Abstract
Many companies respond to climate change by taking action within their direct area of influence, be it in the form of emission management, reporting initiatives, or investment in new technology (often with Scope 1 and 2 emissions). Indirect emissions upstream and downstream in a company’s value chain (Scope 3) are often abated due to the difficulty of collecting high-quality data and the lack of direct control, even though, in most industries, they constitute the majority of a company’s inventory. This chapter examines, using the example of an international consumer goods corporation, how companies may respond to climate change beyond their company gates. We show how sustainability governance and management, organizational practices, and policy engagement reinforce a virtuous cycle of climate change ambition, climate action, and the acceleration of climate action. The microlevel practices behind the corporation’s acceleration of climate action are explained and visualized in a grounded model. The resulting insights may inspire and aid practitioners in implementing climate change mitigation and adaptation action, specifically through examples for accelerating climate action beyond company gates.
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Hoyer, C. (2020). Accelerating Climate Action Beyond Company Gates. In: Leal Filho, W., Luetz, J., Ayal, D. (eds) Handbook of Climate Change Management. Springer, Cham. https://doi.org/10.1007/978-3-030-22759-3_139-1
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DOI: https://doi.org/10.1007/978-3-030-22759-3_139-1
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