“ Every company has the potential to change the world, and will not survive if it doesn’t” [Sir Richard Branson]
Today more than ever, business landscapes are being challenged by sustainability megatrends, developments in technologies, and disruptive solutions. Such a situation requires the creation of new approaches and calls for a shift in traditional business models.
=> We work with experts across the value creation chain to identify issues that are material to your core business and analyse opportunities brought by ESG megatrends.
=> We assist with capturing such opportunities by proactive shifts in business models and in finding sustainable innovative solutions.
=> We project manage the implementation of change and collaborate with a number of your departments to enhance internal and external communication.
=> We focus not only on how and what messages are presented to the audience you want to reach but also on how you encourage with your audience and collate feedback.
…and on that note – we are looking forward to hearing from you.
Despite the fact that Environmental, Social and Governance (ESG) issues are covered by a variety of media almost every day and the majority of large and smaller companies have had their sustainability (ESG, CSR or whatever other designation is used) departments for a considerable amount of time, ESG terminology still appears to be confusing and even more so is its implementation throughout the company. We often see implementation matrixes that are supposed to help bring continuous improvement and put Sustainability higher on the agendas of the Board as well as various departments in an organisation, but these are structured on the premise ‘more of the same equals better’
=> When are environmental and social aspects a predominantly operational issue and when are they a material performance issue relevant to your CFO, investors and impacting your share price?
=> How are investors looking at your sustainability reporting (and your sustainability performance which is not always captured by Non-Financial Statements)?
=> How does impact investing differ from ESG and Value Investment?
These and similar questions are often asked by a variety of departments in an organisation (often including CSR departments).
We also see concerns about trends in consumer markets (which are no longer only a B2C issue, but have a much broader impact especially if it leads to disruption).
Changes in customers’ demand patterns are felt across a variety of industries. Food, cosmetics, and household cleaning products are good examples of this trend. The reach, however, is much broader. Our consumers finish and furnish their houses with more natural products. They abandon materials from their kitchens and bathrooms that may be considered toxic. They engage with goods and services providers differently. Every day they vote with their £,$, or € affecting the bottom lines of large companies. The changes are measured in billions (just look at the equivalent of $18bn in market share that US food and beverages companies have lost in recent years, or at the impact of disruptive technologies).
It is not always obvious how to respond to consumer trends, as often double-digit growth in sales of new products may not offset a decline in high margin goods. How to create a trend and lead the industry may be even less straightforward, yet it may be one of the key factors in achieving success.
Your consumers are increasingly finding value in aspects that affect the environment, society and their health and well-being. They may “define” ESG differently than you do. If you however, keep insisting on “your definition” you may “become one of the business cases” analysed by MBA students. With such dynamic changes across a variety of industries, skillful identification and interpretation of material ESG issues could make a difference between bringing an edge to your core business or making you a laggard in your industry. Yet ESG is seldom interwoven into the core business, let alone perceived as one of the key drivers impacting the bottom line. The link between changing consumer demand pattern and ESG is also often missed.
Health Equity Exchange assists by:
- Identifying and analysing opportunities brought by Sustainability megatrends that could be captured by a proactive shift in business models
- Building Materiality Maps/ Identifying and Mapping an impact of material ESG issues on your core business
- Bringing together experts from across the value creation chain to foster innovation
- Assisting in Non-Financial Reporting, implementation of TCFD and delivery on SDGs
- Project managing implementation
We will be delighted to hear from you - please contact us here
Dana Hanby is the Founder of Health Equity Exchange – a portal that brings experts and users together, fostering innovation through Sustainability and facilitating the development of solutions, which not only respond to but also create new trends. Dana has experience in New Market Entry, Business Expansion and Development with the expertise in Sustainability and Financial Environmental markets.
Her responsibilities have included Global Sales Lead for Energy and Environmental products and services for the second largest derivatives exchange in the World; Development and management of Global ESG implementation program for an industrial PLC; She has also worked closely with the World Bank to put forward financial solutions with the aim of increasing liquidity and efficiency in the Climate Market in her role as Chair of “Ratings and ICaR (Reserve)” Group for the Climate Market and Investment Association.
Dana holds an MBA with the focus on Strategy and Finance and a Masters of Science (EE). She also holds PMI accredited qualifications in Project Management. As behavioural science permeate multitude of sectors – from Financial to Consumer facing Industries, she has also obtained a Diploma in Cognitive Behavioural Therapy and has become a Silver Member of the International Association of Neuro Linguistic Programming and Coaching.