It will help you understand which issues are covered by this goal, and where other goals apply instead. The purpose of this section is to help clarify the scope for this goal. For example, a popular type of granite comes from only one district in India, where debt bondage, child labour and unsafe conditions for workers are prevalent issues. The scarcity of some natural resources results in extraction practices that undermine future-fitness.A Trucost study found that of the $2.15 trillion of environmental damage caused by the world’s largest 3,000 companies annually, 49% came from impacts hidden within their supply chains. Procurement practices typically focus on identifying the most cost-effective and efficient means of acquiring goods and services, sometimes at the expense of environmental or safety concerns.These statistics help to illustrate why it is critical for all companies to reach this goal: To find out more about how these goals were derived based on 30+ years of systems science, see the Methodology Guide.
To be Future-Fit, a company must: (a) have policies and processes in place that enable it and its employees to anticipate where negative supply chain impacts are likely to occur (b) avoid them where possible and (c) take measurable steps to address concerns that arise.Īs with all Future-Fit Break-Even Goals, a company must reach this goal to ensure that it is doing nothing to undermine society’s progress toward an environmentally restorative, socially just, and economically inclusive future. This goal requires a company to implement policies and procedures that continuously seek to increase the future-fitness of its purchases, with a particular emphasis on anticipating, avoiding and addressing issue-specific supply chain hotspots. Only when a company has effectively avoided or addressed such negative impacts can it consider itself to be Future-Fit. Common examples include energy, water, computers, transport, machinery, furniture, accounting services, and materials required to make products.Īll companies are mutually accountable 52 for the environmental and social impacts caused by the production and delivery of the goods and services they depend upon.
Considerations for assessment and reporting 3.5 Guidance on mapping processes and internal controls.3.4 Steps for creating effective internal controls.3.2 What are internal controls used for?.Pursuing future-fitness in a systematic way 2.4 Measuring the fitness of subsidiary companies.2.3 Differentiating between operational and product impacts.4.2 Assessing and reporting on Positive Pursuits.4.1 Creating or contributing to positive impact.1.4 How Positive Pursuits relate to the SDGs.Appendix 2: Deriving the Break-Even Goals and Positive Pursuits.Appendix 1: Properties of a Future-Fit Society.5.4 Deriving the Break-Even Goals, Positive Pursuits, and Indicators.Where we need to go: a Future-Fit Society