The 2014 Sustainability Leaders
Embedded Scribd iPaper - Requires Javascript and Flash Player
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
2
0
th
A
n
n
iv
ersa
ry
19
9
4
- 2
0
14
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Contents
2
3
4
5
6
7
12
About the Globescan / SustainAbility Surveys
Introduction
Survey Methodology
Key Findings
Institutional Leaders on Sustainability
Corporate Leaders on Sustainability
25
Further Information
20
20-Year Retrospective on Sustainability Progress
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
About the GlobeScan / SustainAbility Surveys
3
The GlobeScan / SustainAbility Surveys ofer a unique, collaborative
platform that uses research-driven insights, including targeted surveys of
the most influential thought leaders in the sustainability arena from over
ninety countries, to explore the biggest sustainability challenges.
The thousands of stakeholders surveyed include leading sustainable
development experts and practitioners from five sectors:
• Corporate
• Government (including multi-lateral institutions)
• NGOs
• Institutional (e.g., academics)
• Service (e.g., consultants, media)
The GlobeScan / SustainAbility Surveys are in field around six times each
year, and provide a regularly updated expert perspective on a range of
timely topics.
You can download all the latest surveys from the GlobeScan or
SustainAbility websites.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Introduction
4
This report represents an important milestone. The longest-
running survey of its kind, this year’s annual Sustainability
Leaders report marks 20 years’ worth of tracking and analysis
on the evolution of the sustainability agenda, and of the leaders
and institutions most responsible for driving it forward.
According to the 887 expert stakeholders surveyed from
business, government, NGOs and academia across 87 countries,
only one company increased its influence this year: Unilever. The
company not only claims the top slot for the fourth year in a row,
but also does so by its widest ever margin, creating a significant
leadership gap relative to other prominent companies.
Some may argue this isn’t very groundbreaking, and/or that
it risks overshadowing the very excellent eforts (and real
performance) of other companies, many of whom don’t even
appear in this ranking. We agree. But it is important to recognize
that this is not an objective analysis of which companies, or any
other institutions, are genuinely performing best. It only reflects
the prevailing opinion of experts as to which few of the many
high performing companies are viewed as leaders, and as such,
it is profoundly interesting.
Why is it that Unilever, and Unilever alone, is so universally
recognized as a leader? How has it stayed at the top of the list
for so long – far longer than other top performers in past years?
What does it tell us about the state of sustainability, and of
corporate leadership, in general?
One thing we do know is that standards of leadership are
dynamic. Page 15 shows how the landscape of corporate
leadership has evolved since 1997, including several distinct eras
defined by a handful of influential (and often similar) companies.
In the present era, the consumer products and food industries,
represented in part by major retailers who exert significant
influence over global supply chains, rise to the top. This leads to
further questions: What company or industry will be the next
to take center stage, and what new combination of leadership
attributes will propel it there?
But, for all the nuances of how experts judge the relative
leadership of companies, perhaps the bigger story is that
they continue to see absolute leadership – of companies
and governments, particularly – so thoroughly lacking.
With companies calling for governments to set policies
that will unlock a sustainable future, and politicians waiting
for companies to lead the way, these are frustrating, if not
dangerous, times.
The science is clear, the business case is strong, and the ethical
obligations are obvious: we simply do not have another 20 years
to achieve significant wins on pressing sustainability issues. We
hope this report will spur not just dialogue, but more bold, near-
term action that transforms value chains and afects positive
social change around the world.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Survey methodology
5
• 887 qualified sustainability experts completed the online questionnaire from February 13 to March 26, 2014.
• Respondents were drawn from: corporate, government, non-governmental, academic/research, service/media,
and other organizations.
• Experts surveyed span 87 countries in Asia, Africa / Middle East, Europe, North America, Latin America /
Caribbean, Australia / New Zealand, and comprise a highly-experienced respondent pool:
• 68 percent have more than ten years of experience working on sustainability issues.
• 25 percent have five to ten years of experience.
• 7 percent have three to four years of experience.
• Respondents with less than three years of sustainability experience have been excluded from the results.
Demographics Government NGO
Academic /
Research Corporate
Service /
Media Other Total
Africa / Middle East
Asia
Europe
Latin America / Caribbean
North America
Oceania
Total
7
9
14
4
19
5
58
6
17
37
10
40
3
113
10
25
77
25
50
17
204
14
24
105
18
73
13
247
7
12
102
24
68
16
299
2
3
13
5
8
5
36
46
90
348
86
258
59
887
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Key fndings
6
• Consistent with recent years, experts see social entrepreneurs, NGOs and scientific leaders contributing most to sustainability
leadership, while national government leaders are seen as demonstrating the poorest leadership across geographies.
• Regional variations show that leaders of multilateral organizations are more highly favored outside the US and Europe. Corporate
leaders fare best in Asia and worst in Oceania. And local government ofcials (asked about for the first time this year) are rated
much more highly in North America than anywhere else.
• For the fourth year in a row, Unilever is the most recognized corporate sustainability leader. And 2014’s results are notably stark –
Unilever grows to a 22-point margin over the number-two company, while diferences among all others listed have shrunk.
• Whereas past leaders have tended to enjoy relatively brief spikes in recognition, Unilever’s dominance has proven remarkably
durable. However, past surveys show leadership is always evolving, providing opportunities to capture the attention and
imagination of stakeholders in new ways.
• Though past surveys have shown considerable variation in regional leadership, we now see a trend toward a handful of firms being
almost universally favored around the world. In other words, regional diversity in corporate sustainability leadership appears to be
shifting toward general recognition of a few dominant players.
• What makes a leader? Experts see integrating sustainability deeply within an organization, a strong vision, performance against
goals, and sustainable products as key drivers.
• Over the last 20 years experts see only marginal progress toward the ambitions set forth in Agenda 21. At the time, the Rio
conventions were seen as a significant driver of future sustainability success. Today, experts see technology and the private sector
holding the most promise to advance sustainability.
• Experts increasingly point to competitive pressure as stimulating corporate sustainability, beating out other tools and drivers,
including green consumerism, by a healthy margin.
• A sign of the times, the economic aspects of sustainability are expected to receive the most attention in the near term.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Institutional Leaders
on Sustainability
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
20
14
Leadership performance
8
Question
Please rate the overall
performance of each of the
following types of leaders in
advancing the sustainability
agenda over the past year?
Please use a scale from 1
to 5 where 1 is “poor” and
5 is “excellent.”
Social Entrepreneurs
Leaders in the Scientific
Community
NGO Leaders
Leaders of Multilateral
Organisations
Corporate Leaders
32
5 (Excellent) 4 1 (Poor) DK / NA
Locally Elected
Government Ofcials
3 2
8 37
40
38 13
11
6 39 40 12 1 2
22 45 23 5
41 28 8 2
32 35
1 4
17 1
Nationally Elected
Government Leaders
18 41 36 2 3
13 2 2
2 2
1
1
Government leaders continue to receive the lowest scores on sustainability leadership. Corporate
leaders do only marginally better, while social entrepreneurs – who are perceived to combine aspects
of both business and nonprofit approaches – come out on top.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Leadership performance since 2009
9
“Excellent” and “Good” (4+5), 2009-2014
0
10
20
30
40
50
60
2010 2012 2013 2014 2011
Social Entrepreneurs
Leaders in the Scientific
Community
NGO Leaders
Leaders of Multilateral
Organisations
Corporate Leaders
Nationally Elected
Government Leaders
Question
Please rate the overall
performance of each of the
following types of leaders in
advancing the sustainability
agenda over the past year?
Please use a scale from 1
to 5 where 1 is “poor” and
5 is “excellent.”
Experts continue to see growing influence from NGO and scientific leaders,
while multilateral and corporate leaders also tick up slightly.
2009
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Regional breakdown of leadership performance
10
51
44
28
Leaders in the Scientific
Community
NGO Leaders
Leaders of Multilateral
Organisations
28 Corporate Leaders
43
Locally Elected
Government Ofcials
Nationally Elected
Government Leaders
41
57
39
22
59
49
42
20
22
43
62
50
19
21
24
44
51
31
42
44
58
43
30
23
53
13 12
2
10
3
5
2
“Excellent” and “Good” (4+5), by Region
Asia
Africa /
Middle East
Europe North America Oceania
Latin America /
Caribbean
12
Question
Please rate the overall
performance of each of the
following types of leaders in
advancing the sustainability
agenda over the past year?
Please use a scale from 1
to 5 where 1 is “poor” and
5 is “excellent.”
Social Entrepreneurs
10
7
7 2
Africa/Middle East experts rate NGO and scientific leaders above social entrepreneurs. Leaders of
multilateral organizations are more highly favored outside the US and Europe. Corporate leaders fare
best in Asia and worst in Oceania. And local government ofcials (asked about for the first time this
year) are rated much more highly in North America than anywhere else.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
57 34 52 42 31 48
Leadership performance by expert category
11
48
28
16
21
50
51
16
15
16
45
48
28
16
14
52
54
20
30
14
39
61
24
21
15
46
47
25
25
11
39
5 6 3 3 1
“Excellent” and “Good” (4+5), by Sector
Government NGO
Academic /
Research
Corporate
Media /
Service
Other
2
Question
Please rate the overall
performance of each of the
following types of leaders in
advancing the sustainability
agenda over the past year?
Please use a scale from 1
to 5 where 1 is “poor” and
5 is “excellent.”
Leaders in the Scientific
Community
NGO Leaders
Leaders of Multilateral
Organisations
Corporate Leaders
Locally Elected
Government Ofcials
Nationally Elected
Government Leaders
Social Entrepreneurs
All expert groups, including those in government, rank nationally elected leaders lowest. Locally
elected leaders fare slightly better, dovetailing with growing interest and efort around the role cities in
advancing sustainability.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Corporate Leaders
on Sustainability
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
2014 sustainability leaders
13
Question
What specific companies
do you think are leaders in
integrating sustainability into
their business strategy?
Please enter a maximum of
3 companies in the spaces
provided.
% of Experts
Unilever
Patagonia
Interface
Marks & Spencer
Nestlé
9
7
6
33
Natura
Nike
GE
4
Walmart
Puma
IKEA
3
3
Coca Cola
4
3
3
Arrows denote movement since 2013
(+/- 3% is threshold)
+8
-5
-4
-5
4
4
For the fourth year in a row, and by the largest margin yet, Unilever is regarded as the number one
corporate sustainability leader. Patagonia and Interface remain second and third, despite losing ground
this year. IKEA makes an appearance on the leader board – likely stemming from the 2012 launch of its
People & Planet Positive sustainability platform – while Google, IBM and Novo Nordisk drop of.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Widening leadership gap
14
% of Experts, Selected Companies, 2005 - 2014
Question
What specific companies
do you think are leaders in
integrating sustainability into
their business strategy?
Please enter a maximum of
3 companies in the spaces
provided.
Unilever stands alone in continued recognition for integrating sustainability into its business strategy,
while many others have tended to see ratings drop of a year or two after introducing marquee
programs and initiatives.
0
10
20
30
2
0
0
5
2
0
0
7
2
0
1
0
2
0
0
9
2
0
1
1
2
0
1
2
2
0
0
6
Unilever
2
0
1
3
2
0
1
4
0
10
20
30
2
0
0
5
2
0
0
7
2
0
1
0
2
0
0
9
2
0
1
1
2
0
1
2
2
0
0
6
Patagonia
2
0
1
3
2
0
1
4
0
10
20
30
2
0
0
5
2
0
0
7
2
0
1
0
2
0
0
9
2
0
1
1
2
0
1
2
2
0
0
6
GE
2
0
1
3
2
0
1
4
0
10
20
30
2
0
0
5
2
0
0
7
2
0
1
0
2
0
0
9
2
0
1
1
2
0
1
2
2
0
0
6
Walmart
2
0
1
3
2
0
1
4
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
The changing landscape of sustainability leadership since 1997
15
7
6
5
4
3
2
1
1998 1999 2000 2001 2002 2004 2005 2006 2007 2009 2010 2011 2012 2013 2014
8
Unilever
Patagonia
Interface
Marks &
Spencer
Walmart
BP
Shell
Interface
Dupont
Dow
Monsato
Toyota
GE
Novo Nordisk
Nike
Puma
The Body Shop
Suncor 3M Alcan Natura
1997
Ranking of Top 8 Leadership Companies, 1997-2014
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Sustainability leadership since 2005
16
% of Experts, Selected Companies, 2005 - 2014
Shell Toyota BP
Question
What specific companies
do you think are leaders in
integrating sustainability
into their business strategy ?
Please enter a maximum of
3 companies in the spaces
provided.
0
10
20
30
2005 2009 2011 2013 2014 2007
Maintaining sustainability leadership over time is a challenge for companies across industries.
Sometimes well-regarded programs fail to live up to expectations, and/or others emerge to push the
standard of leadership further upward.
GE Walmart
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Sustainability leadership by region
17
Unilever
24
% of Experts, by Region
Asia
7
4
Nestlé
Tata Group
Unilever
22
Africa / Middle East
7
4
4
Nestlé
Coca Cola
Walmart
Unilever
38
Europe
11
8
7
Marks &
Spencer
Patagonia
Unilever
39
North America
17
10
8
7
Patagonia
Interface
Nike
Walmart
Westpac
17
Oceania
15
8
5
Unilever
Interface
Natura
36
Latin America /
Caribbean
22
7
5
5
Unilever
Nestlé
Interface GE
Puma
5
Puma
Interface
Question
What specific companies
do you think are leaders in
integrating sustainability
into their business strategy ?
Please enter a maximum of
3 companies in the spaces
provided.
Unilever’s leadership remains consistent in nearly all regions of the world. While past surveys have
shown greater regional variation, we now see a multi-year trend toward consolidation around a handful
of leadership companies.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Leadership characteristics
18
2014
2013
2012
Question
Why do you think [INSERT
COMPANY #1 FROM
ABOVE] is a leader in
sustainable development?
Please enter up to two
responses.
% of Experts, 2012 - 2014
*Includes “integrated sustainability values,” “ambitious targets/policies,” and “long-term commitment”
What makes a leader? Experts see integrating sustainability deeply within an organization,
performance against goals, and sustainable products as key drivers.
8
Commitment to
sustainability values*
Sustainable products /
services
Part of core business
model
Executive leadership
has strong SD values
Environment / waste /
water management
Transparency /
communication
Stakeholder engagement
Supply chain
management
Innovation / R&D
29
26
22
16
9
15
13
12
9
9
6
11
7
6
9
6
7
8
6
8
6
11
10
7
5
11
5
4
6
Results / “walk the talk”
15
12
9
9
11
5
2
7
7
Integrated
sustainability values
Ambitious targets /
policies
Long-term
commitment
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
39
40
48
31
29
Leadership attributes
19
Question
Please rate the performance
of [INSERT COMPANY
#1 FROM Q2] on each
the following attributes of
corporate sustainability
leadership.
Please use a scale from 1
to 5 where 1 is “poor” and
5 is “excellent.”
Vision
Articulate a focused and inspired direction
Goals
Define relevant, ambitious targets
and motivate achievement)
Ofer
Innovate and demonstrate impact
via core business
Transparency
Inform and influence stakeholders
Brand
Connect and engage
40
5 (Excellent) 4
Advocacy
Lead and mobilize change among others
36
51
50
29 47
28
“Excellent” and “Good” (4+5)
When experts consider the six attributes of the Extended Leadership framework, they see leading
companies performing well across all of them, but excelling most at putting forth a strong vision that is
backed up with robust goals.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
20-Year Retrospective on
Sustainability Progress
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Assessment of global progress-to-date on Agenda 21
21
Question
The Rio Earth Summit in
1992, and specifically its
Agenda 21 document,
provided an agenda for action
towards sustainability. How
would you assess the global
progress achieved to-date in
implementing this agenda?
Please use a scale from 1 to
5 where 1 is “poor” and 5 is
“excellent.”
Experts widely acknowledge collective lack of progress on key sustainable development
goals. However, perceived progress increased slightly over 20 years.
2014
2.0
2.2
1994
Excellent (4+5) Poor (1+2) DK / NA Neutral (3)
Average Rating on 5-point Scale,
1994 - 2014
62
32
3 3
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Drivers of near-term sustainability
22
Question
How significant a role do you
expect each of the following
international activities
will play in advancing
sustainability over the next
5 years?
Please use a scale from 1 to
5 where 1 is “minor” and 5
is “major.”
2014
1994
“Major” (4+5) Role in Next 5 Years, 1994 - 2014
Over the past 20 years experts have lost faith in government-driven processes to advance
sustainability. Technology and the private sector are currently seen as the main drivers for short-term
sustainability gains.
Technology
Corporations
International ENGOs
Joint Implementation
Policy Institutes
Trading Blocks
Trade
Development Assistance
Rio Conventions
60
35
56
41
45
41
35
28
35
20
36
33
25
23
44
33
25
18
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Drivers of corporate sustainability, 20-year trends
23
Question
In terms of stimulating
industry to adopt sustainable
development principles,
there are a number of
diferent tools or drivers.
How significant a role do you
expect each of the following
will play in advancing
appropriate corporate
behavior over the next 5
years?
Please use a 5 point scale where
1 is “minor” and 5 is “major.”
2014
1994
“Major” (4+5) Role in Next 5 Years, 1994 - 2014
While the perceived influence of voluntary standards has dropped over time, experts’ faith in
competitive pressure holds steady. Green consumerism, while still highly rated, has declined
in importance since 1994.
Competitive pressure
Green consumerism
Full-cost
accounting/pricing
Life-cycle product
stewardship standards
Environmentally-motivated
trade restrictions/actions
Eco-labeling programs
ISO 14000 voluntary
environmental standards
64
61
52
45
44
40
29
38
30
24
42
34
25
45
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
SD aspects anticipated to receive most near-term attention
24
1997 - 2014
0
10
20
30
40
50
60
1997 2000 2002 2005 1998
Economic aspects
Social aspects
Natural resource
management
Environment/nature
Human health
Question
Which of the following
aspects of Sustainable
Development do you
expect will receive the most
attention in your organization
or network over the next 5
years?
Please select NO MORE
than TWO.
Experts anticipate that the economic aspects of sustainable development will receive greatest
attention in the near term. Meanwhile, the environment has fallen to its lowest rating over
the range of available data.
2014
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
For further information, contact:
Eric Whan
Sustainability Director, GlobeScan
eric.whan@globescan.com
GlobeScan Incorporated
Toronto: +1 416 962 0707
London: +44 20 7253 1450
San Francisco: +1 415 874 3154
www.globescan.com
Chris Guenther
Research Director, SustainAbility
guenther@sustainability.com
SustainAbility, Ltd.
London: +44 20 7269 6900
New York: +1 718 210 3630
San Francisco: +1 510 982 5003
www.sustainability.com
25
JP Leous
Manager, SustainAbility
leous@sustainability.com
For more information, including key sector-specific findings derived from this research, contact:
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
2
0
th
A
n
n
iv
ersa
ry
19
9
4
- 2
0
14
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Contents
2
3
4
5
6
7
12
About the Globescan / SustainAbility Surveys
Introduction
Survey Methodology
Key Findings
Institutional Leaders on Sustainability
Corporate Leaders on Sustainability
25
Further Information
20
20-Year Retrospective on Sustainability Progress
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
About the GlobeScan / SustainAbility Surveys
3
The GlobeScan / SustainAbility Surveys ofer a unique, collaborative
platform that uses research-driven insights, including targeted surveys of
the most influential thought leaders in the sustainability arena from over
ninety countries, to explore the biggest sustainability challenges.
The thousands of stakeholders surveyed include leading sustainable
development experts and practitioners from five sectors:
• Corporate
• Government (including multi-lateral institutions)
• NGOs
• Institutional (e.g., academics)
• Service (e.g., consultants, media)
The GlobeScan / SustainAbility Surveys are in field around six times each
year, and provide a regularly updated expert perspective on a range of
timely topics.
You can download all the latest surveys from the GlobeScan or
SustainAbility websites.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Introduction
4
This report represents an important milestone. The longest-
running survey of its kind, this year’s annual Sustainability
Leaders report marks 20 years’ worth of tracking and analysis
on the evolution of the sustainability agenda, and of the leaders
and institutions most responsible for driving it forward.
According to the 887 expert stakeholders surveyed from
business, government, NGOs and academia across 87 countries,
only one company increased its influence this year: Unilever. The
company not only claims the top slot for the fourth year in a row,
but also does so by its widest ever margin, creating a significant
leadership gap relative to other prominent companies.
Some may argue this isn’t very groundbreaking, and/or that
it risks overshadowing the very excellent eforts (and real
performance) of other companies, many of whom don’t even
appear in this ranking. We agree. But it is important to recognize
that this is not an objective analysis of which companies, or any
other institutions, are genuinely performing best. It only reflects
the prevailing opinion of experts as to which few of the many
high performing companies are viewed as leaders, and as such,
it is profoundly interesting.
Why is it that Unilever, and Unilever alone, is so universally
recognized as a leader? How has it stayed at the top of the list
for so long – far longer than other top performers in past years?
What does it tell us about the state of sustainability, and of
corporate leadership, in general?
One thing we do know is that standards of leadership are
dynamic. Page 15 shows how the landscape of corporate
leadership has evolved since 1997, including several distinct eras
defined by a handful of influential (and often similar) companies.
In the present era, the consumer products and food industries,
represented in part by major retailers who exert significant
influence over global supply chains, rise to the top. This leads to
further questions: What company or industry will be the next
to take center stage, and what new combination of leadership
attributes will propel it there?
But, for all the nuances of how experts judge the relative
leadership of companies, perhaps the bigger story is that
they continue to see absolute leadership – of companies
and governments, particularly – so thoroughly lacking.
With companies calling for governments to set policies
that will unlock a sustainable future, and politicians waiting
for companies to lead the way, these are frustrating, if not
dangerous, times.
The science is clear, the business case is strong, and the ethical
obligations are obvious: we simply do not have another 20 years
to achieve significant wins on pressing sustainability issues. We
hope this report will spur not just dialogue, but more bold, near-
term action that transforms value chains and afects positive
social change around the world.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Survey methodology
5
• 887 qualified sustainability experts completed the online questionnaire from February 13 to March 26, 2014.
• Respondents were drawn from: corporate, government, non-governmental, academic/research, service/media,
and other organizations.
• Experts surveyed span 87 countries in Asia, Africa / Middle East, Europe, North America, Latin America /
Caribbean, Australia / New Zealand, and comprise a highly-experienced respondent pool:
• 68 percent have more than ten years of experience working on sustainability issues.
• 25 percent have five to ten years of experience.
• 7 percent have three to four years of experience.
• Respondents with less than three years of sustainability experience have been excluded from the results.
Demographics Government NGO
Academic /
Research Corporate
Service /
Media Other Total
Africa / Middle East
Asia
Europe
Latin America / Caribbean
North America
Oceania
Total
7
9
14
4
19
5
58
6
17
37
10
40
3
113
10
25
77
25
50
17
204
14
24
105
18
73
13
247
7
12
102
24
68
16
299
2
3
13
5
8
5
36
46
90
348
86
258
59
887
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Key fndings
6
• Consistent with recent years, experts see social entrepreneurs, NGOs and scientific leaders contributing most to sustainability
leadership, while national government leaders are seen as demonstrating the poorest leadership across geographies.
• Regional variations show that leaders of multilateral organizations are more highly favored outside the US and Europe. Corporate
leaders fare best in Asia and worst in Oceania. And local government ofcials (asked about for the first time this year) are rated
much more highly in North America than anywhere else.
• For the fourth year in a row, Unilever is the most recognized corporate sustainability leader. And 2014’s results are notably stark –
Unilever grows to a 22-point margin over the number-two company, while diferences among all others listed have shrunk.
• Whereas past leaders have tended to enjoy relatively brief spikes in recognition, Unilever’s dominance has proven remarkably
durable. However, past surveys show leadership is always evolving, providing opportunities to capture the attention and
imagination of stakeholders in new ways.
• Though past surveys have shown considerable variation in regional leadership, we now see a trend toward a handful of firms being
almost universally favored around the world. In other words, regional diversity in corporate sustainability leadership appears to be
shifting toward general recognition of a few dominant players.
• What makes a leader? Experts see integrating sustainability deeply within an organization, a strong vision, performance against
goals, and sustainable products as key drivers.
• Over the last 20 years experts see only marginal progress toward the ambitions set forth in Agenda 21. At the time, the Rio
conventions were seen as a significant driver of future sustainability success. Today, experts see technology and the private sector
holding the most promise to advance sustainability.
• Experts increasingly point to competitive pressure as stimulating corporate sustainability, beating out other tools and drivers,
including green consumerism, by a healthy margin.
• A sign of the times, the economic aspects of sustainability are expected to receive the most attention in the near term.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Institutional Leaders
on Sustainability
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
20
14
Leadership performance
8
Question
Please rate the overall
performance of each of the
following types of leaders in
advancing the sustainability
agenda over the past year?
Please use a scale from 1
to 5 where 1 is “poor” and
5 is “excellent.”
Social Entrepreneurs
Leaders in the Scientific
Community
NGO Leaders
Leaders of Multilateral
Organisations
Corporate Leaders
32
5 (Excellent) 4 1 (Poor) DK / NA
Locally Elected
Government Ofcials
3 2
8 37
40
38 13
11
6 39 40 12 1 2
22 45 23 5
41 28 8 2
32 35
1 4
17 1
Nationally Elected
Government Leaders
18 41 36 2 3
13 2 2
2 2
1
1
Government leaders continue to receive the lowest scores on sustainability leadership. Corporate
leaders do only marginally better, while social entrepreneurs – who are perceived to combine aspects
of both business and nonprofit approaches – come out on top.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Leadership performance since 2009
9
“Excellent” and “Good” (4+5), 2009-2014
0
10
20
30
40
50
60
2010 2012 2013 2014 2011
Social Entrepreneurs
Leaders in the Scientific
Community
NGO Leaders
Leaders of Multilateral
Organisations
Corporate Leaders
Nationally Elected
Government Leaders
Question
Please rate the overall
performance of each of the
following types of leaders in
advancing the sustainability
agenda over the past year?
Please use a scale from 1
to 5 where 1 is “poor” and
5 is “excellent.”
Experts continue to see growing influence from NGO and scientific leaders,
while multilateral and corporate leaders also tick up slightly.
2009
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Regional breakdown of leadership performance
10
51
44
28
Leaders in the Scientific
Community
NGO Leaders
Leaders of Multilateral
Organisations
28 Corporate Leaders
43
Locally Elected
Government Ofcials
Nationally Elected
Government Leaders
41
57
39
22
59
49
42
20
22
43
62
50
19
21
24
44
51
31
42
44
58
43
30
23
53
13 12
2
10
3
5
2
“Excellent” and “Good” (4+5), by Region
Asia
Africa /
Middle East
Europe North America Oceania
Latin America /
Caribbean
12
Question
Please rate the overall
performance of each of the
following types of leaders in
advancing the sustainability
agenda over the past year?
Please use a scale from 1
to 5 where 1 is “poor” and
5 is “excellent.”
Social Entrepreneurs
10
7
7 2
Africa/Middle East experts rate NGO and scientific leaders above social entrepreneurs. Leaders of
multilateral organizations are more highly favored outside the US and Europe. Corporate leaders fare
best in Asia and worst in Oceania. And local government ofcials (asked about for the first time this
year) are rated much more highly in North America than anywhere else.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
57 34 52 42 31 48
Leadership performance by expert category
11
48
28
16
21
50
51
16
15
16
45
48
28
16
14
52
54
20
30
14
39
61
24
21
15
46
47
25
25
11
39
5 6 3 3 1
“Excellent” and “Good” (4+5), by Sector
Government NGO
Academic /
Research
Corporate
Media /
Service
Other
2
Question
Please rate the overall
performance of each of the
following types of leaders in
advancing the sustainability
agenda over the past year?
Please use a scale from 1
to 5 where 1 is “poor” and
5 is “excellent.”
Leaders in the Scientific
Community
NGO Leaders
Leaders of Multilateral
Organisations
Corporate Leaders
Locally Elected
Government Ofcials
Nationally Elected
Government Leaders
Social Entrepreneurs
All expert groups, including those in government, rank nationally elected leaders lowest. Locally
elected leaders fare slightly better, dovetailing with growing interest and efort around the role cities in
advancing sustainability.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Corporate Leaders
on Sustainability
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
2014 sustainability leaders
13
Question
What specific companies
do you think are leaders in
integrating sustainability into
their business strategy?
Please enter a maximum of
3 companies in the spaces
provided.
% of Experts
Unilever
Patagonia
Interface
Marks & Spencer
Nestlé
9
7
6
33
Natura
Nike
GE
4
Walmart
Puma
IKEA
3
3
Coca Cola
4
3
3
Arrows denote movement since 2013
(+/- 3% is threshold)
+8
-5
-4
-5
4
4
For the fourth year in a row, and by the largest margin yet, Unilever is regarded as the number one
corporate sustainability leader. Patagonia and Interface remain second and third, despite losing ground
this year. IKEA makes an appearance on the leader board – likely stemming from the 2012 launch of its
People & Planet Positive sustainability platform – while Google, IBM and Novo Nordisk drop of.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Widening leadership gap
14
% of Experts, Selected Companies, 2005 - 2014
Question
What specific companies
do you think are leaders in
integrating sustainability into
their business strategy?
Please enter a maximum of
3 companies in the spaces
provided.
Unilever stands alone in continued recognition for integrating sustainability into its business strategy,
while many others have tended to see ratings drop of a year or two after introducing marquee
programs and initiatives.
0
10
20
30
2
0
0
5
2
0
0
7
2
0
1
0
2
0
0
9
2
0
1
1
2
0
1
2
2
0
0
6
Unilever
2
0
1
3
2
0
1
4
0
10
20
30
2
0
0
5
2
0
0
7
2
0
1
0
2
0
0
9
2
0
1
1
2
0
1
2
2
0
0
6
Patagonia
2
0
1
3
2
0
1
4
0
10
20
30
2
0
0
5
2
0
0
7
2
0
1
0
2
0
0
9
2
0
1
1
2
0
1
2
2
0
0
6
GE
2
0
1
3
2
0
1
4
0
10
20
30
2
0
0
5
2
0
0
7
2
0
1
0
2
0
0
9
2
0
1
1
2
0
1
2
2
0
0
6
Walmart
2
0
1
3
2
0
1
4
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
The changing landscape of sustainability leadership since 1997
15
7
6
5
4
3
2
1
1998 1999 2000 2001 2002 2004 2005 2006 2007 2009 2010 2011 2012 2013 2014
8
Unilever
Patagonia
Interface
Marks &
Spencer
Walmart
BP
Shell
Interface
Dupont
Dow
Monsato
Toyota
GE
Novo Nordisk
Nike
Puma
The Body Shop
Suncor 3M Alcan Natura
1997
Ranking of Top 8 Leadership Companies, 1997-2014
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Sustainability leadership since 2005
16
% of Experts, Selected Companies, 2005 - 2014
Shell Toyota BP
Question
What specific companies
do you think are leaders in
integrating sustainability
into their business strategy ?
Please enter a maximum of
3 companies in the spaces
provided.
0
10
20
30
2005 2009 2011 2013 2014 2007
Maintaining sustainability leadership over time is a challenge for companies across industries.
Sometimes well-regarded programs fail to live up to expectations, and/or others emerge to push the
standard of leadership further upward.
GE Walmart
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Sustainability leadership by region
17
Unilever
24
% of Experts, by Region
Asia
7
4
Nestlé
Tata Group
Unilever
22
Africa / Middle East
7
4
4
Nestlé
Coca Cola
Walmart
Unilever
38
Europe
11
8
7
Marks &
Spencer
Patagonia
Unilever
39
North America
17
10
8
7
Patagonia
Interface
Nike
Walmart
Westpac
17
Oceania
15
8
5
Unilever
Interface
Natura
36
Latin America /
Caribbean
22
7
5
5
Unilever
Nestlé
Interface GE
Puma
5
Puma
Interface
Question
What specific companies
do you think are leaders in
integrating sustainability
into their business strategy ?
Please enter a maximum of
3 companies in the spaces
provided.
Unilever’s leadership remains consistent in nearly all regions of the world. While past surveys have
shown greater regional variation, we now see a multi-year trend toward consolidation around a handful
of leadership companies.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Leadership characteristics
18
2014
2013
2012
Question
Why do you think [INSERT
COMPANY #1 FROM
ABOVE] is a leader in
sustainable development?
Please enter up to two
responses.
% of Experts, 2012 - 2014
*Includes “integrated sustainability values,” “ambitious targets/policies,” and “long-term commitment”
What makes a leader? Experts see integrating sustainability deeply within an organization,
performance against goals, and sustainable products as key drivers.
8
Commitment to
sustainability values*
Sustainable products /
services
Part of core business
model
Executive leadership
has strong SD values
Environment / waste /
water management
Transparency /
communication
Stakeholder engagement
Supply chain
management
Innovation / R&D
29
26
22
16
9
15
13
12
9
9
6
11
7
6
9
6
7
8
6
8
6
11
10
7
5
11
5
4
6
Results / “walk the talk”
15
12
9
9
11
5
2
7
7
Integrated
sustainability values
Ambitious targets /
policies
Long-term
commitment
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
39
40
48
31
29
Leadership attributes
19
Question
Please rate the performance
of [INSERT COMPANY
#1 FROM Q2] on each
the following attributes of
corporate sustainability
leadership.
Please use a scale from 1
to 5 where 1 is “poor” and
5 is “excellent.”
Vision
Articulate a focused and inspired direction
Goals
Define relevant, ambitious targets
and motivate achievement)
Ofer
Innovate and demonstrate impact
via core business
Transparency
Inform and influence stakeholders
Brand
Connect and engage
40
5 (Excellent) 4
Advocacy
Lead and mobilize change among others
36
51
50
29 47
28
“Excellent” and “Good” (4+5)
When experts consider the six attributes of the Extended Leadership framework, they see leading
companies performing well across all of them, but excelling most at putting forth a strong vision that is
backed up with robust goals.
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
20-Year Retrospective on
Sustainability Progress
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Assessment of global progress-to-date on Agenda 21
21
Question
The Rio Earth Summit in
1992, and specifically its
Agenda 21 document,
provided an agenda for action
towards sustainability. How
would you assess the global
progress achieved to-date in
implementing this agenda?
Please use a scale from 1 to
5 where 1 is “poor” and 5 is
“excellent.”
Experts widely acknowledge collective lack of progress on key sustainable development
goals. However, perceived progress increased slightly over 20 years.
2014
2.0
2.2
1994
Excellent (4+5) Poor (1+2) DK / NA Neutral (3)
Average Rating on 5-point Scale,
1994 - 2014
62
32
3 3
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Drivers of near-term sustainability
22
Question
How significant a role do you
expect each of the following
international activities
will play in advancing
sustainability over the next
5 years?
Please use a scale from 1 to
5 where 1 is “minor” and 5
is “major.”
2014
1994
“Major” (4+5) Role in Next 5 Years, 1994 - 2014
Over the past 20 years experts have lost faith in government-driven processes to advance
sustainability. Technology and the private sector are currently seen as the main drivers for short-term
sustainability gains.
Technology
Corporations
International ENGOs
Joint Implementation
Policy Institutes
Trading Blocks
Trade
Development Assistance
Rio Conventions
60
35
56
41
45
41
35
28
35
20
36
33
25
23
44
33
25
18
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
Drivers of corporate sustainability, 20-year trends
23
Question
In terms of stimulating
industry to adopt sustainable
development principles,
there are a number of
diferent tools or drivers.
How significant a role do you
expect each of the following
will play in advancing
appropriate corporate
behavior over the next 5
years?
Please use a 5 point scale where
1 is “minor” and 5 is “major.”
2014
1994
“Major” (4+5) Role in Next 5 Years, 1994 - 2014
While the perceived influence of voluntary standards has dropped over time, experts’ faith in
competitive pressure holds steady. Green consumerism, while still highly rated, has declined
in importance since 1994.
Competitive pressure
Green consumerism
Full-cost
accounting/pricing
Life-cycle product
stewardship standards
Environmentally-motivated
trade restrictions/actions
Eco-labeling programs
ISO 14000 voluntary
environmental standards
64
61
52
45
44
40
29
38
30
24
42
34
25
45
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
SD aspects anticipated to receive most near-term attention
24
1997 - 2014
0
10
20
30
40
50
60
1997 2000 2002 2005 1998
Economic aspects
Social aspects
Natural resource
management
Environment/nature
Human health
Question
Which of the following
aspects of Sustainable
Development do you
expect will receive the most
attention in your organization
or network over the next 5
years?
Please select NO MORE
than TWO.
Experts anticipate that the economic aspects of sustainable development will receive greatest
attention in the near term. Meanwhile, the environment has fallen to its lowest rating over
the range of available data.
2014
Sustainability
Leaders
The 2014
A GlobeScan/SustainAbility Survey
For further information, contact:
Eric Whan
Sustainability Director, GlobeScan
eric.whan@globescan.com
GlobeScan Incorporated
Toronto: +1 416 962 0707
London: +44 20 7253 1450
San Francisco: +1 415 874 3154
www.globescan.com
Chris Guenther
Research Director, SustainAbility
guenther@sustainability.com
SustainAbility, Ltd.
London: +44 20 7269 6900
New York: +1 718 210 3630
San Francisco: +1 510 982 5003
www.sustainability.com
25
JP Leous
Manager, SustainAbility
leous@sustainability.com
For more information, including key sector-specific findings derived from this research, contact:
Datos
Este estudio nos presenta 20 años de estudios sobre sostenibilidad, y nos lleva de la mano no sólo con el análisis de una encuesta con sus avances sino también con los principales actores, e instituciones que en los últimos años han sido los responsables de la conducción de la sostenibilidad.