Penguin Perspectives Blog

Flash forward: it is 2075 and we’ve set sail for the RCP 8.5 trajectory for 2100, the worst case climate scenario according to the IPCC. Imagine this: Pacific islands such as Tuvalu have long sunk into a rising ocean, heat and pollution take a toll on the global population, hurricanes and fires devastate poor communities on a regular basis, and huge swaths of Asia and Africa have become uninhabitable due to heat and drought. Quick shift back to the present: luckily we are not there. However, we are still far away from the emissions trajectory necessary for a 1.5 degrees Celsius global warming.

Many businesses are responding to growing stakeholder pressure by making commitments to reduce their impact on the environment and boost company sustainability. This includes committing to a net zero ambition. Meeting such targets depends on a combination of variables: consistent senior management ownership, internal buy-in, sufficient resources, and effective technologies. This article - exploring Step 3 of the South Pole Climate Journey – guides you through the essentials to ensure you are well prepared for a net zero target, maintaining your climate actions through successful completion.

When politicians gathered in December 2015 to negotiate the Paris Climate Agreement, countries were asked to set national emissions reduction targets to limit global warming and slow climate change. Five years on during a global pandemic and amidst cries to 'build back better', it's clear that the need for ambitious private sector action is more important than ever.

By working with nature, we can avoid unleashing ‘irrecoverable carbon’ and conserve biodiversity – a cornerstone of our economic and social fabric that affects the industries we have and the food we eat. This is something that REDD+ projects (‘reducing emissions from deforestation and forest degradation’) are working to do.

The disruption caused by COVID-19 is a reminder of the vulnerability of our supply chains at a systems level. The pandemic has highlighted the fragility of our modern economy and society beyond comparison. How can we build supply chains that are more resilient towards climate and other risks?

Deepening your sustainability efforts may seem overwhelming. How do you bring sustainability into the heart of your business? Many businesses wonder where to start once the low-hanging fruit has been picked. This article lays out the first steps to successfully integrate sustainability into your core business strategies and operations, thereby ensuring long-term competitiveness. The three main building blocks are all covered in Step One of South Pole’s climate journey.

Private aviation may be an extravagance to many, but it remains a robust and important economic sector. Not only in normal times, but also in crisis situations. In the context of COVID-19, business aviation has stepped in to facilitate repatriation efforts, distribute medical supplies and transport health workers to remote areas.

How strong are the sustainability drivers for business in light of the new normal we live in? Does it make sense to completely transform an organisation right now? What exactly do stakeholders expect and what are the risks?

We are in a global economic recession. The coronavirus pandemic has slowed social and economic activity to a snail’s pace, and government after government has announced emergency economic support measures. We’ve seen a lot of strong language to reassure markets and people. But what is the strategy?

Companies around the world depend on nature and access to water. At the same time, nature is in peril and tops the list of global issues worrying leaders in both business and politics. For the first time ever, the most pressing risks in the World Economic Forum Global Risk Report are all linked to climate change and water.