BoniniStephan Grner!"+!-!
5T
Related thinkingThe business
of sustainability:
McKinsey Global
Survey results
The business
opportunity in water
conservation