[ad_1]
LEADERS LEAGUE: How does Nestlé incorporate ESG principles into its business strategy?
Esteban Mezzano: The attention paid to ESG strategies in businesses is considerably heightened these days. At Nestlé, we firmly believe that an ESG strategy shouldn’t stand apart but must essentially be intertwined with the company’s overall business strategy. In fact, in our view, sustainability or ESG – we use the terms interchangeably – will be the only path to conducting business for the foreseeable future. We began embracing these concepts as early as the 90s, integrating them into a philosophy that transcends maximizing shareholder returns. We adopted a shared value approach, balancing profitability with positive community impact.
At Nestlé, we firmly believe that an ESG strategy shouldn’t stand apart but essentially be intertwined with the company’s overall business strategy.
Could you elucidate how Nestlé manages its financing and investment strategies to actively foster ESG objectives?
In the shift from a linear to a circular economy, companies must invest, despite the costs. Passing on these costs to the consumer may not be viable or fair. Companies should take a lead in financing this transition, using innovative strategies and leveraging various mechanisms that are available to us.
In fact, in the current market, there are an array of tools that can be utilized to derive funds for such ventures, like green bonds and the voluntary carbon market, which can channel funds to projects aimed at reducing carbon footprints. In our case, we are focusing on long-term procurement strategies that can collaboratively improve the sustainability impact of our value chain and create a demand for sustainable materials, including recycled materials. What’s clear is that there is no one-size-fits-all solution. It takes a multi-faceted approach that demands creativity and commitment from companies.
What are the specific financial instruments or partnerships that the company is currently exploring or has already implemented?
At this point, our approach to financing our sustainability initiatives is somewhat fluid and tailored to the unique demands of each project. As of now, we aren’t leaning towards large-scale green financing to fuel our journey towards sustainability. Rather, our approach is more nuanced and individualized, with decisions being made on a case-by-case basis in consideration of the specific needs of our supply chain.
Our flexibility enables us to consider different strategies, including internal financing. We regard our sustainability initiatives as crucial investments, not costs. We prioritize directing resources to sustainable practices to protect and build resilience in the sourcing of our key ingredients. The best way to do this is promoting a regenerative way to farm and process them.
Our approach towards financing our sustainability initiatives is somewhat fluid and tailored to the unique demands of each project.
What recent transactions and investments reflect these commitments, especially in sustainable operations?
Our focus on regenerative agriculture is not just a strategy, it’s at the core of our vision and promise: to establish a regenerative food system at scale. We are at a crucial juncture in the wholescale transition towards a regenerative food system, in response to the rising global population and the unsustainable methods used in conventional farming. It’s crucial that we lead a collaborative shift in farming practices, uniting business partners, farmers, and even competitors. Our goal is to create a global, systematic change in agriculture, accounting for regional and commodity specific differences. By building strong relationships with our suppliers and setting new standards through individualized agreements, we aim to change the way that food ingredients are made, considering various geographical and commodity nuances.
How does Nestlé assess the return-on-investment potential of such sustainability initiatives?
In the face of numerous competing initiatives and limited resources, selecting which projects to back financially is critical. Nestlé sets aside a substantial budget every year to support this endeavor.
Our internal methodology enables us to support projects offering the most comprehensive benefits, not only in terms of carbon-emissions reduction but also positive social impact, including improved living conditions for communities involved. Our sustainability approach is multifaceted, incorporating environmental, social, and governance (ESG) elements. On this last element of governance, we put a special emphasis on crafting and leveraging appropriate regulatory frameworks for a lawful and effective transition. This is overseen diligently by our legal department to ensure success and adherence to the law.
We began embracing ESG concepts as early as the 90s, integrating them in a philosophy that transcends beyond just maximizing shareholder returns.
How is the current emphasis on sustainability influencing investor relations?
The corporate emphasis on sustainability has ignited a substantial transformation in operational processes. Investors are actively comparing the sustainability credentials of different companies before making investment decisions. This requires us to not only adopt sustainable practices but also to effectively communicate and report these efforts, showcasing our commitment to embracing a more sustainable and responsible business approach. It’s a profound change, signaling a transformation in the way business processes are evolving due to the growing focus on sustainability
What emerging issues in ESG finance do you anticipate affecting Nestlé’s operations in the coming years?
One clear trend is centered on reporting. Regulations kicked off with an emphasis on reporting, forcing companies to gather and process non-financial information. This data, and its substantiation, is fast becoming as significant as financial reporting.
This shift has brought about a heightened level of transparency. In the past, while we were aware of our internal sustainability impact and risks, we now have an obligation to present them to the outside world in a serious and formal manner. Before stakeholders evaluate our performance, there’s an essential need to elucidate that performance, which is where we are at the moment.
The next phase involves actively demonstrating our progress towards the ambitious goals we’ve set, like becoming GHG net zero by 2050, with the intermediate goal of cutting our carbon emissions by half by 2030.
These reductions will be made despite company growth, which makes these targets more challenging. Our holistic sustainability strategy ensures carbon reduction is a natural outcome as we move toward our ambition of a regenerative food system at scale.
There is no one-size-fits-all solution. It’s a multi-faceted approach that demands creativity and commitment from companies.
What steps is Nestlé’s legal team taking to adapt to the recent challenges and transformations?
Our legal team is focusing on adapting to the evolving challenges by fostering a learning environment that enhances sustainability competencies across all our lawyers. Recognizing that sustainability expertise is crucial for offering sound legal advice, we are prioritizing education in this area to avoid future pitfalls. Furthermore, we are aiding the business in adopting a nuanced approach to sustainability, considering it a necessity given the increasing mandates and potential repercussions of non-compliance. Beyond mitigating risks, it’s also about seizing opportunities. The contemporary consumer and investor landscape is gravitating towards more sustainable offerings. Hence, it’s critical for the business to have a full understanding of these dynamics.
This strategy is geared towards ensuring long-term business resilience and compliance with emerging norms.
Interviewed by Aude Ghespière.
[ad_2]
Source link