The Sustainable Development Goals define global priorities and aspirations for 2030. Where does your company strategy align with these global goals? Learn how the SDGs affect your business, and gain the tools and knowledge needed to maximize your company's contribution to the success of the SDGs. GreenBiz 17 In-Depth Tutorials are intensive half-day sessions held prior to the start of the conference. These are designed to offer participants an opportunity to dive deeper into a topic of interest and develop tangible knowledge and skills. In addition, attendees will have a greater opportunity to network with their peers in these interactive sessions. Concurrent tutorials will be held the morning of Tuesday, February 14, and are available only to those who purchase an All Access Pass.

1. How corporates
align with the
Sustainable
Development Goals
GreenBiz 17
Phoenix, February 14, 2017

2. Our mission:
Accelerate progress to a world where more
sustainable companies are recognized and rewarded,
and therefore are more successful
200 global
member
companies
$9tn Aggregate
revenue of
members
19m Employees
in WBCSD member
companies
The World Business Council for
Sustainable Development (WBCSD)

3. This morning
Business alignment &
engagement with the SDGs
Understanding the SDGs
in a (big) business context
Challenges, opportunities,
and implications for business
on this agenda

4. Session agenda
8:30 Welcome and introduction: Understanding the SDGs
Filippo Veglio, Managing Director, Social Capital, WBCSD
8:50 Populism, trust and the opportunity for business
Bob Knott, Global Chair of Business + Social Purpose, Edelman
9:15 Audience feedback: What do the SDGs mean for your company?
9:30 The SDG Compass: 5 steps to align with the SDGs
Kitrhona Cerri, Director, Social Impact, WBCSD
9:45 Alignment in practice: Defining priorities, setting goals and integrating the SDGs
Gabriela Burian, Senior Director, Sustainable Agriculture, Monsanto
Dawn Rittenhouse, Director, Sustainability, DuPont
Ari Kobb, Director, Energy & Sustainability Solutions, Siemens Building Technologies
Arlan Peters, Head of Sustainability, Novozymes North America
11:00 Break
11:30 Reporting and Communication: GRI Reporting and the SDGs
Alyson Genovese, Head of Corporate/Stakeholder Relations – North America, GRI
11:50 Audience discussion: Defining priorities, setting goals and integrating the SDGs
12:20 Wrap up and close
Filippo Veglio

5. Understanding the SDGs

6. 17 goals have relevance and implications for
all countries across the world
Provide a shared narrative and generate
understanding of challenges
A historic opportunity for business to
engage as a positive force for society
The new language of sustainability
The Sustainable Development Goals

7. 17
Goals
169 Targets
230 Indicators
Go into great detail on exactly
what needs to be achieved across
social, environmental and
economic aspects
Highlight key data sets for
governments to monitor with a
view to achieving the goals
Wh a t a r e t h e S D G s ?
Complex & Detailed

8. • It is impossible to talk
about any one of the
Global Goals in isolation.
They are all
interconnected and form
part of an intricate web.
• Many of the goals are
complimentary however
some can pull in opposite
directions. It is therefore
crucial to have an
integrated approach that
looks at the whole
spectrum.
Source: Business & the SDGs- A guide to getting started, Innove, 2016 (adapted from Le Blanc)
Wh a t a r e t h e S D G s ?
Highly Interconnected

9. • Research conducted by ODI has assessed what
chances selected targets for each goal have of being
achieved by 2030 if current trends continue.
• Study ranked three key targets linked to poverty,
growth and biodiversity with a grade ‘B’, noting that
current trends will get the world close to meeting
these goals.
• The majority of the targets scored ‘C’, ‘D’ and ‘E’.
This group are moving in the right direction but will
require radical innovation to have a chance of
success by 2030.
• A final group, graded ‘F’, are assessed as needing a
complete reversal of current trends.
Source: ODI - http://www.developmentprogress.org/sdgs-scorecard
Wh a t a r e t h e S D G s ?
Ambitious and transformational

10. • Unlike the MDGs, the SDGs are not a
telescope through which richer
countries look at the developing world
– they have relevance and implications
for all geographies.
• Report by Bertelsmann Stiftung
examines the performance of countries
across the 17 SDGs concluding that
countries vary greatly in their capacity
to meet the goals.
• No one country performs outstandingly
in every goal; each country has lessons
to learn from the others.
Wh a t a r e t h e S D G s ?
A Universal Agenda
Source: SDG Index - http://www.sdgindex.org/

11. see the SDGs providing a clear framework to
structure sustainability efforts70%
believe the SDGs provide an opportunity to rethink
approaches to sustainable value creation87%
believe that business will be the single most
important actor in delivering the SDGs49%
Source: UN Global Compact-Accenture Strategy CEO Study 2016
B u s i n e s s & t h e S D G s
How CEOs See the SDGs

12. B u s i n e s s & t h e S D G s
Barriers to Engagement
Complexity:
Perceived as a “cost on business” as opposed to a
vast economic opportunity.
Wording of SDGs does not instantly resonate with
business.
Dismissed as responsibility of governments. Better to
wait until public sector take action
Agenda is extremely broad and challenging; has not been
made immediately accessible or appealing to business.
Language:
N.M.P:
Cost:

13. SDGs will not
be delivered
without
business
Technology & Innovation
Engine of Employment
Source of Finance
Wh a t t h e S D G s m e a n f o r b u s i n e s s
The Crucial Role of Business

14. Implications for Business
Risks of
inaction
Capturing
Opportunities
Reporting Collaboration
From a business
perspective it is
important to
understand the
implications of the
SDGs across four key
areas
Wh a t t h e S D G s m e a n f o r b u s i n e s s

15. • Costs of inaction: Failures in today’s economic model are adding
to a swelling list of environmental and social burdens placing
restraints on future growth prospects. These burdens represent a
mounting business cost and ultimately are turning the world into
a less viable place in which to conduct business.
• Regulatory risk: The SDGs reflect future policy direction at the
international, national and regional levels. A failure to integrate
them strategically represents long-term regulatory risk.
• Market disruption: Forward-thinking businesses are forging ahead
with disruptive new business models which threaten to radically
reshape markets.
• Reduced license to operate: The latest global report on trust in
business from Edelman shows a double-digit decline in the
credibility of CEOs in 80 percent of countries.
Implications for Business
Risks of
inaction
Wh a t t h e S D G s m e a n f o r b u s i n e s s

16. Capturing
Opportunities
• New growth markets: There is a massive market incentive for
companies who are able to offer SDG-relevant technologies and
solutions through sustainable and inclusive business models - an
economic prize worth at least US$12 trillion per year by 2030.
• SDGs as policy roadmap: Companies that align themselves with
the SDGs and are able to communicate clearly about how their
business helps governments to achieve the SDGs are likely to be
able to consolidate a strong license to operate and to
differentiate themselves from competitors.
• Regaining trust: Through aligning with the common language and
shared purpose of the Goals, companies will be able to forge a
new and improved social contract.
Implications for Business
Wh a t t h e S D G s m e a n f o r b u s i n e s s

17. Reporting
• Reporting requirements: UN Global Compact and GRI are jointly
developing a publication on SDG reporting, to be presented at
the UN Private Sector Forum, at the UN General Assembly in
September 2017.
• Rankings: Plans underway to develop corporate
benchmarks against SDG-related indicators. Will rank
companies from specific sectors and geographies on SDG
performance.
• New language of sustainability: Stakeholders will expect to see
companies communicating around their contribution to the
SDGs.
Implications for Business
Wh a t t h e S D G s m e a n f o r b u s i n e s s

18. Collaboration
• Sector Approach: Business as usual will not achieve the SDGs,
nor will innovation by a few pioneers. A new course is
required for entire sectors and industries. This is beyond the
reach of any one company. Realizing the goals means
collaboration among a critical mass of companies at the
industry level.
• Public Private Partnerships: These will also be needed, in
particular to drive to drive innovative solutions to unlock the
financing required to achieve the SDGs.
Implications for Business
Wh a t t h e S D G s m e a n f o r b u s i n e s s

19. The Commission brings together three
dozen leaders from business, finance,
civil society, labor, and international
organizations, with the twin aims of
mapping the economic prize that
could be available to business if the
SDGs are achieved, and describing
how business can contribute to
achieving them.
The Commission
Wh a t t h e S D G s m e a n f o r b u s i n e s s

20. Better Business, Better World Report
• The Commission’s flagship Better Business,
Better World report shows how pursuing the
SDGs could raise trillions in new market
opportunities in ways that extend prosperity
to all.
• Online resource includes, power-point
presentation, videos, and a library of case
studies.
The Commission
Wh a t t h e S D G s m e a n f o r b u s i n e s s
http://report.businesscommission.org

21. Creating more than
380 million jobs
$12 trillion
Achieving the SDGs would unlock
The Commission
Wh a t t h e S D G s m e a n f o r b u s i n e s s

22. 1. Build support for the SDGs as the right growth strategy in your
companies and across the business community
2. Incorporate the SDGs into company strategy.
3. Drive the transformation to sustainable markets with sector
peers.
4. Work with policy-makers to pay the true cost of natural and
human resources.
5. Push for a financial system oriented towards longer-term
sustainable investment.
6. Regain society’s trust and secure their licence to operate by
working with governments, consumers, workers and civil
society to achieve the whole range of SDGs
6 key
recommendations
for business
leaders
The Commission
Wh a t t h e S D G s m e a n f o r b u s i n e s s

23. Populism, trust and the
opportunity for business

24. 2017 Edelman
Trust Barometer
Global Report
1

25. Informed
Public
9 years in 20+ markets
Represents 13% of total global population
500 respondents in U.S. and China; 200
in all other countries
Must meet 4 criteria:
Ages 25-64
College educated
In top 25% of household income per
age group in each country
Report significant media consumption
and engagement in business news
General Online
Population
6 years in 25+ markets
Ages 18+
1,150 respondents
per country
All slides show General
Online Population unless
otherwise noted
2017 Edelman Trust Barometer
Methodology
28-country global data margin of error: General Population +/-0.6% (N=32,200), Informed Public +/- 1.2% (N=6,200), Mass Population +/- 0.6% (26,000+). Country-
specific data margin of error: General Population +/- 2.9 ( N=1,150), Informed Public +/- 6.9% (N = min 200, varies by country), China and U.S. +/- 4.4% (N=500),
Mass Population +/- 3.0 to 3.6 (N =min 740, varies by country), half sample Global General Online Population +/- 0.8 (N=16,100).
25
17 years of data
33,000+ respondents total
All fieldwork was conducted
between October 13th and
November 16th, 2016
Online Survey in
28 Countries
Mass
Population
All population not including
Informed Public
Represents 87% of total
global population

26. 2016: The Inversion of Influence
26
Source: 2017 Edelman Trust Barometer. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs. Informed
Public and Mass Population, 28-country global total.
Mass
Population
85%
of
population
48 Trust Index
15% of
population
60 Trust Index
Informed
Public
12pt
Gap
Influence
& Authority
Influence
Authority

27. 2017: Mass Population Rejects Established Authority
27
Mass population now has influence
and authority
Establishment left empty-handed
Influence
& Authority

28. 45 Global
70 India
67 Indonesia
62 China
59 Singapore
59 UAE
52 Netherlands
50 Colombia
50 Mexico
47 Brazil
47 Canada
47 Italy
47 Malaysia
47 U.S.
45 Argentina
42 Hong Kong
41 S. Africa
41 Spain
41 Turkey
40 Australia
39 Germany
38 France
37 U.K.
36 S. Korea
36 Sweden
35 Ireland
34 Japan
34 Poland
31 Russia
Trust Index
Mass Population
Left Behind
Average trust in institutions,
Informed Public vs. Mass Population
The Mass Population
distrusts
their institutions in
20 of 28 countries
Source: 2017 Edelman Trust Barometer.
The Trust Index is an average of a country’s trust in the
institutions of government, business, media and NGOs.
Informed Public and Mass Population, 28-country global
total.
Mass
Population
Informed
Public
28
60 Global
80 India
79 China
78 Indonesia
77 UAE
71 Singapore
68 U.S.
62 Canada
62 Netherlands
61 Italy
61 Mexico
57 Malaysia
57 Spain
56 France
56 U.K.
55 Colombia
54 Australia
54 Germany
53 Hong Kong
51 Argentina
51 Brazil
50 S. Korea
50 Turkey
49 Japan
49 S. Africa
47 Sweden
45 Russia
44 Ireland
43 Poland
Trusters
(60-100)
Neutrals
(50-59)
Distrusters
(1-49)

29. 2017: Trust Gap Widens
Source: 2017 Edelman Trust Barometer. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs.
Informed Public and Mass Population, 25-country global total.
29
Percent trust in the four institutions of government,
business, media and NGOs, 2012 to 2017
21 pts
19 pts
18 pts
53
60 60
44
48
45
2012 2016 2017
Informed
Public
15pt
Gap
9pt
Gap
A 3-point
increase in
the last
year
12pt
Gap
Largest Gaps
Mass
Population

30. Trust
in Crisis

31. 50% 55 53
48
42
53 52
43
41
Trust in All Four Institutions Declines
Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right
using a nine-point scale, where one means that you “do not trust them at all” and nine means that you “trust them a great deal.” (Top 4 Box, Trust) General Population,
28-country global total.
31
Percent trust in the four institutions of government,
business, media and NGOs, 2016 vs. 2017
Business MediaNGOs Government
Two of four institutions distrusted
Neutral
Trusted
Distrusted
-2 -1 -5 -1
20172016

32. The System
Is Broken

33. How true is
this for you?
Sense of injustice
Lack of hope
Lack of confidence
Desire for change
53%
32%
15%
Majority Believe the
System is Failing Them
Source: 2017 Edelman Trust Barometer Q672-675, 678-680, 688-690.
For details on how the “system failing” measure was calculated, please refer to the Technical Appendix.
33
Not at all true
9 8 7 6 5 4 3 2 1
1 in 3 are uncertain
Completely true
System failing System working
Approximately

34. Even Those at the Top Are Disillusioned
Percent who believe the system is not working
Source: 2017 Edelman Trust Barometer S8. Thinking about your annual household income in 2015, which of the following categories best describes your total
household income that year? S7. What is the last grade in school you completed? S9. How often do you follow public policy matters in the news? S10. How often do
you follow business news and information? General Population, 28-country global total, cut by ‘system failing’ measure. For details on how the “system failing”
measure was calculated, please refer to the Technical Appendix.
High-Income College-Educated Well-Informed
Top quartile of income College degree or higher
Follow business and public policy
information several times a week or
more
48% 49% 51%
21

35. Source: 2017 Edelman Trust Barometer Q672-675, 678-680, 688-690.
For details on how the “system failing” measure was calculated, please refer to the Technical Appendix. The margin of error for the countries scores was added and subtracted from
the global mean. Countries were considered above the global average if their score was higher than the global mean plus the margin of error. Countries were considered below the
global average if their score was lower than the global mean minus the margin of error. All other scores were considered aligned.
35
Global
France
Italy
Mexico
S.Africa
Spain
Poland
Brazil
Colombia
Germany
U.K.
Australia
Ireland
U.S.
Netherlands
Canada
Sweden
Argentina
Malaysia
Turkey
Russia
S.Korea
Indonesia
Japan
India
HongKong
Singapore
China
UAE
System failing 53 72 72 67 67 67 64 62 62 62 60 59 59 57 56 55 55 53 52 51 48 48 42 42 36 35 30 23 19
Uncertain 32 22 24 25 24 25 25 25 27 26 29 30 26 33 33 30 29 29 37 31 28 41 40 45 45 50 43 47 40
In 14 countries, the percent of
population that has lost faith is
above the global average
Systemic loss of faith
restricted to Western-
style democracies
1 in 2 Countries Have Lost
Faith in the System
Percent of population who believe
the system is not working
Above
global average
Aligned with
global average
Below
global average

36. Fears
Fuel the Fire

37. Corruption Globalization Eroding Social Values Immigration Pace of Innovation
Widespread corruption
Compromising the safety of
our citizens
Makes it difficult to institute the
changes necessary to solve our
problems
Protect our jobs from
foreign competition
Foreign companies/influence
damaging our economy/
national culture
Foreign corporations favor their
home country
Most countries cannot be
trusted to engage in fair
trade practices
Values that made this country
great are disappearing
Society changing too quickly and
not in ways that benefit people
like me
Influx of people from other
countries damaging our economy
and national culture
Technological innovations
happening too quickly and leading
to changes not good for
people like me
Concerns Have Become Fears
Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of innovation Q677.
For details on how the societal fears were measured, please refer to the Technical Appendix.
37
Percent of respondents who are concerned or fearful regarding each issue
69% Concerned
40% Fearful
55% Concerned
28% Fearful
56% Concerned
25% Fearful
62% Concerned
27% Fearful
51% Concerned
22% Fearful

38. Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of innovation Q677.
System is failing: Q672-675, 678-680, 688-690. For details on how the societal fears and the “system failing” measure were calculated, please refer to the Technical Appendix.
38
Fears Further Erode
Belief in the System
Percent of respondents with various fears
who also believe the system has failed them
When fears collide
with a belief that
the system is
failing, conditions
are ripe for
populist action
Corruption Globalization
Eroding
Social Values
Immigration
Pace of
Innovation
77 79 83 72 68

39. 11
34
A Case in Point: U.S.
39
Trust Barometer Supplement: Post-U.S. Election Flash Poll,
1,000+ General Population Respondents, Nov. 28 to Dec. 11, 2016
Trump Voters Clinton Voters
25
42
67%
are fearful
45%
are fearful
Source: 2017 Edelman Trust U.S. Flash Poll Q14. Who did you vote for? Audience: U.S. General Population, grouped by “system failing” segments and level of fear from the Trust
Barometer. For details on how systemic distrust and societal fears were measured, please refer to the Technical Appendix. Respondents were labeled as “fearful” if they were fearful
of at least one of the following societal issues: corruption, immigration, globalization, eroding social values, and pace of innovation.
System Failing
and Fearful Fearful

40. 7
20
A Case in Point: U.K.
40
Trust Barometer Supplement: UK Supplement, 1,150 General
Population Respondents, December 23, 2016 to January, 7 2017
Leave
the EU
Remain
in the EU
54%
are fearful
27%
are fearful
Source: 2017 UK Trust Supplement Q15. Did you vote…? Audience: UK General Population, grouped by ‘system failing’ segments and level of fear from the Trust
Barometer. For details on how the societal fears and the “system failing” measure were calculated, please refer to the Technical Appendix. Respondents were
labeled as ‘fearful’ if they were fearful of at least one of the following societal issues: corruption, immigration, globalization, eroding social values, and pace of
innovation.
System Failing
and Fearful Fearful
LEAVE
10
44

41. The Echo
Chamber

42. 42
The Echo Chamber in Action
Facts matter less Bias is the filter No humans needed
1 in 2 agree
“I would support politicians
I trust to make things better
for me and my family
even if they
exaggerated the truth”
53%
Do not regularly listen to
people or organizations
with whom they often
disagree
Nearly
4x more likely
to ignore information
that supports a position
they do not believe in
More likely
to believe
59%
Search
Engines
41%
Human
Editors
53%52% Never or rarely change their
position on important social issues
Source: 2017 Edelman Trust Barometer Q709-718. For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) Q755 Have you ever changed your position on an important social issue? (Sum
of “Yes, but rarely,” “No, never”) General Population, 28-country global total. Q749. When someone you know provides you with some information that supports a position that you do NOT believe, which of following do you typically
do with it? Q752. How often do you read or listen to information or points of view from people, media sources or organizations with whom you often disagree? (Sum of “Never,” “Almost Never,” “Several Times a year,” “Once or
Twice a Month”) Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format for presenting information, or a different style of communicating information. For each
pair, we want you to choose the one that you are more likely to believe is giving you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two options given--the one
that is most likely to be true most often. General Population, 28-country global total, question asked of half the sample.
Nearly

43. 43
2012 2017
Search engines* 61 64
Traditional media 62 57
Online-only
media**
46 51
Owned media 41 43
Social media 44 41
Media as an
institution
46 43
57
51
41
64
2012 2013 2014 2015 2016 2017
Traditional Media Shows Steepest Decline
Source: 2017 Edelman Trust Barometer Q178-182. When looking for general news and information, how much would you trust each type of source for general news and
information? Please use a nine-point scale where one means that you “do not trust it at all” and nine means that you “trust it a great deal.” (Top 4 Box, Trust) General
Population, 25-country global total, question asked of half the sample.
*From 2012-2015, “Online Search Engines” were included as a media type. In 2016, this was changed to “Search Engines.”
**From 2012-2015, “Hybrid Media” was included as a media type. In 2016, this was changed to “Online-Only media.”
Percent trust in each source for general news and information
43
Change,
2012 - 2017
+3
-5
+5
+2
-3
-3
Owned media now
as trusted as media
as an institution
Traditional media
down 5 points
43

44. Source: 2017 Edelman Trust Barometer Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format
for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are more likely to believe is giving
you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two options given--the one that is most likely to
be true most often. General Population, 28-country global total, choices shown to half the sample.
44
Official Sources Are Suspect
Percent who find each source more believable than its pair
55%
Individuals
45%
Institutions
71%
Reformer
29%
Preserver of
Status Quo
64%
Leaked
Information
36%
Company Press
Statements

45. 1
60 60 60
48 46 43
37 35
29
Aperson
like
yourself
Technical
expert
Academic
expert
Employee
Financial
industry
analyst
NGO
representa
tive
CEO
Boardof
directors
Governme
ntofficial/
regulator
Peers Now as Credible as Experts
Source: 2017 Edelman. Trust Barometer Q130-747 Below is a list of people. In general, when forming an opinion of a company, if you heard information about a company from each
person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box, Very/Extremely Credible) General
Population, 28-country global total, question asked of half the sample.
45
Percent who rate each spokesperson as extremely/very credible,
and change from 2016 to 2017
CEO credibility decreased the
most, dropping to an all-time low
-7 -5
“People in this
country have
had enough
of experts.”
– Michael Gove,
Member of Parliament, U.K.
A person like yourself now tied
for most credible spokesperson
-3 -7 -5 -4 -7 -5 -12 -10 -6
Y-to-Y Change+−

46. Business
on Notice

47. Business Plays a Role in Stoking Societal Fears
Source: 2017 Edelman Trust Barometer Q693-762. Some people say they worry about many things while others say they have few concerns. We are interested in
what you worry about. Specifically, how much do you worry about each of the following? Please indicate your answer using a nine point scale where one means “I do
not worry about this at all” and nine means “I am extremely worried about this”. (Top 4 Box, Worried) Q709-718. For each of the statements below, please indicate
how much you agree or disagree. (Top 4 Box, Agree) General Population, 28-country global total. Q349-671. For the statements below, please think about the pace of
development and change and select the response that most accurately represents your opinion. (Top 4 Box, Too Fast) General Population, 28-country global total,
question asked of half the sample.
47
Global population worries about
losing their jobs due to:
50% globalization
is taking us in the
wrong direction
53% the pace of change
in business and industry is
too fast
54%
55%
58%
60%
60%
Automation
Jobs moving to cheaper
markets
Immigrants who work for less
Foreign competitors
Lack of training/skills

48. Support for Anti-Business Policies
Source: 2017 Edelman. Trust Barometer Q709-718 For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) General
Population, 28-country global total.
48
Nearly 1in2 agree 69%agree 72%agree
Protectionism Slower Growth
“The government
should protect our
jobs and local
industries, even if
it means that our
economy grows
more slowly.”
“We need to
prioritize the
interests of our
country over those
of the rest of the
world.”
“We should not
enter into free
trade agreements
because they hurt
our country’s
workers.”
Protectionism

49. 49
Business Expected
to Lead
Source: 2017 Edelman Trust Barometer Q249-757. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree). General
Population, 28-country global total, question asked of half the sample.
.
75% agree
“A company can take specific
actions that both increase
profits and improve the economic
and social conditions in the
community where it operates.”

50. Business
Must Act

51. 51
Most Trusted
Business is the most trusted
among the 1 in 3 who are
uncertain about the system
The Last Retaining Wall:
Business Most Trusted
by the Uncertain
Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right
using a 9-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal”. (Top 4 Box, Trust) General Population, 28-
country global total, cut by “the system is failing’ segments. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer
to the Technical Appendix.
NeutralDistrust Trust
% trust in each
institution
Among those
who believe the
System
is Working
Among those
who are
Uncertain
Among those
who believe the
System
is Failing
Most Trusted
Most Trusted
NGOs 51 57 52
Business 47 58 58
Media 37 50 47
Government 29 53 62

52. When the System is Failing,
Companies Must Do More
Source: 2017 Edelman Trust Barometer Q80-639. How important is each of the following attributes to building your TRUST in a company? Use a 9-point scale where one means
that attribute is “not at all important to building your trust” and nine means it is “extremely important to building your trust” in a company. (Top 2 Box, Importance) Data
displayed is mean Top 2 Box rating for the listed items. Items were included if they were considered important by 50% or more of those who believe the system is failing. General
Population and cut by “the system is failing segments”, 28-country global total. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated,
please refer to the Technical Appendix.
52
Percent who rate each attribute as important in building trust in a company
(top 5 most important shown)
56
56
58
59
62
65
66
67
68
72
Ethical business practices
Pays its fair share of taxes
Listens to customers
Offers high-quality
products/services
Treats employees well
Among those who have
lost faith in the system,
expectations are higher
across the board
On average
+9pts
higher expectations
System Failing
General Population

53. Partnerships/
programs to address
societal issues
Business practices/
crisis handling
Financial earnings &
operational
performance
Employees Most Credible
Source: 2017 Edelman Trust Barometer Q610. Who do you trust MOST to provide you with credible and honest information about a company's financial earnings and operational
performance, and top leadership’s accomplishments? Q611. A company’s business practices, both positive and negative, and its handling of a crisis? Q612. A company’s employee
programs, benefits and working conditions, and how a company serves its customers and prioritizes customer needs ahead of company profits? Q613. A company’s partnerships
with NGOs and effort to address societal issues, including those to positively impact the local community? Q614. A company’s innovation efforts and new product development?
Q615. A company’s stand on issues related to the industry in which it operates? General Population, 28-country global total, question asked of one-quarter of the sample.
53
Most trusted spokesperson to communicate each topic
Innovation effortsTreatment of
employees/customers
Views on
industry issues
Company CEO
Senior executive
Employee
Activist consumer
Academic
Media spokesperson
17
20 21
24 26
2121 22 23
31
26
23
53
38 37
33 32 3028 29 29
25
22
29
16
22 22 21 23 22
9 9 11 11 13 14

54. Which is more believable?
Talk With, Not At
54
Source: 2017 Edelman Trust Barometer Q754. You are about to see a series of two choices. Each choice describes a different source of information, a
different format for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are
more likely to believe is giving you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two
options given-the one that is most likely to be true most often. General Population, 28-country global total, choices shown to half the sample.
51%
Personal
experience
49%
Data
57%
Spontaneous
speaker
43%
Rehearsed
speaker
54%
Blunt and
outspoken
46%
Diplomatic
and polite
62%
Company’s
social media
38%
Advertising

55. Thank You
1

56. Audience feedback: What
do the SDGs mean for your
company?
23

57. Audience feedback & reflections
• How familiar are you & your company with the
SDGs?
• Is your organization already working on
addressing / aligning with the SDGs?
• Why are the SDGs important from the
perspective of your company?
• What is the business case for tackling SDGs
within your organization?

58. The SDG Compass:
5 steps to align with the
SDGs

59. www.sdgcompass.org
• Guides companies on how they can align
their strategies as well as measure and
manage their contributions to the SDGs.
• Consists of a set of thorough guidelines as
well as an online inventory of indicators
and tools mapped against the SDGs.
• 2-page briefing notes for each of the 17
SDGs.
H o w s h o u l d b u s i n e s s e n g a g e ?
Navigating the SDGs

60. • A core component of
the SDG Compass is the
guidelines that it puts
forward in terms of
how to integrate the
SDGs into business.
• This guidance revolves
around a 5 step
iterative process.
H o w s h o u l d b u s i n e s s e n g a g e ?
SDG Compass Guidelines

61. Raw materials Suppliers Operations Distribution Product
use
Product
end life
INCREASING
POSITIVE IMPACT
MINIMIZING
NEGATIVE IMPACT
K e y c h a l l e n g e s
Value Chain Approach

62. Credible
SDG alignment
Cherry picking &
“SDG-wash”
vs
Source: Ethical Corporation
Most Popular SDGs for Business
K e y c h a l l e n g e s
Meaningful Engagement

63. Alignment in practice:
Defining priorities, setting
goals and integrating the SDGs

64. Focus on 3 steps during this panel
discussion

65. Alignment in practice: Panel
discussion
• Monsanto – Gabriela Burian, Senior Director, Sustainable
Agriculture
• DuPont – Dawn Rittenhouse, Director, Sustainability,
DuPont
• Siemens – Ari Kobb, Director, Energy & Sustainability
Solutions, Building Technologies
• Novozymes – Arlan Peters, Head of Sustainability, North
America

66. Integrating SDGs into our
Strategy

67. No Poverty
End poverty in all its
forms everywhere
Zero Hunger
End hunger, achieve food
security and improved
Nutrition and promote
sustainable Ag
Good Health and Well
Being
Ensure healthy lives and
promote well-being for all
at all ages
Quality Education
Ensure inclusive and quality
education for all and
promote lifelong learning
Gender Equality
Achieve gender equality
and empower women and
girls
Clean Water and
Sanitation
Ensure access to water
and sanitation for all
Affordable and Clean
Energy
Ensure access to affordable,
reliable, sustainable and modern
energy for all
Decent Work and Economic
Growth
Promote inclusive and sustainable
economic growth, employment
and decent work for all
Industry, Innovation and
Infrastructure
Build resilient infrastructure,
promote sustainable
industrialization and foster
innovation
Reduced Inequalities
Reduce inequalities within and
among countries
Sustainable Cities and
Communities
Make cities inclusive, safe,
resilient and sustainable
Responsible Consumption
and Production
Ensure sustainable consumption
and production patterns
Climate Action
Take urgent action to
combat climate change
and its impacts
Life Below Water
Conserve and
sustainably use the
oceans, seas and marine
resources
Life on Land
Sustainably manage
forests, combat
desertification, halt and
reverse land degradation,
halt biodiversity loss
Peace, Justice and
Strong Institutions
Promote just, peaceful
and inclusive societies
Partnerships for the
Goals
Revitalize the global
partnership for
sustainable
development
Monsanto’s Work Contributes to All 17 SDGs

68. Identify the degree to which Monsanto’s top material issues
align with each of the UN Sustainable Development Goals (SDGs)

69. 69

70. 70
Three SDGs high in importance that represent
how we are working to impact the six core goals
Strongest alignment represent
the areas where we can have the most impact

71. BETTER
PLANET
Take Action on Climate
Change and Protect Natural
Resources
BETTER
COMPANY
Engage Employees & Business
Partners to Succeed with
Integrity and Transparency
Growing Better Together
• Water
Efficiency
& Quality
• Carbon
Neutral
Agriculture
• Biodiversity
• Soil Health
• Farmer
Livelihoods
• Product Safety &
Stewardship
• Human Rights
• Corporate
Governance
• Business Ethics
• Supplier
Accountability
• Employee
Well-being,
Development &
Inclusion
• Community
Engagement
& Support
• Better
Harvests
• Nutritional
Well-being
• Reduced Food
Loss & Waste
BETTER
LIVES
Make A Balanced Meal
More Accessible for All and
Help Farmers and Society

72. The DuPont Sustainability Journey
V
a
l
u
e
Business Integration
1970 1989 2000 2006
Corporate
Environmentalism
Marketplace
Compliance
Sustainable
Growth
2015
Footprint
Reduction
Goals
Energy Goals
Market-Facing
Goals
SDGs & 2020
Sustainability Goals
72
Pollution
Reduction
t
Innovation

74. Sustainability at Siemens and the Path to
Climate Neutrality
February 14, 2017
www.siemens.com
Restricted © Siemens AG 2016

75. © Siemens AG 2017
February 2017Page 75 siemens.com/sustainability
“Siemens - Business to Society”
We measure our contribution on a global, national, site or project level
1
Positioning
Opportunity
development
2
What matters to society?
What is Siemens'
impact / value
today?
How can Siemens
shape the future
development?
Inside-out
Outside-in
Strengthening the
Economy
Developing local
Jobs and Skills
Driving
Innovations
Sustaining the
Environment
Improving
Quality of Life
Shaping Societal
Transformation
Highlight Results
  € 250’’ in GDP creation
 Germany: 40 % purchasing
volume and 40% revenue with
SMEs
 > 4’3 jobs enabled
 UK: > 400k students reached by
education projects
 1’’270 patients in emerging
countries have access to
Siemens imaging systems
 MoU signed with Argentinean
Government to drive
sustainable development

76. © Siemens AG 2017
February 2017Page 76 siemens.com/sustainability
To measure our contribution on a global level we mapped the SDGs to
our Siemens - Business to Society impact areas

77. © Siemens AG 2017
February 2017Page 77 siemens.com/sustainability
Siemens acts on climate change with an environmental portfolio
and its own CO2 neutral program
Siemens Environmental Portfolio:
CO2 reduction at our customer base by 521 million tons in FY16
Our goal of CO2 Neutral Siemens Program : CO2 neutral by 2030
‒ Energy Efficiency for factories and offices
‒ Decentralized energy systems
‒ Fuel-efficient car fleet / e-mobility
‒ Green electricity purchasing
Sustainable power
generation
Low loss power
transmission
Intelligent
distribution and
storage
Efficient energy
use
Main levers

78. Novozymes
Business and Sustainability
Journey
• Insert text
2000 – 2008
2009 – 2014
2015 - …
Manage Reputation Grow current Business
10 in 10 10 Bn DKK in turnover in
2010
Change the world
together with our
customers
Develop New Business
78

79. Novozymes
Impact Categories
Goals
17 15Targets
169
We break down the complexity within the
Global Goals (SDGs) to impact categories
relevant to our business
Nutrification
Land use
Food supply
Health
Chemicals
Climate change
Energy supply
Sanitation
Poverty
Resources
Forest
Acidification
Water supply
Gender
Waste
Global Goal assessment
and management
From GG complexity to quantifiable and operational
impact categories most relevant to our business

80. Our impact categories enable us to prioritize for the SDGs
Novozymes innovation pipeline
GG Assessment “Globe Stars”
Business models
Partnerships
Products, Applications
Etc. …
Global Goal assessment and management
Innovation opportunities are evaluated and prioritized based on their:
1. Market potential, 2. Strategic fit and 3. GG impact potential
GG
assessment
Extraordinar
y
GG
Contributors

81. Novozymes stands strong to ride the Global Goal waves!
• Nature based solutions delivering to many world needs
• Company Purpose, Strategy and Long Term Targets in sync with GGs
• GG assessment and management tool developed and applied

82. Reporting and
Communication: GRI
Standards and the SDGs

83. Focus on Step 5

84. Enabling and tracking private sector
contribution to the Sustainable
Development Goals (SDGs)
Alyson Genovese, Head of Corporate/Stakeholder
Relations – North America

85. About GRI
OurVision: create a future where sustainability is integral to every
organization's decision making process.
Our Mission: empower decision makers everywhere, through our
sustainability standards and multi-stakeholder network, to take action
towards a more sustainable economy and world.
We Believe:
• Transparency is a catalyst for change
• Standards empower informed decision making
• Public interest should drive every decision that an organization makes

86. Achieving the SDGs
“Business is a vital partner in
achieving the Sustainable
Development Goals. Companies
can contribute through their
core activities, and we ask
companies everywhere to
A call for action to businesses
Ban Ki-moon, United
Nations Secretary-General
assess their impact, set ambitious
goals and communicate
transparently about the results.”

87. GRI Standards and the SDGs
Indicators for all 17 Goals
The set of GRI Standards includes:
• 3 universal Standards, applicable
to all organizations
• 33 topic-specific Standards,
organized into Economic,
Environmental, and Social series
Organizations select and use only the
relevant topic-specific Standards, based
on their material topics
GRI Standards offer a global
common language for non-
financial information to meet all
reporting needs

88. Sustainable Development Goals
GRI’s role in enabling business & government action
• Data source for 12.6.
• Make accessible policy
developments and
reporting data at country
level
• Work with UN,
statistical agencies and
governments on business
and the SDGs
• Help companies
understand, align and
report contributions
• Convene private sector in
dialogue to understand
how to best report
against SDGs
Corporate
Leadership
w/ UNGC
SDG
Compass
Target 12.6
Tracker
Active
Policy
Dialogue

89. Building trust through transparency
The sustainability reporting process enables:
• Transparency
• Better decision-making
• Trust
Adding SDG reporting enables:
• Forward-focus vs. past issues/
accomplishments
• Better context to material impacts and
scope

90. Companies just starting to Report
SDG Commitments

91. Get Involved
Corporate Action Group (CAG) business engagement and peer learning
forum, where members work together to define and promote their business
contributions to the SDGs.
Multi-stakeholder Advisory Committee (MAC) CAG and dozens of
stakeholders will act as an international leadership group to guide companies to
embrace and report against the SDGs. MAC findings to be presented during the
UN High-level Political Forum on Sustainable Development
Expected Outcomes:
Better integration and alignment of
SDGs into frameworks
Publication on best practice SDG
reporting
List of business disclosures

92. Thank you
www.globalreporting.org
GRI
Barbara Strozzilaan 336
1083 HN Amsterdam
The Netherlands
Amsterdam | NewYork | Beijing | Sydney | New Delhi | Johannesburg | Bogotá | São Paulo
info@globalreporting.orgAlyson Genovese
genovese@globalreporting.org
603.834.5585
260 Madison Avenue, Suite 204
NewYork, NY 10016

93. Wrapping up
today’s session

94. This is what we set out to do
this morning
Business alignment &
engagement with the SDGs
Understanding the SDGs
in a (big) business context
Challenges, opportunities,
and implications for business
on this agenda

95. Road ahead for WBCSD
C on t in u in g t o e n gage arou n d SDG de v e l op m ent s
re l e v an t t o b u s in e s s
• Development & scale up of business solutions
• Alignment of measurement & reporting
agenda with SDGs
• Bi-monthly written briefings for WBCSD
members
• Executive roundtables throughout 2017 on
the basis of the Better Business, Better World
report
• “Learning by sharing” sessions (incl. webinars)
• Business advocacy at intergovernmental
forums
• Development of sector roadmaps
• Heads up: CEO Guide to the SDGs to be issued
at the end of March 2017

96. #SDGHub
The conversation continues!
www.sdghub.com

97. Filippo Veglio
veglio@wbcsd.org
Kitrhona Cerri
cerri@wbcsd.org
Thank you
#SDGHub
www.sdghub.com