The False Promise of Corporate Carbon Neutrality
“Net-zero” and “carbon-neutral” are prominent corporate climate pledges … that won’t come to anything.
“Net-zero” and “carbon-neutral” are prominent corporate climate pledges … that won’t come to anything.
Through intentional investments and informed divestments, investors, philanthropists, and foundations can support environmentally conscious, community-centered, and reparative approaches to economic and technological change.
If humanity is to survive the climate crisis, we must manage a just and orderly transition away from fossil fuels. The correct models for this resolution are triage, euthanasia, and hospice.
Open-access to this article made possible by University of Michigan.
In the fight against climate change, we must ensure that solutions do not unduly burden women and girls.
A successful transition away from fossil fuels will require strong and vocal civil society organizations and social movements, along with government and business, to make the changes that are necessary if we are to avoid the calamities of global warming.
The key to creating a vibrant and sustainable company is to find ways to get all employees personally engaged in day-to-day corporate sustainability efforts.
The era of corporations integrating sustainable practices is being surpassed by a new age of corporations actively transforming the market to make it more sustainable. Open access to this article is made possible by The Regents of the University of Michigan on behalf of the Erb Institute.
For much of its history, Wal-Mart’s corporate management team toiled inside its “Bentonville Bubble,” narrowly focused on operational efficiency, growth, and profits. But now the world's largest retailer has widened its sights, building networks of employees, nonprofits, government agencies, and suppliers to “green” its supply chains. Here's how and why the world’s largest retailer is using a network approach to decrease its environmental footprint – and to increase its profitability.
To do as much good as possible with limited resources, funders should look to woefully underfunded protest movements.
Using artificial intelligence to predict behavior can lead to devastating policy mistakes. Health and development programs must learn to apply causal models that better explain why people behave the way they do to help identify the most effective levers for change.