2021年12月I免责声明本报告所引用的材料不在任何程度和方面表达或暗示联合国对任何国家、地域、城市或地区的法律地位或合法性，以及其版图及边界划分的立场和观点。本报告所述观点仅代表编写团队的研究成果，不代表联合国（包括联合国开发计划署）以及联合国成员国（包括中国）的相关工作的执行依据。编写团队已尽可能地确保报告所引用数据的准确性，但不为因数据应用所导致的任何后果承担责任。报告中提及的企业和未提及的但具有相似性质的情况，不等于得到了联合国开发计划署对其的认可或推荐。2021年12月©️联合国开发计划署保留一切权利致谢本报告所属的系列报告由联合国开发计划署驻华代表处，普华永道中国和中国国际商会共同发起。我们由衷地感谢顾问委员会给予的指导和支持，顾问委员会包括（按姓氏首字母排序）：孙晓（中国国际商会多边合作部部长）、吴倩（普华永道中国气候变化与可持续发展合伙人）、张薇（联合国开发计划署助理驻华代表）。报告也获得了专家团队给予的支持，专家团队包括：李蜚（CDP）、刘萌（UNGC）、刘强（UNICEF）、任飞（CCOIC）、徐青（UNDP）、朱旭峰（清华大学）。本报告是编写小组共同努力的成果，编写小组的成员有GurtishAhluwalia（UNDP）、ViolantediCanossa（UNDP）、刁励玮（PwC）、李旬（UNDP）、李彦琪（PwC）、施宁（UNDP）、石蓉（UNDP）、杨力波（UNDP）。报告的撰写得益于线上调研问卷多平台的成功发放，对此我们特别感谢樊小瑜（CCOIC）、童飞（UNGC）和赵越（UNDP）的支持。同时，特别感谢版面设计师黄鹤对报告设计的支持。最后，对联合国开发计划署驻华代表白雅婷（BeateTrankmann）在报告编写过程中给予的建议与指导，在此表示由衷的谢意。联系方式联合国开发计划署驻华代表处：communication.cn@undp.org普华永道中国：ChinaSDGsurvey@cn.pwc.com中国国际商会：fanxiaoyu@ccoic.cnII目录0106071010101212121414141415161718182022序言缩写列表摘要1.背景1.1中国落实可持续发展目标的进程1.2可持续发展目标与企业界2.研究目标与方法2.1研究目标2.2研究方法3.可持续发展目标落实概况核心发现3.1可持续发展目标实践现状3.1.1从社会领域目标转向环境与经济领域目标3.1.2可持续发展目标融合的驱动力3.1.3细分行业的可持续发展目标优先级3.1.4未来五年在华企业可持续发展目标实践的行动计划3.2融合可持续发展目标的常见挑战3.2.1企业缺少顶层战略3.2.2缺乏开展可持续发展目标评估的知识与资源3.2.3所有行业普遍缺乏公开披露动力III262727272830313232343636363739404244444546474.特别关注：企业落实“30-60”双碳目标的行动核心发现4.1实践现状4.1.1大部分企业认识到减碳政策的影响4.1.2中国企业的低碳行动4.1.3减排目标的基础：碳盘查4.1.4自愿碳市场：加快低碳转型的工具4.2常见挑战4.2.1缺少外部监管和内部共识阻碍企业开展行动4.2.2最受欢迎的公共政策：具体产业的指导意见和财政补贴5.建议5.1确保商业活动与可持续发展目标保持一致的关键建议5.2步骤指南5.2.1战略：阐明可持续发展宏观原则，将SDG融入企业决策的过程5.2.2管理：运用SDG评估工具进行影响力评估5.2.3透明度：运用公认披露框架开展SDG影响力传播5.2.4治理：通过公司治理实践强化可持续发展6.附录问卷调研采访与案例研究潜在局限性文献目录IV17个可持续发展目标（SDGs）是一项旨在为所有人建设繁荣、包容、可持续社会的全球议程，并鼓励在人民、地球和繁荣至关重要的具体领域开展行动。如今，距离完成《2030年可持续发展议程》的期限只剩不到十年的时间。要实现17个可持续发展目标，全社会必须做出前所未有的努力。当今世界正在经历重大挫折：2019冠状病毒病（COVID-19，亦称“新冠肺炎”）全球大流行扰乱了可持续发展目标的落实进程，其中弱势群体受到的影响最为严重;与此同时，日益恶化的气候危机威胁着人类的生存。依据联合国政府间气候变化专门委员会（IPCC）的最新报告，我们必须开展气候转型才有可能实现将全球变暖限制在1.5摄氏度的理想目标。要克服上述严峻挑战，我们就必须抛弃“一切照旧”的模式。私营部门的转型以及公司自身运营方式及优先事项的调整，对构建人类和地球更可持续发展的未来至关重要。本报告是联合国开发计划署围绕在华企业和可持续发展的第二期开创性研究报告，从中我们看到企业界愿意实现自身商业战略与可持续发展目标的协同发展；同时，越来越多的企业意识到，将可持续发展目标纳入决策过程不仅能促进可持续包容发展，还能推动经济增长和生产力进步。联合国开发计划署的调查显示，94.9%的受访在华企业愿意开展可持续发展目标项目，超过半数（55.6%）的受访企业已发布可持续发展计划，这些数据令人鼓舞。今年的报告特别聚焦中国近期做出的气候承诺（“双碳”目标：2030年前实现碳达峰和2060年前实现碳中和）在鼓励企业开展低碳项目并重新反思自身运营方面的作用。本报告有助于我们了解不同部门及产业内的低碳转型情况以及企业在转型中遇到的挑战，这些信息将有助于为未来的政策制定提供参考。联合国开发计划署愿通过与政府及企业界的长期伙伴关系，支持在华企业实现“双碳”目标并在可持续发展目标框架中发挥更大作用。联合国开发计划署感谢合作伙伴普华永道及中国国际商会的大力支持。本报告的发布离不开上述合作伙伴的卓越贡献。此外，联合国开发计划署感谢联合国全球契约组织（UNGC）为企业参与本报告的调查提供了相关平台。序言0102我们希望本报告可以帮助读者更好理解企业界将SDGs和可持续发展能力作为商业模式核心的重要意义，并激励企业通过实际行动切实参与应对气候变化的全球事业。2021年11月，在英国格拉斯哥召开的联合国气候变化大会（COP26）敲响了警钟，敦促世界各国采取更具雄心的行动以扼制全球变暖。尽管重新平衡人类与地球的关系依然任重而道远，然而这一目标绝非遥不可及，因为全世界的企业在实现这一目标的进程中发挥着重要作用。我们今后十年采取的行动能够推动世界走向更包容、绿色、可持续发展的未来。白雅婷联合国开发计划署驻华代表032020年9月，习近平主席在第七十五届联合国大会上宣布：中国将提高国家自主贡献力度，采取更加有力的政策和措施，二氧化碳排放力争于2030年前达到峰值，努力争取2060年前实现碳中和。2021年10月，习近平主席在《生物多样性公约》第十五次缔约方大会领导人峰会上强调：为推动实现碳达峰、碳中和目标，中国将陆续发布重点领域和行业碳达峰实施方案和一系列支撑保障措施，构建起碳达峰、碳中和“1+N”政策体系。这体现了中国积极参与全球治理、推动构建人类命运共同体的责任担当，也是中国推动经济转型升级、落实联合国可持续发展目标作出的重大战略决策。“双碳”目标的实现需要各界协同努力，在这其中企业发挥着重要作用。企业是温室气体的排放者，也是气候友好型解决方案的创新者和提供者，在促进经济社会发展全面绿色转型中大有可为。一方面，企业应加强基础研究与技术工艺创新，促进多方合作与经验共享，推动自身及产业链上下游采取减排措施，形成促进产业低碳转型发展的合力；另一方面，企业应积极履行社会责任，坚定低碳发展战略信心，将碳中和目标纳入其长期发展战略，加强低碳人才和文化培养。在此背景下，这份调研报告聚焦分析企业低碳发展路径恰逢其时。基于对百余家在华企业的问卷调查，本次报告进一步探究了在华企业参与可持续发展目标的现状与挑战，同时也关注“双碳”目标对在华企业经营发展带来的影响与潜在机遇。此外，通过深度访谈，这份报告收集并展示了不同领域企业在推动低碳发展方面的领先实践。这将有助于企业更好践行可持续发展目标与低碳理念，进而推动经济社会发展绿色转型。长期以来，中国国际商会以服务企业为根本宗旨，充分发挥桥梁纽带作用，积极搭建多双边工商合作机制，引导组织中国工商界参与全球治理。未来，我们愿继续与联合国开发计划署、普华永道一道，积极推动企业参与低碳经济转型进程，引导企业推行绿色规划、绿色投资、绿色生产，鼓励企业将可持续发展目标与低碳发展融入自身经营管理战略，为应对全球气候变化、促进绿色发展作出积极贡献。于健龙中国国际商会执行副会长兼秘书长序言推动和落实《联合国2030年可持续发展议程》既是企业义不容辞的责任，也是企业参与解决社会环境问题的重要着力点。随着全球气候变化和环境资源紧缺等问题日益严峻，国际领先企业已将可持续发展理念融入发展战略以及生产经营过程中。中国政府承诺“30·60双碳”目标，将绿色低碳发展提升到重要的战略高度。中国领先企业也开始提供更低碳的产品服务，以可持续商业行为带来正面的社会和环境影响。越来越多的中国企业积极公开承诺低碳发展，提出净零碳目标。仅去年新加入科学碳目标倡议（SBTi）的中国内地企业便占已承诺的中国企业总数的83%。未来，中国企业将持续推动可持续发展进程，不断研究如何将社会与环境等方面的积极贡献转化为商业优势。与此同时，他们也越来越多开始关注和提升非财务类信息的透明度。气候相关财务披露（TCFD）等国际披露框架已成为企业非财务信息披露的重要趋势。普华永道始终以“解决重要问题，营造社会诚信”为企业使命，历来重视自身企业责任，鼓励对环境负责的行为。2020年9月，普华永道以行业领导者身份率先宣布净零目标，并于2021年9月获得SBTi认证，确定了1.5℃碳减排路径，承诺到2030年将范围一至范围三的温室气体排放量较2019年的排放水平减少50%。除此之外，我们积极与客户、供应商及其他关键合作伙伴开展了围绕绿色金融、可持续发展等多个领域的研究、能力建设以及创新解决方案的开发，以支持所有利益相关方实现可持续的商业模式。今年，普华永道很荣幸与联合国开发计划署中国代表处（UNDPChina）和中国国际商会（CCOIC）继续合作，开展了在华企业实践联合国可持续发展目标（SDGs）系列研究的二期问卷调研，我们分析了超过120家企业施行可持续发展目标面临的挑战和机遇。同时，我们也围绕企业支持双碳目标的特别话题，开展了企业如何应对气候变化和实践低碳发展的讨论。在未来，我们希望持续陪伴中国企业落实可持续发展管理，推动商业向善，共同创造繁荣的未来。张立钧普华永道中国中国区域经济主管合伙人倪清普华永道中国ESG可持续发展市场主管合伙人序言0405BIA公益影响力评估BU业务部门CBD《生物多样性公约》CBU国家业务部门CCER中国核证自愿减排量CCOIC中国国际商会CCS碳捕获与封存CCUS碳捕获、利用与封存CDCER成都市“碳惠天府”机制碳减排量CDP碳披露项目CDSB气候披露标准委员会CO2二氧化碳COP缔约方大会CSR企业社会责任EC&M能源、建筑与矿业ESG环境、社会与治理ETS排放权交易制度EU欧洲联盟FIE外资企业FLAG森林、铝、土地和农业FS金融服务FYP五年规划GDP国内生产总值GHG温室气体GRI全球报告倡议组织ICT信息通信技术IMF国际货币基金IP工业产品IR综合报告ISO国际标准化组织KPI关键绩效指标LEED能源和环境设计领导力NDC国家自主贡献NPC全国人民代表大会OECD经济合作与发展组织PBoC中国人民银行POE民营企业PwC普华永道R&C零售与消费SASB可持续会计准则委员会SBTi科学碳目标倡议SDGAM可持续发展目标行动管理平台SDGs/SDG可持续发展目标SDIC国家开发投资集团有限公司SOE国有企业SUEE四川联合环境交易所T&L运输与物流TCFD气候相关财务信息披露工作组TMT技术、媒体与电信UN联合国UNDP联合国开发计划署UNGC联合国全球契约组织VCM自愿碳市场WRI世界资源研究所WWF世界自然基金会缩写列表06走向零碳：在华企业可持续发展行动摘要关于本报告私营部门的支持对于落实可持续发展目标（SDGs）并守护人类和地球的未来至关重要。中国已跻身全球最大经济体之列，在华企业在落实可持续发展目标方面的潜在影响力毋庸置疑。因此，明确在华企业在可持续经营方面遇到的困难和取得的进步对于政策制定者形成推动绿色发展、落实可持续发展目标的公共政策而言十分必要。本报告是联合国开发计划署、普华永道与中国国际商会合作的系列研究的第二期报告，旨在了解中国不同产业的企业通过实际行动落实可持续发展目标的情况。第一期报告在2019年开展的问卷调查基础上编写，并已于2020年发布。今年报告的编写基础主要是2021年6月至7月对117家企业的在线问卷调查以及对12家企业的深度采访。本报告同时还特别关注在中国宣布2030年前实现碳达峰、2060年前实现碳中和的“双碳”目标背景下，企业如何适应政策环境的变化。除此之外，本报告还为企业提出了具体的行动方案，指明了现成可用的工具包，并为商业领袖实现低碳转型和可持续发展提供分步指导说明。从政策角度，本报告还阐述了在华企业在低碳转型过程中所需的来自政策制定者和监管者的支持。关键发现94.9%的在华企业愿意开展可持续发展目标相关项目。与2019年相比，企业当前对社会领域的可持续发展目标关注度有所下降，转而更加关注经济领域的可持续发展目标。在实现可持续发展目标融合的过程中，企业面临着一些诸如顶层战略方法缺失以及可持续发展目标评估相关知识缺乏等的共同挑战。超过80%的受访企业表示正在规划开展可持续发展目标评估，然而其中43%的企业称不知如何开展评估。另一项持续存在的挑战是企业缺乏披露目标的动力。仅有55.6%的受访企业公开披露其可持续发展目标相关项目，这一数字与2019年基本持平。不少企业响应了中国近期宣布的气候行动号召。84.6%的受访企业称“双碳”目标已对企业经营和收入造成不同程度的影响。超过75%的受访企业已经开展低碳项目。37.6%的受访企业已经进行碳盘查计算，33.3%的企业已经确立了碳目标。报告指出，对于未能采取任何行动减排的企业，缺乏外部监管和内部意识是关键原因。07摘要当被问及促进企业低碳转型需要何种政策支持时，超过82%的受访企业呼吁出台针对具体产业的指导意见和财政补贴。建议报告建议商业领袖采取四大行动：进一步理解不同产业面临的具体挑战与机遇；采用最佳实践，防范潜在风险；提高人力资源和管理能力；与战略伙伴合作推动产业整体的可持续发展。报告的最后一部分就如何使用联合国开发计划署的《可持续发展目标影响力标准》进行分步说明，旨在助力企业与投资人实现可持续经营并为可持续发展做出积极贡献。这一部分剖析了《可持续发展目标影响力标准》的四大主题，即战略、管理方法、透明度、治理，涵盖相关的详细信息与指导建议。报告还收录了五个最佳实践案例以及四个深度采访案例，为商业领袖布局可持续发展目标融合措施、采取低碳行动与战略提供参考。上述建议与案例以落实可持续发展目标及《2030年可持续发展议程》的进程为核心。不过，由于受访企业数量及种类的局限性，本报告所包含的数据未必能全面反映在华企业界的全貌。我们未来的研究将采集更大规模样本、更新更多数据，以充分反映在华企业落实SDGs的进展。08走向零碳：在华企业可持续发展行动09背景1.背景1.1中国落实可持续发展目标的进程1.2可持续发展目标与企业界《2030年可持续发展议程》反映了世界各国为消除贫困、减少不平等并为子孙后代保护地球的雄心壮志。作为该议程的核心，17个可持续发展目标（SDGs）代表我们落实议程所必须完成的关键目标，每个目标都包含具体的责任及行动。距离实现可持续发展目标的期限只剩不到十年，全世界需要建立共同愿景并加快行动，以有效应对发展挑战。全球2019冠状病毒病疫情和当前的气候危机加剧了落实可持续发展目标的相关挑战及风险，也让可持续发展转型任务变得前所未有的紧迫。完成这一目标需要全世界齐心协力和所有利益相关方积极参与。因此，汇集从技术到基础设施、从政府到私营企业、从投资人到消费者的全球资源对建设可持续发展生态系统具有重要意义。中国已经在落实可持续发展目标方面取得长足进展。2020年年底，中国宣布彻底消除农村地区的绝对贫困现象，为实现可持续发展目标1做出重要贡献。2020年9月，中国宣布将力争2030年前二氧化碳排放达到峰值，努力争取2060年前实现碳中和。1今年，中国的全国碳排放权交易市场正式上线交易，迈出加速低碳转型的关键一步。此外，中国在保护生态多样性等其他可持续发展目标方面也取得了积极进展。不久前在云南昆明举办的《生物多样性公约》缔约方大会第十五次会议（CBDCOP15）为SDG14（水下生物）和SDG15（陆地生物）的落实注入新动力。中国政府对于可持续发展的关注也将为在华企业参与并落实可持续发展目标营造良好环境。企业界在推动落实可持续发展目标的进程中发挥着关键作用——这种作用不仅限于提供资金支持，企业运营的各个方面都有可能对落实可持续发展目标带来重大影响。例如，企业可以通过包容性的招聘政策助力实现人人享有体面工作（SDG8）；企业可以通过实施绿色采购、对绿色商业机遇进行投资来减少自身碳足迹并为气候行动做出贡献（SDG13）。企业通过协调自身招聘、生产、采购和投资等运营方式，使其与可持续发展目标保持一致，能够有效地助力可持续发展目标的实现。此外，企业处于技术、创新的前沿，因此在应对发展挑战并加速落实可持续发展目标方面具有潜力。企业界日益认识到长期可持续发展的重要性。2企业可持续发展的商业案例也得到充分展现。全球许多成功案例都表明，通过将可持续性考量融入决策过程，企业能够开拓新市场、提升品牌价值并降低企业风险：3催生商业新机遇：通过研发应对发展挑战的创新性解决方案，企业可以发掘出新的增长机遇。据估计，到2030年，可持续商业模式将创造价值12万亿美元的经济机会，覆盖能源产业、城市发展、粮食与农业、健康与福祉四个领域。410走向零碳：在华企业可持续发展行动管理潜在经营风险：SDGs相关实践的缺失可能对公司的风险状况造成重大影响。缺乏SDG管理的公司将面临包括供应链中断、品牌声誉损失和金融风险等在内的诸多风险。例如，在全球气候政策普遍趋于严格的环境下，企业越是高度依赖高碳排放资产、提供高排放服务，就越有可能面临诸如持有“搁浅资产”等的金融风险。5准备迎接新的商业规范：随着消费者的可持续发展意识日益增强，企业需要适应新的需求趋势，为此企业必须理解并找出自身经营的潜在社会和环境影响。111.“VoluntaryNationalReview2021–China”,UnitedNations,accessedSep20,2021,https://sustainabledevelopment.un.org/index.php?page=view&type=30022&nr=81&menu=31702.TensieWhelan,andCarlyFink,“TheComprehensiveBusinessCaseforSustainability“,Oct21,2016,https://hbr.org/2016/10/the-comprehensive-business-case-for-sustainability3.“WHYYOUNEEDSUSTAINABILITYINYOURBUSINESSSTRATEGY?”,HarvardBusinessSchoolOnline,accessedSep20,2021,https://online.hbs.edu/blog/post/business-sustainability-strategies4.“Release:SustainableBusinessCanUnlockatLeastUS$12TrillioninNewMarketValue,andRepairEconomicSystem”,Business&SustainableDevelopmentCommission(BSDC),Jan16,2017,http://businesscommission.org/news/release-sustainable-business-can-unlock-at-least-us-12-trillion-in-new-market-value-and-repair-economic-system5.TimBuckley,andKateFinlayson,“IEEFAEnergyFinance2019:Coalpipelineshrinking,strandedassetriskballooning,renewablesevercheaper”,IEEFA,July3,2019,https://ieefa.org/ieefa-asia-coal-pipeline-shrinking-stranded-asset-risk-ballooning-renewables-ever-cheaper/研究目标与方法为应对在华企业界日益增长的需要，本系列研究旨在提供在华企业参与落实可持续发展目标的概况综述，包括考察当前实践和关键趋势的历史变化，并探讨未来机遇和共同挑战。为助力在华企业更好地实现经营实践与可持续发展目标协同发展，本报告收录了体现最佳实践的案例研究，并提供可行建议。本系列研究的第一份报告于2020年7月出版，题为《中国企业可持续发展目标实践调研报告：中国企业与可持续发展基线调研》，由联合国开发计划署驻华代表处、普华永道和中国国际商会联合推出。6通过在线问卷调查和案例研究，本报告对89家在华企业的可持续发展目标意识开展了基线调研。基于第一份报告的研究成果，第二份报告重点追踪趋势发展并进一步探寻企业如何践行可持续发展。报告指明了过去两年中发生的关键转变及共同挑战，介绍了实用的工具包，并探讨了公司可利用的未来机遇。本报告还包含一个特别部分，关注中国宣布2030年前实现碳达峰、2060年前实现碳中和（“30-60”双碳目标）后在华企业适应政策转变的情况。这项新加入的部分还分析了一些企业无法采取低碳行动的原因及其希望获得的政策支持。研究成果能够为政策制定者进一步激励企业启动并加速低碳转型提供参考依据。2.1研究目标2.研究目标与方法为保证一致性与可比性，2021年与2019年报告采用了相似的研究方法——在线调查及后续深度采访为主要数据收集方式。调查问卷包含44个问题，分为两部分：一部分涵盖可持续发展目标意识与实践，另一部分关注企业低碳行动。调查由联合国开发计划署驻华代表处、联合国全球契约组织、普华永道及中国国际商会于2021年6月至7月通过各自平台在线分发给企业。共有来自六大产业（见文本1）的117家企业完成了问卷调查。样本企业集中在第二产业及第三产业，占受访企业的97%；从企业类型看，私营企业占57%，外资企业占21%，国有企业占17%。2.2研究方法文本1六大产业工业产品（IP）运输与物流（T&L）能源、建筑与矿业（EC&M）零售与消费（R&C）技术、媒体与电信（TMT）金融服务（FS）12走向零碳：在华企业可持续发展行动为展现企业在落实可持续发展目标及低碳转型领域的先进实践，研究依据“3A标准”，即企业必须在在线调查问卷中展现出关于可持续发展目标的意识（Awareness）、行动（Action）和雄心（Ambition），选出接受后续深度采访的企业。依据该标准，研究共选出11家企业进行后续深度采访，并依据这些企业在相关性、参与度与愿景三方面排名，选出其中5家进行案例研究。本报告可能潜在倾向于研究可持续发展目标意识较强的企业。因此，为提高研究的透明度，本报告附录收录了研究方法的详细描述和潜在的局限性。136.“PrivateSectorAwarenessoftheSustainableDevelopmentGoals”,UNDP,July16,2020,https://www.cn.undp.org/content/china/en/home/library/policy-advocacy1/private-sector-awareness-of-the-sustainable-development-goals.html可持续发展目标落实概况核心发现3.可持续发展目标落实概况+2+1+5+3-1+3+112345未来带来最多商业机遇的目标目前最关注的五大目标2020年2021年2026年排名上升排名下降3.1可持续发展目标实践现状3.1.1从社会领域目标转向环境与经济领域目标对于企业而言，不同可持续发展目标的优先级已发生明显改变。相比2019年的调查结果，在华企业对于社会领域的目标关注度有所下降，转而更加重视经济和环境领域的目标。这一趋势表现为社会领域的所有目标（SDG1、SDG2、SDG3、SDG4、SDG5、SDG10、SDG17）排名均有所下降，而经济领域的所有目标（SDG8、SDG9、SDG11、SDG12）和环境领域的部分目标（SDG7、SDG13、SDG15）排名上升。经济领域可持续发展目标的优先级上升可以部分归因于2019冠状病毒病疫情的影响。大多数公司仍未彻底摆脱疫情影响，目前仍重点关注如何推动业务增长并增强企业韧性。因94.9%的受访企业愿意开展SDG项目;55.6%的受访企业已公开披露其SDG项目;刺激业务增长和增强品牌认可度是企业融合可持续发展目标的主要动力;的受访企业正在计划就符合可持续发展目标的实践开展评估，但缺乏清晰的指导;80.3%过去两年中企业优先考虑的可持续发展目标已发生变化，SDG13气候行动和SDG11可持续城市和社区首次进入五大优先目标；当前的五大优先目标在未来的五年（2021年至2026年）保持不变。14走向零碳：在华企业可持续发展行动图117个在华企业可持续发展目标优先级变化问题：请列出对贵公司（含价值链）影响最大的五个可持续发展目标。柱状图代表基于企业排序所得出的各项可持续发展目标对于企业的重要程度此，公司对SDG12负责任消费和生产和SDG8体面工作和经济增长重视程度提高。疫情期间，许多公司都经历了供应链中断与劳动力短缺，可能导致公司优先考虑可持续城市、供应链管理、创新与基础设施改善等领域（SDG9和SDG11）。中国在2030年前实现碳达峰、2060年前实现碳中和的“双碳”目标直接影响了企业对于环境领域的可持续发展目标的关注。在2021年的调查中，SDG7和SDG13的重要性排名分别上升了1位和3位（见图1）。此外，许多新增政策也促使企业更加关注环境问题，例如2021年2月印发的《国务院关于加快建立健全绿色低碳循环发展经济体系的指导意见》。72021年3月，全国人大通过的十四五规划纲要（2021—2025）8也将绿色生产和消费作为重点包含其中。在此背景下，SDG7经济适用的清洁能源对于企业的重要性也有所增加。能源产业排放占全球碳排放的2/3，因此成为应对气候变化的关键产业。经济适用的清洁能源对企业经营和碳目标的实现均有重要意义。3.1.2可持续发展目标融合的驱动力94.9%的受访企业表示愿意开展可持续发展目标相关项目。企业参与落实可持续发展目标的四大主要目的是：业务战略增长、品牌定位、风险管理和企业与投资配置管理（见文本2）。其中，多达88.9%的受访企业将增长战略和品牌定位作为最重要目的（见图2）。在认为可持续发展目标有助于其业务战略增长的企业中，92.3%的受访企业认为可持续发展目标对企业原则和核心价值十分重要，其余企业则认为可持续发展目标有助于增强企业的竞争优势。在优先考虑品牌定位的企业中，7.7%是因为受到客户需求的影响而开展可持续实践。2019/20基线报告​2021二期报告15可持续发展目标落实概况图2在华企业实践可持续发展目标融合的主要驱动力问题：贵公司推进可持续发展目标的最关键一项驱动因素是？文本2企业融合可持续发展目标的考量因素普华永道的调查方法表明，企业在寻求采纳可持续实践时，业务战略增长、品牌定位、风险管理和企业与投资配置管理是四大共同考量。业务战略增长旨在将公司的核心价值观与可持续发展目标保持一致，以增加市场份额并发现新的增长机遇。品牌定位旨在提高品牌价值，并通过将可持续发展融入品牌定位过程，使品牌在市场中脱颖而出。风险管理旨在减轻监管与政策变化对日常业务带来的影响。将SDG相关维度纳入风险管理系统能将自然灾害、政策变化、政治不稳定相关的风险降至最低。企业与投资配置管理旨在调动供应商、投资人和消费者的共同努力，往往能提升上市公司的市场价值并为社会企业吸引投资。3.1.3细分行业的可持续发展目标优先级由于商业模式、价值链和市场等差异，不同产业和部门优先考虑的可持续发展目标有所不同（见图3）。与2019年调查相比，SDG3良好健康与福祉的优先级在六个产业中有所下降，SDG12负责任消费和生产和SDG9产业、创新和基础设施仍是所有产业最优先考虑的目标。零售和消费部门对消费者趋势高度敏感。多家零售公司均强调疫情期间消费者愈发重视食品供给安全和健康。这可能是零售业将SDG3作为最重要目标的部分原因。此外，有证据表明，消费者倾向于选择能代表自身价值观的公司。9零售商为保持或提高自身竞争力，将有可能迫于消费者压力而推动负责任消费和生产，并将更多精力转向实现SDG11和SDG12，以建设更可持续的社区。图3不同行业的企业对可持续发展目标的优先级排序问题：从下列列表中，请对您认为目前对贵公司的业务(以及贵公司的上下游)产生最大影响的五个可持续发展目标进行排名。协助业务战略增长协助确定品牌定位协助执行风险管理企业与投资配置管理零售制造业交通物流TMT能源、建筑与矿产金融16走向零碳：在华企业可持续发展行动对于金融服务业而言，SDG13气候行动已取代SDG11成为今年的重中之重。这也许和金融机构的气候风险意识普遍提高密切相关，也体现出金融服务业对政策信号的响应能力。“双碳”目标宣布后，中国人民银行出台了鼓励构建绿色金融体系、支持低碳转型融资的一系列政策。主要金融机构，特别是银行及保险机构已启动相关研究与行动，为更好应对气候相关风险做好准备。经济和环境领域的可持续发展目标依然是传统高排放产业的关注重点。这些产业包括工业产品（IP）、运输与物流（T&L）以及能源、建筑与矿业（EC&M）。由于这三大产业往往涉及开采或高耗能的生产过程，会产生大量直接碳排放。这些产业面临着更多环境和碳排放监管，因此对政策变化及重大经济转轨也更敏感。这些产业均将SDG9和SDG12作为最优先目标，致力于通过推出提高能效、减少浪费、减少排放等更多具有生产力的创新解决方案，为低碳转型做好准备，由此提高韧性和长期可持续性（SDG9）。这一过程也包括与价值链上的其他企业建立伙伴关系并开展合作，实现可持续生产（SDG12）。3.1.4未来五年在华企业可持续发展目标实践的行动计划企业普遍采取四类行动落实可持续发展目标：（1）制定战略规划，包含重新制定的目标和全公司范围内的实践；（2）开展质量管理，密切监测经营行为；（3）披露可持续发展绩效；（4）开展标杆管理，对标清晰的KPI和绩效预期。自2019年以来，上述四类行动的普及率都有所上升（见图4）。68%的受访企业赋予可持续发展目标战略优先地位并将其纳入经营目标之中。60%的受访企业表示将设计并评估自身的可持续发展目标相关项目，衡量企业在可持续性方面的进展。41%的受访企业表示将报告并披露与可持续发展目标相关的项目，这一比例较2019年调研增加了118%。图4企业未来将采取践行可持续发展目标的行动（对比）​问题：贵公司将在未来五年内采取什么行动来实施SDGs​？战略规划质量管理可持续绩效披露绩效实现管理2019年2021年17可持续发展目标落实概况3.2.1企业缺少顶层战略缺乏自上而下的战略方法是受访企业在融合可持续发展目标时面临的关键挑战。43.9%的受访企业认为公司缺乏可持续发展目标相关指导方针和文件（见图5）。清晰的指导意见和政策将有助于企业明晰利益相关方重视的可持续发展目标，推动企业开辟可持续发展转型道路。24.3%的受访企业表示，他们还面临着专业团队缺乏和可持续发展目标相关职位缺失的关键挑战。专业人才和团队协调有助于协助公司调整实际运营方式，以应对复杂的社会和环境挑战；同时，帮助其明晰与自身商业模式相关的重要可持续发展目标，并发掘新的可持续增长机遇。四类行动普及率的整体上升表明，更多企业认识到必须将可持续发展融入企业经营。为满足利益相关方更强烈的要求，企业应当继续拓宽行动范围，保障成果质量。10为了更好地实践可持续发展目标，企业在未来应考虑建立坚实的组织管理体系，其中包括可衡量的目标、专业的团队以及适当的管理框架等。3.2融合可持续发展目标的常见挑战图5企业推动可持续发展目标面临的挑战​问题：现阶段，在贵公司推行与实践SDGs面临的困难和挑战是什么？缺乏明确的内部管理文件和规定支持SDG缺乏明确的职能部门与运营团队推动SDGs相关工作​缺乏明确的管理委员会自上而下指导相关工作顺利展开​其他架构合理的可持续发展目标管理委员会也是企业自上而下融合目标的重要组成部分，是传递信息及开展战略项目协调的有效机制。总体而言，企业领导层应率先垂范，从战略层面普及可持续发展目标意识。这对于企业成功践行相关目标十分重要。11企业应采取整体方法，其中应当包含清晰的公司政策、专门的SDGs团队和作为责任部门的管理委员会。18走向零碳：在华企业可持续发展行动伊利集团自上而下的可持续发展管理统筹机制伊利集团是中国领先的乳品企业。伊利建立了共享健康可持续发展（CSD）体系，由集团高层和可持续委员会的领导，将九大可持续发展目标融入企业可持续发展工作中。伊利承诺在2060年前实现碳中和，践行低碳发展之路。建立自上而下的可持续发展管理体系伊利在早期提出“绿色领导力”理念，成立了可持续发展委员会，用以更好地推动、监督和评估可持续发展目标实践，每年举行三次会议，分别明确目标、监测进展和报告成果。12该委员会的管理体系包括：以董事长担任主席的决策层，制定、审议公司可持续发展目标战略，确定可持续发展工作重点，检查工作绩效和各部门回报，审议可持续发展报告。负责推进工作、组织召开会议的组织层，赋能和协调各个部门工作，让员工认识到企业可持续发展的理念。各职能部门中负责落地工作的执行层，每个事业部、职能部门各设立1名联络员，动员各部门共同参与可持续发展、推进公司相关创新和贡献；同时对标行业前沿更新可持续发展项目，并与产业链上下游合作，积聚可持续商业生态的社会合作力量。机构简介优先关注目标实践亮点实践案例伊利集团可持续发展管理体系自上而下的可持续发展管理体系是企业落实可持续发展和低碳转型的基础伊利将可持续发展纳入战略层面，应该设立明确的目标并且建立完整的管理体系，更好地给管理者提供明确的指导方向，也给执行者赋能，让企业的每个人共同落实可持续发展。​在建立可持续发展管理体系的过程中，应该参考以下原则：​是否明确了各层级的职责和权利，每个部门有清晰的定位​；与企业核心战略和业务内容相关​；将可持续发展相关指标纳入管理者的绩效。启示19可持续发展目标落实概况3.2.2缺乏开展可持续发展目标评估的知识与资源尽管几乎所有受访企业（97.2%）都表示愿意开展可持续发展目标评估，但是大部分受访企业依然缺乏有效评估自身实践是否与相关目标保持一致的能力。80%以上的受访企业依然处于目标评估的规划阶段（图6）。不过，在过去两年中这一现象有所改善。17.6%的受访企业目前已经理解如何评估可持续发展目标，2019年基线调研中这一比例为0（见图6）。这些企业已开展可持续发展目标评估并掌握相关知识，其中一部分企业利用共益分析（Banalytics）和可持续发展目标行动管理平台（SDGActionManager）等评估工具，有些根据自身经营特点建立独特的评估框架，如达能的“达能之道”（详见达能案例研究）。在计划实施可持续发展目标评估的企业中，22.3%的目标是评估公司对与业务相关的所有可持续发展目标的影响，73.3%的目标是评估公司对部分与业务相关的可持续发展目标的影响（见图7）。处于评估规划阶段的企业中，43%称缺乏相关知识，其中81.6%认为缺乏行业层面的具体指导是最大障碍，51.0%表示知识缺失的主要原因是缺乏开展可持续发展目标评估的内部专业人士（见图8）。图6企业对可持续发展目标相关业务和项目评估情况问题：贵公司是否从SDGs的维度评估自身业务或项目？17.6%规划阶段-但不知道如何进行评估​计划评估公司对部分业务相关SDG和指标的影响规划阶段-正尝试评估计划评估公司对全部业务相关SDG和指标的影响执行阶段-已经掌握并正在评估计划评估公司对所有17个可持续发展目标和指标的影响43.0%39.4%图7企业计划尝试评估SDGs的范围问题：请进一步选择计划尝试的评估范围？20走向零碳：在华企业可持续发展行动图8企业不知道如何评估SDGs的原因​问题：请进一步选择不知道评估的主要原因?达能中国饮料明确的可持续发展实践评估框架与认证计划达能作为知名跨国食品饮料公司，主要涉及基础乳制品和植物基产品、饮用水和饮料，以及专业特殊营养等领域。达能以鼓励更为健康、更有利于可持续发展的饮食行为为愿景。2021年8月，达能中国饮料宣布正式获得“BCorp(共益企业)”认证，成为大中华区饮料行业最大的“共益企业”。为了更好实现“OnePlanet,OneHealth”的使命，达能对标可持续发展目标制定了9个长期目标，为利益相关者创造可持续价值。13在落实可持续发展目标时，达能通过内部评估和外部认证的方法，结合国际可持续指标，量化可持续发展绩效。内部评估——“达能之道”计划：从2001年开始，达能会以各个国家业务部门（CBU）为单位，每年进行内部评估，衡量各单位自身履行9大长期可持续发展目标的表现，包括食品安全、社区健康、自然资源等内容。14“达能之道”评估目标会根据公司业务特性设计，并每年更新指标，提升可持续实践方面的要求。2020年，114家单位进行“达能之道”评估，占达能合并销售额的99.5%。外部认证——BCorp认证：BCorp利用对于企业运营和商业模式影响力进行综合评估的BImpactAssessment（BIA)，涵盖了治理、员工、社区、环境和客户五大影响力维度，具体衡量企业的善商业模式，BIA评分80分以上则能被认定为共益企业。通过BIA，达能能够量化自身的社会影响力，也更了解自己在所处行业中的位置，进行更有针对性的提升。目前有37家达能企业获得共益企业认证，相当于在全球范围内约50%的所售产品，BIA平均分高达90分。达能计划在2025年前完成达能全球所有公司获得共益企业认证的目标。81.6%51.0%计划评估公司对SDG的影响，但不知道如何进行评估缺乏行业层面的指导缺乏内部专业人士机构简介优先关注目标实践亮点实践案例明确可持续发展实践评估框架，通过内外部考核量化影响力​在公司拥有可持续发展计划、设立目标之后，应该定期评估可持续发展实践情况。设立符合企业自身商业模式的可持续评估框架能够提供洞察、帮助提升可持续发展表现、制定更贴切的可持续发展启示21可持续发展目标落实概况55.6%的受访企业已经公开披露其可持续发展目标相关项目，与2019年（55%）基本持平。31.9%的受访企业在其环境、社会与治理（ESG）报告或企业社会责任（CSR）报告中对可持续发展目标相关项目进行披露，较2019年（27%）上升了4.9个百分点。公司向利益相关方报告可持续发展目标绩效，这对持续改善公司的可持续发展管理而言非常重要。公司内部和外部人员都应该理解公司落实可持续发展目标的进程及已产生的影响。通过图9可以看出一个规律：那些品牌认可度更高的公司、面临较大的公众监督以及法规监管压力的公司，比其他行业的公司更倾向于披露更多可持续发展实践。3.2.3所有行业普遍缺乏公开披露动力计划。此外，参与外部评估也能帮助企业横向对比自身在行业内的可持续实践情况，吸引更多消费者和投资者。​在选择合适的评级和评估体系的过程中，达能基于以下原则，可供企业参考：​评级是否与企业核心战略和使命相关​；是否客观、全面科学、专业​；是否能提供相关洞察和建议​；是否涉及主要竞争对手和同行，允许利益相关方围绕特定指标开展比较。图9不同类型企业披露可持续发展情况问题：贵公司目前如何披露可持续发展相关的实践情况？22走向零碳：在华企业可持续发展行动2021年调查再次反映出上市企业和非上市企业之间披露情况的巨大差距：上市企业进行可持续性披露的比例是非上市企业的2倍。与2019年调研相比，上市企业的披露比例上升，非上市企业的披露比例下降，差距拉大至8个百分点，凸显出资本市场日益重视可持续性（文本3）。较高的企业声誉和知名度与披露比例呈正相关。《财富》世界500强企业的披露比例比非500强企业高出35个百分点。两类企业披露比例间的较大差距可能是由于公司董事会要求的差异，以及开展可持续发展实践的人力资本能力不同。例如，国家开发投资集团有限公司（“国投”）下属的国投创益产业基金管理有限公司在资产管理实践中积极识别并采纳与气候行动（目标17）及清洁能源（目标7）相关的关键指标和因素。国投创益产业基金管理有限公司的环境、社会与治理指标涵盖中国乡村振兴战略总要求的五大方面，即产业兴旺、生态宜居、乡风文明、治理有效、生活富裕。16国投对接受投资公司的环境、社会与治理绩效开展定期评估，运用外部工具对影响力投资披露进行评估，不断改善环境、社会与治理指数体系。除使用定性方法外，国投还采用定量方法评估旗下企业在碳排放及能源方面的风险敞口。文本3投资人日益重视可持续发展目标披露厦门航空通过多样化机制、渠道和平台披露其企业社会责任绩效，与利益相关方保持密切沟通，积极参与推动可持续发展理念传播。18从产业分类看，第一、第二产业的企业比第三产业企业更有可能披露可持续发展目标相关项目，这可能是由于食品安全、污染和碳排放等领域严格的政府监管带来的压力。从企业类型看，外资企业进行公开披露的比例比其他类型企业高出21个百分点以上。对外资企业的公开披露要求来自严格的内部标准和其他国家和地区的监管，如欧盟《非财务披露指令》15要求大型公共利益企业披露其可持续性相关信息。国有企业受到更多来自中国政府的监管压力，尤其是在环境保护和低碳转型方面。民营企业和合资企业的披露比例较低，因为这些企业不像其他类型企业必须满足披露要求。厦门航空建立多元化披露机制，增强与利益相关方的信息沟通厦门航空早在2017年与联合国在纽约联合国总部签署协议，成为全球首家与联合国开展可持续发展目标合作的航空公司，开展了一系列面向乘客和社会大众的可持续活动。172019年，英国品牌金融咨询公司公布的全球航企品牌价值榜单上，厦航荣升至第30名。机构简介优先关注目标实践亮点实践案例23可持续发展目标落实概况建立多元化披露机制，增强宣导效果企业可持续发展披露的本质是与投资者、消费者等利益相关方信息的传递。除可持续发展报告等公开报告之外，企业也可以考虑更多渠道的沟通途径，直接展示自身的可持续实践，也向社会宣传引导可持续发展理念。企业可以尝试以下内容：​通过专业、公正、客观的披露机制公开报告自身可持续实践​；设计与业务和可持续实践相关的宣传活动，联合多方共同推动可持续发展目标的建设与传播​；在消费者更关注可持续发展和低碳环保价值观趋同的背景下，多样化的可持续发展披露方式能够协助企业在行业内打造独特的品牌形象，提高传播力度和公众接受度，从而提升品牌价值。除披露报告外，厦航还开展企业社会责任活动，宣告落实可持续发展目标的承诺，同时提高公众对可持续发展的整体意识。厦航的行动彰显了如何通过企业社会责任活动与利益相关方就可持续发展实践进行沟通，并间接披露企业优先关注的重点领域。可持续客舱：引进各类全降解环保产品，替代原先的纸质品、塑料制品，另外专门推出“联合梦想号”主题航班，打造可持续发展目标特殊涂装飞机，在机身喷涂17项联合国可持续发展目标，还从客舱布置、机上影音、主题活动乃至定制服务等方面体现可持续发展内涵。目前开展的6次主题航班活动，传播量达8亿人次。SDGs城市穿越赛：厦航于2019年发起SDGs城市穿越赛公益赛事，在长沙、重庆等多地开展。参赛者通过闯关游戏的形式深入了解联合国可持续发展目标的内涵。厦航还在抖音短视频平台发起互动话题，吸引用户以视频拍摄的方式，全方位探索城市可持续发展点滴，帮助参赛者深刻认识联合国可持续发展的理念。启示24走向零碳：在华企业可持续发展行动257.《国务院关于加快建立健全绿色低碳循环发展经济体系的指导意见》,TheStateCouncilofthePeople’sRepublicofChina,Feb22,2021,http://www.gov.cn/zhengce/content/2021-02/22/content_5588274.htm8.《中华人民共和国国民经济和社会发展第十四个五年规划和2035年远景目标纲要（全文）》,TheStateCouncilofthePeople’sRepublicofChina,Mar13,2021,http://www.gov.cn/xinwen/2021-03/13/content_5592681.htm9.《中国可持续消费报告2020》，商道纵横，Dec25,2020,http://www.syntao.com/newsinfo/1010421.html10.“殷格非｜中国500强企业社会责任发展观察”,GoldenBee,Sept24,2021,https://www.goldenbeechina.com/viewpoint/249.html11.BillZujewski,“HowToImplementASustainabilityPlan:ExecutiveGuideToBecomingASustainableBusiness–Step6”,GreenBusinessBureau,May12,2021,https://greenbusinessbureau.com/business-function/executive/how-to-implement-a-sustainability-plan-executive-guide-to-becoming-a-sustainable-business-step-6/12.《2020可持续发展报告》，伊利集团，accessedSep20,2021,http://file.finance.sina.com.cn/211.154.219.97:9494/MRGG/CNSESH_STOCK/2021/2021-4/2021-04-29/7169783.PDF13.DanoneOfficialwebsite,Danone,accessedSep20,2021,https://www.danone.com.cn/14.“5.3PRESERVEANDRENEWTHEPLANET’SRESOURCES”,Danone,accessedSep20,2021,https://www.danone.com/content/dam/danone-corp/danone-com/investors/en-sustainability/reports-and-data/planet/chapter5.3planetURD.pdf15.“Commissionguidelinesonnon-financialreporting”,EuropeanCommission,lastupdateonJun18,2019,https://ec.europa.eu/info/publications/non-financial-reporting-guidelines_en16.国投创益《基金扶贫模式和社会效益评估研究报告》发布，国投创益SDIC，Dec14,2017,https://www.sdiccy.com.cn/gtcy/zxzx/gsxw/webinfo/2017/12/1513867030620186.html17.“冬至也火热厦航首届可持续发展目标主题穿越赛开赛”，XiamenAirlines,accessedSep20,2021,https://www.xiamenair.com/brandnew_CN/contents/4658/35479.html18.“XiamenAirlinessocialResponsibilityReport”,XiamenAirlines,accessedSep20,2021,https://www.xiamenair.com/brandnew_CN/upload/files/2021/7/1013ca17d3377546.pdf特别关注：企业落实“30-60”双碳目标的行动4.特别关注：企业落实“30-60”双碳目标的行动自“双碳”目标确立以来，中国已出台涉及多个产业的若干监管措施，为以低碳转型为重点的可持续发展提供指导。2021年2月，国务院发布《关于加快建立健全绿色低碳循环发展经济体系的指导意见》，旨在通过确立生产、流通和消费环节的具体目标，构建绿色经济，实现低碳发展。19此外，2020年年初制定的新型基础设施建设规划确立了中国的重点发展领域，包括在能源、交通、物流和公共设施领域建设智能基础设施，形成能源节约型社会。20中国政府对于低碳转型的重视在企业调研结果中直接体现出来。SDG13气候行动的优先级提升了3位，上升至第4位，并且在受访企业未来五年的优先级中也名列前茅。总体而言，中国企业今年对气候变化的关注有了极大提升。例如，钢铁产业正在起草碳达峰实施方案，碳达峰路线图相关工作也正在进行。21金融行业正在推动投资人、资产管理人和监管机构之间的对话，重点关注调动资金用于指导绿色公平的低碳转型，并减少实现“双碳”目标进程中的投资缺口。22以下三方面应纳入考量。气候变化带来经济和社会风险。世界经济论坛的一份报告指出，在未来十年中“气候变化减缓和适应行动的失败”是影响面最大、发生可能性第二高的风险。23在最坏的情况下，中国到2050年有可能损失近24%的GDP。24各国政府意识到这一严峻威胁，正在做出气候承诺，制定新规则，推动绿色转型。气候变化严重影响企业活动。依据全球200多家最大企业的估计，若不采取行动，气候变化或将对这些企业造成近1万亿美元的损失。1700多家企业签署参与“科学碳目标”倡议，彰显庄严承诺，通过计算碳足迹、设立减排目标并监测完成进度应对气候风险。25气候变化可能导致供应链中断。对供应链上游企业而言，极端天气带来的气候风险是实实在在的，将影响原材料供应并增加物流成本。对制造企业而言，碳排放及环境监管等政策风险将导致与温室气体排放活动的相关成本增加。对下游企业而言，消费者对可持续产品和服务日益增长的需求带来的市场风险将导致潜在的收入损失。为防范上述潜在风险，供应链各个环节上的企业都在积极开展合作，确立具体目标，推广气候行动。2626走向零碳：在华企业可持续发展行动76.8%受访企业已经开展低碳项目核心发现具体的产业政策和财政补贴是最受欢迎的低碳转型公共政策46%受访企业知道自愿碳市场（VCM）少于10%受访企业在自愿碳市场进行过交易80%以上受访企业认识到低碳政策对企业经营的影响37.6%受访企业进行了碳盘查33.3%受访企业设立了特定排放范围的减排目标4.1实践现状4.1.1大部分企业认识到减碳政策的影响80%以上的受访企业称“双碳”目标已对企业经营和收入造成不同程度的影响（见图10）。2741.3%的受访企业称影响重大，另有43.4%的受访企业称有一定影响，其余15.4%的受访企业称没有受到任何影响。传统高排放产业（制造、能源、建筑与矿业、交通与物流）受“双碳”目标影响较大。52.1%的高排放产业企业认为“双碳”目标对公司有重大影响，仅有10.4%的高排放产业企业称“双碳”目标对公司没有影响。排放和污染较重的高排放产业的企业往往受到更严格监管，因此对环境和碳政策更敏感。来自技图10“双碳”目标对企业经营的影响问题：“双碳”目标对贵公司的经营是否有影响？术、媒体与电信（TMT）、零售与消费、金融服务等其他产业的企业则大多表示“双碳”目标“有一定影响，但影响不大”，这是因为这些企业的高碳排放活动和所受的监管限制都较少。整体高碳排放行业低碳排放行业影响重大有一定影响无影响27特别关注：企业落实“30-60”双碳目标的行动76.8%14.6%85.4%31.9%68.1%4.1.2中国企业的低碳行动图11所示为，76.8%的受访企业已经开展低碳项目，不同产业的比例不同。高排放产业已开展低碳项目企业的比例比低排放产业高25%。为进一步考察已经开展的具体低碳项目，后续问题要求受访企业回答是否开展五类低碳项目：审计碳数据、确立碳目标、应用低碳技术、在经营中践行低碳实践、建立外部伙伴关系。在已开展低碳项目的86家企业中，有71%的企业在经营中践行低碳实践，包括推动能源和环境设计领导力（LEED）认证建筑、无纸化办公、清洁能源工厂等项目。23.2%整体高碳排放行业低碳排放行业尚未开展低碳项目已经开展低碳项目不同产业的碳审计和碳承诺进度不同在已开展低碳项目的86家企业中，51%已开展碳数据监测及审计，其中运输与物流业的比例较平均高35%。高碳排放产业中（运输与物流、能源、建筑与矿业、工业产品），能源、建筑与矿业的比例最低（17%），这可能是由于样本的局限性，因为受访的能源、建筑与矿业企业主要是新能源创新技术公司，对于碳审计并没有强烈需求。TMT、运输与物流和金融服务等企业直接接触消费者的产业，则更倾向于关注确立碳目标等低碳承诺，以展示企业进行低碳转型的决心。必须更加努力与外部伙伴合作探索减排机遇供应链的上下游合作对于企业低碳转型具有关键作用。价值链产生的碳排放占企业总排放的很大一部分（是企业的范围一和范围二直接排放源总和的5.5倍，详见4.1.3）。28但从表1可以看出，开展外部伙伴关系项目的企业不到40%。表1低碳项目的产业细分问题：所开展的低碳项目具体是什么？注：TMT指技术、媒体、电信，T&L指运输与物流，FS指金融服务，R&C指零售与消费，EC&M指能源、建筑与矿业，I&P指工业产品，Overall为总计。监测并审计碳足迹，为低碳项目奠定基础设立净零目标应用低碳技术在经营中践行低碳实践建立外部伙伴关系项目28图11开展低碳项目的企业比例问题：贵公司是否已开始开展低碳项目？走向零碳：在华企业可持续发展行动天津荣程祥泰投资控股集团有限公司（简称荣程）是天津大型民营企业之一，现有员工总数近万人，资产总额225亿元。荣程业务分布在钢铁能源、经贸服务、科技金融、文化健康四大产业。作为高碳排钢铁企业，荣程钢铁集团积极响应中国“双碳”目标，开展“碳达峰及降碳行动计划”。作为强制控排企业之一，荣程在战略层面高度重视低碳减排，把“30-60”双碳目标战略作为集团“一号工程”，成为国内首家发布降碳路径图的民营钢铁企业，引领民营企业的低碳转型。29能耗优化：一方面，荣程进行能源结构调整，优化产业结构，降低第二产业比例，另一方面，荣程积极探索工序优化，尝试“煤（油）改氢”，回收冶炼余热、余压发电；回收也成为荣程实现环保的一大途径，荣程也通过自己的贸易平台回收废钢，改为废钢转炉冶炼钢铁，减少煤炭、焦炭利用预计每年减碳120万吨；此外，荣程还深入研究供应链的减排，投入使用氢能源重卡降低物流方面的碳排。替代能源：在减少现有碳排之外，荣程也积极进行低碳材料的开发，在产品端投入研发绿色、高端、长寿的钢材，增加使用年限以达到环保的目的。另外，碳汇部署也成为荣程低碳转型的重要途径，近年来，荣程开始实施光伏发电项目、建设生态基地，在津南区建立生态屏障项目，种植乔木做碳汇储备。建立与企业自身业务相结合的低碳转型路线民营企业应该主动参与低碳发展，提前规避风险，从业务本身做抓手，分阶段进行低碳转型。合理的低碳转型路径需要以下原则：​与业务紧密结合，将低碳转型纳入企业发展战略​；明确企业高碳排放源，针对相关业务进行衡量、监测和优化​；首先通过能耗优化、回收能源等方式降低现有碳排放，实现碳达峰，再进一步部署替代能源，购买外部碳汇；未来，开发碳清除科技和新型能源，以达到碳中和。天津荣程祥泰投资控股集团有限公司结合自身业务引领低碳转型机构简介优先关注目标实践亮点实践案例启示29特别关注：企业落实“30-60”双碳目标的行动4.1.3减排目标的基础：碳盘查对于承诺进行低碳转型的企业而言，评估排放基准是关键出发点。该领域的领先标准——温室气体核算体系（GHGProtocol）明确了盘查企业碳排放的三个范围。范围一是从企业所有或控制排放源的直接排放。范围二是企业外购能源产生的间接排放。范围三是排放报告企业所处价值链产生的除范围二以外的其他间接排放，包括上游和下游活动产生的间接排放。30企业能够通过专业的碳核算与管理制定可行的目标，计算减排量，以此明确低碳转型路径。37.6%的受访企业称已经进行碳盘查计算（见图12）。计算范围一和范围二的企业（25%）与计算全部三类范围的企业（28%）多于仅计算单个范围的企业。图12企业碳盘查覆盖范围问题：贵公司盘查和管理的碳排放数据范围？“其他”指不符合“科学碳目标”倡议排放范围定义的企业，包括计算范围一、三以及计算范围二、三的企业。详见“科学碳目标”倡议。“其他”指不符合“科学碳目标”倡议排放范围定义的企业，包括计算范围一、三以及计算范围二、三的企业。详见“科学碳目标”倡议。范围一范围一范围二范围二范围三范围三其他其他范围一、二范围一、二范围一、二、三范围一、二、三33.3%的受访企业确立了碳目标（见图13）。与碳盘查调查结果类似，企业不仅确立了减少范围一和范围二排放的目标，还认识到上游和下游活动也会产生大量排放，并制定了减少范围三排放的目标。29%的企业已经承诺对供应链中更广泛范围内的碳排放进行管理。将范围三排放纳入减排目标的企业主要来自工业产品制造业，表明这些企业已对可持续供应链管理有更深入的理解。图13企业碳目标包含的碳盘查范围问题：贵公司的碳中和/净零碳目标包含哪些范围？制定碳中和/净零碳目标的公司比例进行碳盘查的企业比例30走向零碳：在华企业可持续发展行动4.1.4自愿碳市场：加快低碳转型的工具自愿碳市场（VCM）是除国家碳排放权交易体系（ETS）外另一项加速低碳转型的重要市场机制。自愿碳市场允许非控排机构自愿购买碳排放信用额以抵消自身排放量。自愿碳市场也是驱动资源分配的重要力量，为减少排放总量、应对气候变化的项目提供支持。31强制碳市场参与者关于自愿碳市场的知识多于不受排放监管的企业调研结果显示，46%的受访公司听说过自愿碳市场，但其中只有不到10%的企业在自愿碳市场进行过交易。参与碳排放权交易体系的企业对于自愿碳市场的意识更强，因为这些企业有固定的排放配额指标，可能需要从强制市场和自愿市场购买额外的碳信用额。70%的碳排放权交易体系参与企业听说过自愿碳市场，其中40%在自愿碳市场进行过交易。在不受排放监管的企业中，仅有43%听说过自愿碳市场，其中进行过交易的不到4%。各产业的认知度和参与度参差不齐70%的金融服务企业听说过自愿碳市场（见图14）。金融服务业认识到气候变化对金融稳定性的影响，因此金融服务企业正在调整与气候变化相关的资产组合风险，并探索实现绿色经济的低风险道路。32在能源、建筑与矿业以及技术、媒体与电信业中，50%的企业听说过自愿碳市场，这主要因为这两个行业中30%~35%都是上市企业，它们更了解市场趋势，并且受到来自投资人的压力。图14企业关于自愿碳市场的知识及交易现状问题：贵公司是否知道自愿碳市场？贵公司是否在自愿碳市场进行过交易？核证减排信用额是自愿碳市场中最受欢迎的产品世界银行的研究表明，一般而言在自愿碳市场交易过的企业最欢迎的产品是核证减排标准和黄金标准。33随着减排意识的逐渐提高，中国企业无论是否参与强制碳市场，都在为消金融服务技术、媒体与电信能源、建筑与矿业工业产品运输与物流零售在自愿碳市场进行过交易听说过自愿碳市场但尚未进行交易31特别关注：企业落实“30-60”双碳目标的行动4.2常见挑战4.2.1缺少外部监管和内部共识阻碍企业开展行动23.2%的受访企业尚未开展低碳项目（见图15）。调查问卷要求这些企业进一步说明为何未采取行动。主要原因如下。未被纳入强制碳排放企业经营管理不涉及高碳排活动无力承担过高成本技术有限需要上下游共同推动除碳足迹而寻找自愿碳市场核证减排产品。与此同时，核证减排产品也变得更加多样化，方便公众参与低碳实践。例如，通过四川联合环境交易所开发的“点点碳中和”移动平台，机构和个人可以在手机上估算碳排放量并购买碳信用额，进行碳足迹管理。34“点点碳中和”平台自2019年上线以来，用于抵销碳足迹的碳信用交易已有10259.49吨，其中包括成都市“碳惠天府”机制碳减排量8127.31吨，吸引了各类企业、机构和个人参与交易。企业应当熟悉不同类型的自愿碳市场产品并为碳资产管理制定规划。图15部分企业未开展低碳项目的原因问题：贵公司为何未开展低碳项目？缺乏外部监管和内部意识。70%的尚未开展低碳项目的企业不是强制碳市场参与者，所以表示不需要低碳转型规划或行动。68%的尚未开展低碳项目的企业宣称经营活动不包括高排放环节，不过这有可能是由于企业缺乏对碳排放活动的全面理解。例如，TMT行业和零售业的日常经营活动并非高排放来源，但TMT的数据中心和零售业的供应链都是高排放来源。因此，针对具体产业制定明确的监管规定和指导意见是有必要的，例如TMT行业的碳审计指导意见应当涵盖企业数据中心的排放，指导企业完成低碳转型。缺乏供应链的共同行动。供应链上游和下游企业的合作质量也影响着企业的低碳转型项目。从产业类型看，40%的工业产品制造企业认为共同行动很重要，TMT行业和零售与消费业企业也有类似需求。32走向零碳：在华企业可持续发展行动百威已经加入RE100使用100%可再生能源电力，并且通过SBTi认证，立志于在2025年前将温室气体排放较2017年减少25%，承诺覆盖所有范围一、范围二、范围三。由于百威自身碳排远不及上下游范围三的排放量，从2020年开始推进供应链可持续发展，协同合作伙伴开展多个低碳减排。清洁能源工厂：百威在亚太地区的多个工厂开展了分布式光伏项目，并在部分工厂搭配建设储能系统，提高可再生电力使用率。2018年起，百威开展其智慧低碳工厂可再生能源部署，先后在福建莆田、广东佛山等地建立分布式光伏项目。百威在四川资阳工厂引入绿电购买，实现了中国首个“100%使用可再生电力生产”的工厂。计到2021年年底，百威亚太将累计完成11家工厂光伏板的安装。同时，百威积极为供应商开展宣讲和培训活动，百威亚太最大的玻璃瓶供应商——广东华兴玻璃，在百威的影响下实施了该公司第一个分布式光伏项目，减少了啤酒饮料等玻璃瓶包装的碳排放。绿色物流：百威从2014年起以低能耗仓储、低碳运输、高效的供应链计划为重点，投入使用200多辆绿色车辆，包括液化天然气、氢能源卡车等。百威使用的新能源车辆也会推荐给经销商使用，降低间接碳排放。此外，2021年4月，佛山工厂应用第一期分布式储能系统，对120吨废旧电池实现再利用，在为啤酒工厂提供电力的同时，为电动重卡功能，实现可再生电力的闭环，使汽车电池的生命周期延长5年以上。可持续供应链创新:百威启动“100+加速器”计划，联合可口可乐、联合利华等消费品公司，为供应链的可持续创新提供资金和试点，投资可持续供应链初创公司。百威亚太也推出了本地的创新中心，以赋能协助百威在亚太地区解决可持续发展挑战的企业家。其中的新创企业，包括上述佛山工厂回收利用电动汽车退役电池储能的上海誉硕能源科技有限公司等，皆与百威开展深度合作。百威是全球领先的啤酒酿造商、全球五大消费品公司之一，总部位于比利时，旗下经营超过500个啤酒品牌，在中国十几个省拥有35家世界级啤酒厂。2021年，百威在中国应用可再生电力12017万度，减碳84120吨，并承诺武汉工厂将于2021年年底前成为百威全球首家碳中和工厂。协同合作伙伴共同实现低碳转型在制定低碳减排目标时，企业往往面临上下游积极性不足，带来高额范围三排放的挑战。因此，根据企业生产经营特性，尤其是制造业等行业，需要上下游合作伙伴承担起相应责任。企业首先应该身体力行，通过部署新能源、购买绿电等方式降低直接碳排。在此基础上，企业应该积极影响供应链的可持续发展，通过意识培养、协同合作的方式，建立共赢的伙伴关系，带动上下游共建绿色供应链。​百威控股亚太引领低碳转型，带动可持续供应链发展机构简介优先关注目标实践亮点实践案例启示33特别关注：企业落实“30-60”双碳目标的行动4.2.2最受欢迎的公共政策：具体产业的指导意见和财政补贴大部分受访企业表示，针对具体产业的指导意见和财政补贴是最受欢迎的低碳转型公共政策（见图16）。百威的可持续创新理念，旨在建立一个创新和可持续发展的生态系统，不仅在产业链上创造价值，帮助实现企业的可持续发展目标，而且还有助市场上创新解决方案的加速开发，以促进整个社会的环境和社区的福祉。企业需要针对具体产业且明确的低碳转型指导意见。例如，对于TMT的数据中心和工业产品制造业的生产流程，应当制定有针对性的专门指导意见，确立排放水平标准。企业还需要碳排放计算方面的产业指导意见，以便雇员理解、监测并管理碳数据。企业偏好鼓励碳行动的财政政策，例如，对完成显著减排的企业给予财政激励措施或税收返还。以非传统高排放产业为例，支持性财政政策将鼓励技术创新或项目成果进一步探索并发展减排实践。排放权交易制度的标准化也将有助于企业开展低碳项目。排放权交易的强制市场和自愿市场的改善将促进更多企业参与其中。45%的受访企业期待政府出台更多扶持性的货币政策措施，支持减排项目融资。图16企业认为重要的低碳转型公共政策问题：哪些公共政策对于贵公司的低碳转型来说是关键的？分行业低碳措施指引针对低碳技术提供财务激励出台行业政策出台财政补贴激励低碳行为出台碳交易规范出台融资政策支持减排优化碳排放权交易体系降低绿色企业融资成本的绿色信贷政策分行业碳盘查指引对重点减碳企业提供财务激励优化自愿碳市场针对减排项目的优惠贷款34走向零碳：在华企业可持续发展行动19.“TheStateCouncilissuedtheGuidingOpinionsonAcceleratingtheEstablishmentandImprovementofaGreenandLowCarbonCircularDevelopmentEconomicSystem”,ChinaAssociationofCircularEconomy,Feb23,2021,http://en.chinacace.org/events/view?id=610720.“Chinaformulatesplanfornewinfrastructuretospurdomesticdemand,economictransformation,growthsustainability”,TheStateCouncilofthePeople’sRepublicofChina,Sept22,2021,http://english.www.gov.cn/premier/news/202109/22/content_WS614b2a29c6d0df57f98e0ab7.html21.“推动能源绿色低碳转型——聚焦《新时代的中国能源发展》白皮书”，新华社，Dec22,2020,http://www.gov.cn/xinwen/2020-12/22/content_5572034.htm22.“UnitedNationsinChinaorganizesapolicydialogueonFinanceforSustainableDevelopmentandCarbonNeutrality”,UNDPChina,Jun22,2021,https://www.cn.undp.org/content/china/en/home/presscenter/articles/2021/united-nations-in-china-organizes-a-policy-dialogue-on-finance-f.html23.“TheGlobalRisksReport2020”,WEF,accessedSept20,2021,http://www3.weforum.org/docs/WEF_Global_Risk_Report_2020.pdf24.“Worldeconomysettoloseupto18%GDPfromclimatechangeifnoactiontaken,revealsSwissReInstitute’sstress-testanalysis”,SwissRe,Apr22,2021,https://www.swissre.com/media/news-releases/nr-20210422-economics-of-climate-change-risks.html25.“COMPANIESTAKINGACTION”,SBTi,accessedSep20,2021https://sciencebasedtargets.org/companies-taking-action26.WeiDavid,andChase,Marshall,“Climate+SupplyChain:TheBusinessCaseforAction”,BSR,accessedSep20,2021,https://www.bsr.org/reports/BSR_Climate_and_Supply_Chain_Management.pdf27.“ChinaproposesupdatedNDCtargets”,ClimateActionTracker,Sep20,2021,https://climateactiontracker.org/climate-target-update-tracker/china/28.“GlobalSupplyChainReport2019”,CDP,accessedSep20,2021,https://www.cdp.net/en/research/global-reports/global-supply-chain-report-201929.OfficialwebsiteofRockcheck,accessedSep20,2021,http://www.rockcheck.com30.“FAQ”,GreenhouseGasProtocol,accessedSept20,2021,https://ghgprotocol.org/sites/default/files/standards_supporting/FAQ.pdf31.“Climate”,EDF,accessedSep20,2021,https://www.edf.org/climate32.Carlin,David,“NewClimateScenariosforFinancialInstitutionsOfferARangeOfFutures”,Forbes,Jun14,2021,https://www.forbes.com/sites/davidcarlin/2021/06/14/new-climate-scenarios-for-financial-institutions-offer-a-range-of-futures/?sh=587cd71e6eaa33.UnpackingtheCausalChainofFinancialLiteracy”,TheWorldBank,Sep1,2011,https://openknowledge.worldbank.org/handle/10986/356234.OfficialwebsiteofSichuanUnitedEnvironmentExchange,accessedSep20,2021,https://www.sceex.com.cn/35建议5.建议面向未来的企业应当在致力于实现可持续成果的同时追求商业成功，并使利益相关方受益。这些企业通过将可持续发展融入自身的总体战略，认识到企业未来的成功取决于是否能为世界带来积极影响。为助力实现可持续发展目标并在机构层面识别潜在的机遇与风险，中国企业应当做到以下几点。理解不同产业面临的具体挑战与机遇。气候变化等可持续发展挑战会对不同产业造成不同影响。企业必须识别所在产业中与SDGs相关的趋势和挑战，以更好理解潜在痛点。有了这些知识，企业能够识别与SDGs相关的经营活动，并针对供应链中断、健康和劳动力问题、气候危机等潜在风险制定适应性措施，助力企业的长期成功。采用最佳实践，防范潜在风险。尽管企业目前实施SDG项目的主要障碍是行业指导意见的缺失，企业依然可以学习借鉴现有的最佳实践。通过对标先进范例，企业能更好地理解自身的可持续发展状态，并更好地落实有影响力、有效且相关的SDGs行动。为适应潜在的政策风险，企业可以参考更发达地区的政策趋势，将自身的SDGs实践与这些地区的政策对标（例如《欧盟绿色新政》35）。提高人力资源和管理能力。随着外部环境的持续变化，企业要获得长期成功，必须积极主动开展SDGs相关行动。公司必须不懈努力，建立自上而下的企业可持续发展管理体系，将企业战略与可持续发展保持一致，并明确监测目标。与此同时，需要提高企业领导层的可持续发展意识，以及招募可持续发展专门人才。与战略伙伴合作推动产业可持续发展。虽然产业内部没有放之四海而皆准的SDGs实践，同一产业的企业应当携手合作、共享资源并改进现有的可持续发展实践。此类伙伴关系还可以延伸至产业间合作，如连接价值链上下游的项目，形成更可持续的商业模式乃至循环经济体系。5.1确保商业活动与可持续发展目标保持一致的关键建议5.2步骤指南在落实可持续发展目标的过程中，企业需认识到企业的盈利能力和可持续经营密不可分；投资人和消费者都正在将资本和资源再分配给更具可持续性的产品和服务。36因此，为成功融合可持续发展目标，企业应当充分利用内部及外部工具包来重新审视自身的经营活动及定位。联合国开发计划署制定的《可持续发展目标影响力标准》为所有企业落实SDGs提供了框架（见图17）。37调研结果也表明该标准是最具知名度的可持续性项目。《可持续发展目36走向零碳：在华企业可持续发展行动5.2.1战略：阐明可持续发展宏观原则，将SDG融入企业决策的过程确立企业可持续发展的目标、愿景和战略。由于企业的经营活动和可调动的资源具有多样性，因此不同产业的企业适宜解决不同的社会问题和环境问题。因此，必须在全公司形成共识，发掘SDGs带来的风险和机遇，并将可持续发展的使命和愿景融入企业的发展战略之中。制定符合企业战略、务实的影响力目标，落实企业领导层的核心行动。企业的SDG影响力目标应当符合以下要求：•与公司的目的、愿景和战略保持一致；•既务实又具有雄心；•与企业的经营活动、所在产业、价值链和利益相关方相关。依据上述标准，公司领导层应当制定量化目标，任命专职团队，考察企业实践的现状，保障SDGs行动的落实。在实现低碳目标方面，企业应当采取科学方法开展碳资产管理，企业领导层应当推动相关团队开展战略制定工作。许多企业已经开始探索低碳发展和落实净零承诺的道路，38当务之急仍然是在短期、中期和长期的不同项目（见文本4）中应用不同的减排方法（见图18）。39“科学碳目标”（SBTi）是联合国全球契约组织（UNGC）、碳披露项目（CDP）、世图17企业SDG影响标准宏观原则保障企业活动和投资对人类和地球产生积极影响决策框架将可持续经营和对SDG的积极贡献融入企业内部决策之中，遵循宏观原则并使用统一语言和方法SDG影响力标准-债券发行人-企业-私募股权基金经济合作与发展组织-联合国开发计划署-可持续发展融资影响力标准-发展融资战略管理方法治理透明度影响力管理工具指标、分类、估值模型、基准测试工具及其他工具与框架外部披露披露企业如何将可持续经营和自身对SDG的积极贡献融入决策并向外部利益相关方报告企业绩效标影响力标准》围绕内部决策，确立了最佳实践的标准，旨在改变企业和投资人对价值创造的认知方式，将影响力管理融入企业的战略、管理方法、披露和治理实践，最终为推动SDGs落实做出积极贡献。《可持续发展目标影响力标准》从战略、管理方法、透明度和治理等四大相互关联的主题出发，有助于将影响力管理的宏观原则落到实处，为企业正确衡量并管理影响力提供指导。该标准协助企业关注重大的积极和消极影响，从而集中精力与资源实现企业对SDGs的最大贡献。37建议总体而言，碳资产管理在企业的低碳转型中发挥着重要作用。碳资产管理涵盖强制和自愿碳市场交易以及减碳产品等与碳排放许可相关的一系列资产的管理。高质量的碳排放数据、碳技术的投资与开发、均衡的碳排放交易权市场机制是企业碳资产管理的关键所在。40随着越来越多的企业加入SBTi并承诺实现净零碳目标，企业可以通过碳资产管理实现以下目标：改善企业碳数据信息的准确性和全面性；提高企业应用低碳技术的管理能力和决策标准；积累企业的碳排放权交易经验。图18企业落实净零碳目标的路径界自然基金会（WWF）和世界资源研究所（WRI）发起的一项共同倡议，旨在指导企业制定符合“2℃温控目标”的温室气体减排目标。图18展示了一家公司的样本路径，这家公司承诺2025年实现净零碳，预计排放量在2019年基础上减少50%。按照这一情境，该公司减少整体排放，购买排放抵消产品，投资碳移除项目，以实现2025年净零碳目标。年排放量（吨）累计排放量（吨）文本4不同时间跨度的相关实践短期：企业通过绿色能源交易消除当前碳排放。企业可以选择RE100倡议等相关的可持续性项目，用可再生能源替代传统能源。例如，能源技术企业力宇集团一直在内部践行节能环保并开展温室气体减排项目。企业还可以利用天然气、煤气、生物质燃气，让发电过程更加绿色清洁。中期：企业通过基于自然的解决方案和其他核证减排项目抵消碳排放。例如，正和恒生态是一家提供基于自然的解决方案的中国企业，已完成多个生态系统恢复项目，通过恢复湿地、建立生态走廊促进碳捕获。长期：企业投资碳捕获和碳移除项目，减少日常运营产生的排放。38FY25减少50%总排放量碳排放总量（包括范围3）碳抵消量碳移除量走向零碳：在华企业可持续发展行动5.2.2管理：运用SDG评估工具进行影响力评估运用专业的可持续发展管理框架并引领全公司范围内的合作。合理的管理框架能促进高效切实的企业SDG融合行动。详细的框架有助于公司的行政管理部门协调不同业务部门，共同实现企业可持续性目标。企业要充分完成SDG融合，就必须动员每一位成员积极参与。通过应用SDG评估工具，企业可以理解SDG的作用，对SDG在企业经营中的影响力进行量化评估。文本5“科学碳目标”倡议（SBTi）“科学碳目标”倡议（SBTi）旨在协助企业制定符合《巴黎协定》的减排目标。SBTi描述并推广制定科学碳目标方面的最佳实践，为减少最佳实践的应用壁垒提供资源和指导，并对企业制定的目标开展独立评估和审批。目前，SBTi提供短期和中期减排目标（5—15年）的制定方法。截至2021年，已有来自全球60个国家的1000多个组织加入SBTi，响应对企业气候行动日益紧迫的要求。SBTi受到企业欢迎的原因如下。覆盖产业范围广SBTi官方网站提供15个主要产业的企业减排专门指导手册，覆盖铝业、林业、土地和农业、能源、化工、服装鞋业、信息通信技术等产业，并且正在制定针对其他产业的专门指导手册。提供关于碳目标自我修订和公众承诺的明确指导SBTi为企业提供一系列明确指导，涵盖提交碳目标、制定减碳路线图、提交修改后的科学碳目标、与利益相关方沟通、进行年度披露等方面。通过指导企业完成整个申请流程，SBTi能全面理解企业的低碳行动并通过提供技术支持弥补企业的减排能力缺口。39建议SDG行动管理平台（SDGAM）是一个由联合国全球契约组织发起的影响力管理在线平台，协助企业评估其经营、供应链管理、商业模式的SDG绩效。平台还为企业反思和改善SDG绩效提供风险评估、可持续发展管理标杆和建议。该平台结合了共益实验室（BLab）的共益影响力评估42（BIA）、联合国全球契约组织十项原则和17个SDGs，通过动态自我评估、标杆管理和自我改进等措施，促进有意义的商业行动。企业可以使用免费在线评估工具对自身的可持续发展绩效进行量化评估，找到最相关的SDG，理解并分享自身对SDG的影响，设立目标并追踪SDG绩效改善进程。SDG行动管理平台始于一项基线调查，以联合国全球契约组织十项原则为基础，涵盖以人为本、劳动行为、环境管理、良好治理等广泛主题，有助于企业从自身情况出发充分认识并优先考虑最相关的SDG。找到与企业最相关的SDG后，平台将进一步评估企业落实这些SDG的进程，并就企业如何促进这些SDG的落实提供建议。调查完成后，SDG行动管理平台将提供一份SDG绩效报告、一份书签报告和一份改善报告，按不同细分主题对企业SDG绩效进行考察，为企业识别优势领域和改善绩效的机遇提供建议。工具包：SDG行动管理平台415.2.3透明度：运用公认披露框架开展SDG影响力传播44.4%的受访企业由于缺乏披露知识或激励措施，所以尚未公开报告其SDG项目。企业透明度是所有利益相关方了解企业可持续发展现状的主要途径，因此其重要性与日俱增。运用公认的披露框架有助于企业对其SDG影响力进行专业报告，也使利益相关方得以比较不同企业的SDG影响力。40走向零碳：在华企业可持续发展行动以下非财务披露框架为指导公司进行SDG披露提供了必要知识。工具包：非财务披露框架气候相关财务信息披露工作组（TCFD）提供气候相关财务披露建议，协助公司披露信息，以促进资本分配。50全球报告倡议组织（GRI）标准是关于经济、环境和社会影响力的公开报告标准。基于GRI标准的可持续性报告围绕组织对可持续发展的积极和消极影响，提供相关信息。43国际标准化组织包括一系列国际环境管理标准、指南和技术报告，适用于不同产业、不同规模的各类组织。其中普及度最高的是为环境管理体系提供指导意见的ISO14001标准。45可持续会计准则委员会（SASB）是一整套全球适用、按产业划分的标准，指出行业典型企业中最核心的财务相关重大可持续发展主题及其相关指标。46综合报告可以透过金融及非金融数据评估当前运营模式对未来收益的影响，从而勾勒出未来公司潜在收益的框架。该组织的一系列信息，包括战略及运营模式，历史表现和可持续发展实践都在报告中有所体现。44气候披露标准委员会（CDSB）提供环境信息的披露框架，通过主流公司披露，为投资人提供有助于决策的环境信息并促进资本的高效分配。47CDP全球环境信息研究中心采用独立评分方法，衡量企业在气候变化、水资源安全和森林方面的影响，协助公司识别相关机遇与风险。CDP全球环境信息研究中心要求企业每年进行披露。49联合国可持续发展目标信息披露建议借鉴气候变化相关财务信息披露工作组、综合报告和全球报告倡议组织相关信息并与其保持一致。该项披露主要分为4个主题：治理、战略、管理方法和表现及目标。基于此项报告，企业可以评估自身可持续发展实践，以及受到影响的利益相关方和群体，并预测长期价值创造。4841建议35.“《欧洲绿色新政》解读及对我国的启示与借鉴”，NCSC,accessedOct10,2021,http://www.ncsc.org.cn/yjcg/zlyj/202105/P020210526553230813245.pdf36.“高瓴资本张磊：“低碳转型”是企业塑造竞争力的历史机遇”，腾讯新闻，accessedSep20,2021,https://new.qq.com/omn/20210320/20210320A0BUHM00.html37.“SDGIMPACTSTANDARDSEnterprises”,UNDP,accessedSep20,2021,https://sdgimpact.undp.org/assets/SDG-Impact-Standards-for-Enterprises-DRAFT-for-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letheworseningclimateemergencythreatensourverysurvival.AccordingtothelatestIPCCreport,urgent,transformationalactionisneededtokeep1.5degreesofwarmingwithinreach.Ifwearetoovercomethesemonumentalchallenges,wecannotcontinuewitha‘businessasusual’scenario.Inparticular,transformationoftheprivatesector,andtheabilityforcompaniestoadjusthowtheyoperateandwhattheyprioritize,willbecriticaltobuildingamoresustainablefutureforourselvesandfortheplanet.InthisseconditerationofourpioneeringstudyonbusinessandsustainabilityinChina,weseethatthewilltoalignbusinessstrategywiththeSDGsisthere.ThereisgreaterrecognitionthatincorporatingtheSDGsintodecisionmakingnotonlycontributestosustainableandinclusivedevelopment,butcandrivebusinessgrowthandproductivity,too.Accordingtooursurvey,anencouraging94.9%ofthesampledChineseenterprisesarewillingtoimplementSDGprojects,withoverhalf(55.6%)havingalreadyreportedtheirSDGinitiatives.Thisyear’sreporthasaspecialfocusonhowChina’srecentclimatecommitments(peakingcarbonemissionsbefore2030andachievingcarbonneutralityby2060)haveencouragedcompaniestopursuelowcarboninitiativesandreexaminetheiroperations.Thefindingsprovideinsightsonthetransformationstakingplacewithindifferentsectorsandindustriesaswellassomeofthechallengesbusinessesarefacing,whichcanhelpinformfuturepolicymaking.AtUNDP,throughcontinuedpartnershipwithbothgovernmentandtheprivatesector,wearereadytosupportcompaniesinChinatomeetclimatetargetsandbetterengagewiththeSDGframework.Wewouldliketothankourpartners,PwCandChinaChamberofInternationalCommerce(CCOIC),fortheirimmensesupport.Withouttheircontributions,thisstudywouldnothavebeenpossible.WealsowanttorecognizeUNGlobalCompactforleveragingtheirplatformtoengagecompaniesinoursurvey.ItisourhopethatthisreportwillhelptoincreaseunderstandingoftheimportanceofputtingtheSDGsandsustainabilityatthecenterofbusinessmodelsinthecorporateworld,andinspirecompaniestotakeactionintheglobalfightagainstclimatechange.Foreword01TheUNClimateChangeConferenceheldinGlasgow(COP26)inNovember2021soundedthealarmbellontheurgentneedforcountriestoraisethelevelofambitiontocurbglobalwarming.Thoughthereisamountaintoclimbtorebalancehumanity’srelationshipwiththeplanet,itisentirelypossible,andbusinessesallovertheworldhaveapivotalroletoplay.Theactionstakeninthisdecadecansettheworldonanewcoursetowardsamoreinclusive,green,andsustainablefuture.BeateTrankmannUNDPResidentRepresentativeinChina02InSeptember2020,ChinesePresidentXiJinpingdeclaredattheGeneralDebateofthe75thSessionoftheUnitedNationsGeneralAssemblythatChinawillscaleupitsIntendedNationallyDeterminedContributionsbyadoptingmorevigorouspoliciesandmeasures,aimingtohaveCO2emissionspeakbefore2030andachievecarbonneutralitybefore2060.InOctober2021,PresidentXisaidattheleaders'summitofthe15thmeetingoftheConferenceofthePartiestotheConventiononBiologicalDiversity(COP15)thattoachievethecarbonpeakandneutralitytargets,ChinawillreleaseimplementationplansforpeakingCO2emissionsinkeyareasandsectorsaswellasaseriesofsupportingmeasures,andwillputinplacea“1+N”policyframeworkforcarbonpeakandneutrality.ThisdemonstratesChina’sresponsibilitytoparticipateinglobalgovernanceandtobuildacommunityofsharedfutureformankind.ItisalsoamajorstrategicdecisionthatChinahasmadetopromoteeconomictransformationandimplementtheUNSDGs.Realizingthe“dualcarbongoals”requirescollectiveeffortsfromallsectors,inwhichtheprivatesectorcanmakeabigdifference.Asbothemittersofgreenhousegasesandcreatorsofclimate-friendlysolutions,businesseshaveagreatroletoplayinpromotingthegreentransformationofeconomicandsocialdevelopment.Enterprisescanpromotelow-carbontransformationofthewholeindustrybyenhancingtheirresearchandinnovationcapacity,increasingknowledge-sharingandengagementinmulti-stakeholdercollaboration,aswellasdrivingtheirpartnersamongtheentiresupplychainstotakeemissionreductionmeasures.Atthesametime,companiesshouldalsofulfilltheirsocialresponsibilitiesbyincorporatingthecarbonneutralitygoalintotheirlong-termdevelopmentstrategiesandcultivatingrelevantprofessionals.Itistimelytodiscusslow-carbondevelopmentpathwaysforcompaniesinthisreport.Basedonasurveyofmorethan100enterprisesinChina,thisreportexploresthestatusquoandchallengesofenterprisesinChinainengagingwiththeSDGs.Italsofocusesontheimpactandpotentialopportunitiesbroughtbythe“dualcarbongoals”forenterprisesinChina.Inaddition,throughin-depthinterviews,thereportpresentsthebestbusinesspracticesfromdifferentsectorsinpromotinglow-carbondevelopment,whichwillhelpmorecompaniestobetterimplementtheSDGsandlow-carbonconcept,andtopromotegreendevelopment.ChinaChamberofInternationalCommerce(CCOIC)hasalwaysconsideredprovidingbetterservicesforcompaniesasitsmission.Byestablishingmechanismsforbilateralandmultilateralbusinesscooperation,wearededicatedtomobilizingChineseenterprisestoparticipateinglobaleconomicgovernance.Inthefuture,wearereadytoworkcloselywithUNDPandPwCChinatoadvocategreenplanning,investmentandmanufacturingamongcompaniesandincreasebusinesseseffortsinaddressingclimatechangebyencouragingthemtoconsidertheSDGsandlow-carbonconceptsaspartoftheirdevelopmentstrategies.JianlongYUExecutiveViceChairman&SecretaryGeneralChinaChamberofInternationalCommerceForeword03ForewordItistheboundendutyofenterprisestopromoteandimplementtheUnitedNations(UN)2030AgendaforSustainableDevelopmentandtheireffectivewaytoparticipateinsolvingsocialandenvironmentalproblems.Facingtheseverechallengesofglobalclimatecrisisandtheshortageofnaturalresources,itbecomesabusinessnormforenterprisestointegratetheconceptofsustainabledevelopmentintotheirstrategyandoperation.TheChinesegovernmenthascommittedtothedualcarbongoalsandraisedlow-carbondevelopmenttoastrategiclevel.LeadingenterprisesinChinastarttomakethepositivesocialandenvironmentalimpactbyprovidingmoresustainableandinnovativeproductsandservices.MoreandmoreenterprisesinChinahaveactivelyandpubliclycommittednet-zerocarbongoals.AmongallenterprisesjoinedtheScience-Basedtarget'sInitiative(SBTi)frommainlandChina,onesnewlyjoinedlastyearaccountsfor83%.Infuture,Chineseenterpriseswillcontinuetopromotesustainabledevelopmentandconstantlyexplorehowtoturntheirpositivesocialandenvironmentalimpactsintobusinessadvantages.Meanwhile,anincreasingnumberofthoseenterprisesarepayingspecialattentiontotheimprovementofnon-financialinformationdisclosuretransparency.InternationalclimaterelatedinformationdisclosureframeworkssuchasTaskForceonClimate-relatedFinancialDisclosure(TCFD)hasbecomeanimportanttrend.Withthevisionofbuildingtrustinsocietyandsolvingimportantproblems,PwCalwaysvaluescorporateresponsibilitiesandencouragesenvironmentallyresponsiblebusinessbehavior.InSeptember2020,PwCtooktheleadinthenet-zerocommitmentby50%greenhousegasemissions(GHG)reductioninabsolutetermsfrom2019levelsandtoachievenet-zeroGHGemissionsby2030inlinewiththe1.5℃scenarios,whichhasbeensuccessfullyvalidatedbytheSBTi.Todevelopinnovativesustainabilitysolutionsandadvocatelowcarbondevelopmentconcept,PwCactivelyworkswithclients,suppliersandotherkeyshareholderstoenhanceresearchandimprovecapacitiesinfieldslikegreenfinanceandsustainabledevelopment.Thisyear,PwCcontinuedtocollaboratewithUNDPandCCOICininitiatingthesecondphaseoftheseriesreportonChineseenterprises’practiceofUNSustainabledevelopmentgoals(SDGs).Weanalyzedover100enterprisesonthechallengesandopportunitiesfacedbythemandexploredhowtheyarerespondingtoclimatechangeandlow-carbondevelopmentrequirements.Inthefuture,PwCwillcontinuouslysupportenterprisestoimplementsustainabledevelopmentmanagement,promotebusinessforgood,andjointlycreateaprosperousfuture.JamesChangManagingPartnerofRegionalEconomicClustersandSouthMarkets,PwCChinaQingNiESGMarketsLeader,PwCChina0405AcronymsBIABImpactAssessmentBUBusinessUnitCBDConventiononBiologicalDiversityCBUCountryBusinessUnitCCERChinaCertifiedEmissionReductionsCCOICChinaChamberofInternationalCommerceCCSCarbonCaptureandStorageCCUSCarbonCapture,Utilization,andStorageCDCERChengduCertifiedEmissionReductionsCDPCarbonDisclosureProjectCDSBClimateDisclosureStandardsBoardCO2CarbonDioxideCOPConferenceofPartiesCSRCorporateSocialResponsibilityEC&MEnergy,construction,andminingESGEnvironmental,social,andgovernanceETSEmissionsTradingSystemEUEuropeanUnionFIEForeign-investedenterprisesFLAGForest,aluminum,landandagricultureFSFinancialServiceFYPFive-YearPlanGDPGrossDomesticProductGHGGreenhouseGasGRIGlobalReportingInitiativeICTInformationandCommunicationTechnologyIMFInternationalMonetaryFundIPIndustrialproductsIRIntegratedReportingISOInternationalOrganizationforStandardizationKPIKeyPerformanceIndicatorLEEDLeadershipinEnergyandEnvironmentalDesignNDCNationallyDeterminedContributionsNPCNationalPeople’sCongressOECDOrganizationforEconomicCo-operationandDevelopmentPBoCPeople’sBankofChinaPOEPrivate-ownedenterprisesPwCPricewaterhouseCoopersR&CRetailandconsumerSASBSustainabilityAccountingStandardsBoardSBTiScience-BasedTargetsinitiativeSDGAMSustainableDevelopmentGoalActionManagerSDGsSustainableDevelopmentGoalsSDICStateDevelopmentandInvestmentCorp.LTDSOEState-ownedEnterprisesSUEESichuanUnitedEnvironmentExchangeT&LTransportationandlogisticsTCFDTaskForceonClimate-relatedFinancialDisclosureTMTTechnology,Media,TelecomUNUnitedNationsUNDPUnitedNationsDevelopmentProgrammeUNGCUnitedNationsGlobalCompactVCMVoluntaryCarbonMarketWRIWorldResourcesInstituteWWFWorldWildlifeFund06PathwaytoNetZero:SDGPracticesofEnterprisesinChinaExecutiveSummaryAbouttheReportThesupportoftheprivatesectoriscrucialtoachievingtheSustainableDevelopmentGoals(SDGs)andsafeguardingthefutureofbothhumanityandtheplanet.Inparticular,operatinginonethelargesteconomiesintheworld,thepotentialimpactthatcompaniesinChinacouldhaveonadvancingtheSDGsisundeniable.Therefore,clearlyidentifyingtheobstaclesandprogressmadebyenterprisesinChinainadoptingsustainablebusinessespracticesisessentialforpolicymakerstocraftpublicpoliciestargetinggreendevelopmentandSDGachievement.ThisreportisthesecondeditionofaseriesproducedjointlybyUNDP,PwCandCCOICexaminingthecurrentlandscapeofactionsbeingtakentoadvanceSDGsbyenterprisesinChinaacrossdifferentindustries.Thefirstreportwaspublishedin2020andbasedonasurveyfrom2019.Thisyear’siterationisbasedonresultsfromanonlinesurveyof117companiesaswellas12in-depthinterviewsconductedfromJunetoJulyof2021.IthasaspecialfocusonhowcompaniesareadaptingtothechangingpolicyenvironmentfollowingtheannouncementofChina’sgoaltoreachpeakcarbonemissionsbefore2030andcarbonneutralitybefore2060.Inparticular,itdiscernsactionpoints,identifiesready-to-usetoolkits,andprovidesstep-by-stepinstructionsforbusinessleaderstorealizealow-carbontransitionandsustainabledevelopment.ItalsoaddressesthekindofsupportthatisneededfrompolicymakersandregulatorsforcompaniesoperatinginChina.KeyFindings94.9%ofsurveyedenterprisesinChinaarewillingtoimplementSDG-relatedinitiatives.TheyarecurrentlylessconcernedwithSDGscoveringsocialdimensionsandarepayingmoreattentiontoeconomic-focusedSDGsthantheydidin2019.SomecommonchallengesforbetterSDGintegrationincludethelackofbothhigh-levelstrategicapproachesandunderstandingofhowtoperformSDGevaluations.Over80%ofcompaniesreportedtheyareplanningtoassesshowtoaligntheirpracticeswiththeSDGs,yet43%ofthesecompaniesreportedthattheydon’tknowhowtodoSDGevaluations.Anotherconsistentchallengeisthelackofincentivesforpublicdisclosure.Only55.6%ofsurveyedcompanieshavepubliclydisclosedtheirSDGinitiatives,virtuallythesameasin2019.Intermsofenterprises’responsestoChina’snewlyreleasedclimateagenda,84.6%ofthesurveyedcompaniesreportedthatChina’scarbontargetshaveinfluencedtheiroperations07ExecutiveSummaryandrevenueatdifferentlevels,andover75%arealreadyundertakinglow-carboninitiatives.37.6%ofcompanieshavecalculatedtheircarboninventoryandofwhich33.3%setcarbontargets.Fortheremainingcompaniesthatfailedtotakeanylow-carbonactions,lackofexternalregulationandinternalawarenessareidentifiedasthekeyreasons.Wheninquiringaboutpolicysupportneededinfacilitatingtheirlowcarbontransition,over82%ofcompaniescalledforsector-specificguidelinesandfinancialsubsidies.RecommendationsThereportrecommendsfouractionsforbusinessleaderstoconsider:increaseunderstandingofsector-specificchallengesandopportunities,adoptbestpracticestomitigatepotentialrisks,strengthenhumanresourcesandmanagementcapability,andcollaboratewithstrategicpartnerstopromoteindustry-widesustainabledevelopment.Theendofthereportfeaturesstep-by-stepinstructionstoutilizingUNDP’sSDGImpactStandardstohelpcompaniesandinvestorsoperatemoresustainablyandcontributepositivelytosustainabledevelopment.Theinstructionsunpackthestandard’sfourthemes:strategy,managementapproach,transparency,andgovernance,withdetailedinformationandguidance.Thereportalsoincludesfivecasestudiesshowcasingbestpractices,aswellasfourexamplesfromin-depthinterviewsforbusinessleaderstoreferencewhendevisingSDGintegrationandlow-carbonactionsintotheirbusinessstrategies.TheserecommendationsandcasestudiesrevolvearoundtheprocessofachievingtheSDGsandrealizingthe2030Agenda.However,duetolimitationsinthequantityandvarietyoftheenterprisessurveyed,thedatageneratedcannotnecessarilybetakentofullyrepresenttheentirelandscapeofthecorporatesectorinChina.InordertofullypresenttheprogressmadeonSDGpracticesbycompaniesinChina,moredatawillbenecessaryfromalargerpool,whichshallbecontinuouslyupdatedinfuturestudies.08PathwaytoNetZero:SDGPracticesofEnterprisesinChina09Introduction1.Introduction1.1China’sProgressonSDGImplementation1.2SDGsandtheCorporateSectorThe2030Agendareflectstheglobalaspirationtoendpoverty,reduceinequalityandprotectourplanetforfuturegenerations.Atitscore,the17SustainableDevelopmentGoals(SDGs)representthekeymilestonesweneedtocollectivelyachievetorealizethisagenda,eachcontainingspecificresponsibilitiesandactions.WithonlynineyearslefttoachievetheSDGs,theworldneedsasharedvisionandacceleratedactiontoeffectivelysolvedevelopmentchallenges.Thepandemic,combinedwiththeongoingclimatecrisis,hasexacerbatedthechallengesandrisksaroundSDGprogress,makingitmoreurgentthaneverforustomaketransformativechangestowardssustainabledevelopment.Thisrequirescollectiveeffortacrosstheworldwithactiveengagementfromallstakeholders.Therefore,itisimportanttogatherresourcesaroundtheglobe,fromtechnologytoinfrastructure,governmentstoprivatecompanies,andinvestorstoconsumerstobuildanecosystemofsustainabledevelopment.ChinahasalreadymadeconsiderableprogressinachievingtheSDGs.Attheendof2020,Chinaeradicatedextremeruralpoverty,makingasignificantcontributiontotheattainmentofSDG1:nopoverty.InSeptember2020,Chinapledgedtoachievepeakcarbonemissionsbefore2030andcarbonneutralityby2060.1Thisyear,itlaunchedthenationwidecarbontradingmarket,akeysteptofurtheraccelerateitslowcarbontransition.ChinaalsomadepositiveprogresstowardsotherSDGssuchasbiodiversityconservation.SDG14:lifebelowwater,andSDG15:lifeonland,gainedadditionalmomentumthankstotheConferenceofthePartiestotheConventiononBiologicalDiversity(CBDCOP15)recentlyheldinKunming.Thegovernment’sfocusonsustainabilityalsocreatedanencouragingenvironmentforenterprisesinChinatoengageandimplementtheSDGs.ThecorporatesectorplaysacriticalroleindrivingprogressonachievingtheSDGsandthisrolegoesbeyondsimplyprovidingfunding.Variousaspectsofenterprises’operationshavethepotentialtogreatlyimpacttheimplementationoftheSDGs.Forexample,throughinclusiverecruitmentpolicies,enterprisescanhelpachieveSDG8:decentworkforall.EnterprisescanreducetheircarbonfootprintandcontributetoSDG13:climateaction,byadoptinggreenprocurementpracticesandinvestingingreenbusinessopportunities.Itisimportantforenterprisestoaligntheiroperations-howtheyrecruit,produce,procureandinvest-withtheSDGs.Companiesarealsoattheforefrontoftechnologyandinnovation,whichholdsthepotentialtosolvedevelopmentchallengesandaccelerateprogressontheSDGs.Theimportanceoflong-termsustainabilityhasbeenincreasinglyrecognizedinthebusinesscommunity.2Thebusinesscaseforcorporatesustainabilityisalsowelldemonstrated.Manysuccessfulcasesaroundtheglobehaveshownthatbyintegratingsustainabilityconsiderationsintothedecision-makingprocess,enterprisesareabletoexplorenewmarkets,enhancebrandvalue,andmitigatecorporaterisks:310PathwaytoNetZero:SDGPracticesofEnterprisesinChina1.“VoluntaryNationalReview2021–China”,UnitedNations,accessedSep20,2021,https://sustainabledevelopment.un.org/index.php?page=view&type=30022&nr=81&menu=31702.TensieWhelan,andCarlyFink,“TheComprehensiveBusinessCaseforSustainability“,Oct21,2016,https://hbr.org/2016/10/the-comprehensive-business-case-for-sustainability3.“WHYYOUNEEDSUSTAINABILITYINYOURBUSINESSSTRATEGY?”,HarvardBusinessSchoolOnline,accessedSep20,2021,https://online.hbs.edu/blog/post/business-sustainability-strategies4.“Release:SustainableBusinessCanUnlockatLeastUS$12TrillioninNewMarketValue,andRepairEconomicSystem”,Business&SustainableDevelopmentCommission(BSDC),Jan16,2017,http://businesscommission.org/news/release-sustainable-business-can-unlock-at-least-us-12-trillion-in-new-market-value-and-repair-economic-system5.TimBuckley,andKateFinlayson,“IEEFAEnergyFinance2019:Coalpipelineshrinking,strandedassetriskballooning,renewablesevercheaper”,IEEFA,July3,2019,https://ieefa.org/ieefa-asia-coal-pipeline-shrinking-stranded-asset-risk-ballooning-renewables-ever-cheaper/Drivenewbusinessopportunities.Enterprisesmaydiscovernewgrowthopportunitiesthroughdevelopinginnovativesolutionstosolvedevelopmentchallenges.Itisestimatedthatsustainablebusinessmodelswillprovideeconomicopportunitiesof$12trillionUSDby2030,coveringfourareas:energy,cities,foodandagriculture,andhealthandwell-being.4Managepotentialbusinessrisks.ThelackofSDGpracticesmaysignificantlyinfluenceacompany’sriskprofile.WithoutSDGmanagement,acompanyissubjecttomanyrisks,includingsupplychaindisruption,brandreputationloss,andfinancialrisks.Forexample:withmorestringentclimatepoliciesworldwide,enterprisesthatcontinuebusinesspracticesfocusedonhighcarbonemissionassetsandoperatehighemissionservices,mayfacetheincreasinglikelihoodofholdingstrandedassetsandothertypesoffinancialrisks.5Prepareforthenewbusinessnorm.Withincreasingawarenessofsustainabilityamongconsumers,businessesneedtoadapttothenewdemandtrends,whichrequiresunderstandingandidentifyingthepotentialsocialandenvironmentalimpactoftheiroperations.11ResearchObjectivesandMethodologyInresponsetothegrowingdemandfrombusinesscommunitiesinChina,thisresearchseriesaimstoprovideanoverviewofhowcompaniesinChinaareengagingwiththeSDGs,includingareviewofcurrentpracticesandkeytrendsacrosstime,aswellasdiscussionsoffutureopportunitiesandcommonchallenges.ToassistthecorporatesectorinChinatobetteraligntheirbusinesspracticeswiththeSDGs,thisreportprovidesactionablerecommendationsalongsidecasestudieswhichshowcasebestpractices.Thefirstreportinthisresearchseriesentitled“PrivateSectorAwarenessoftheSDGs”waspublishedinJuly2020.6AsajointeffortofUNDPChina,PwCChinaandCCOIC,thereportpresentedabaselineanalysisofbusinessawarenessandpracticeoftheSDGsinChina,utilizingonlinequestionnairesandcasestudiescovering89companiesinChina.Buildingonthesefindings,thesecondreportfocusesontrackingthetrendsandfurtherexploringhowcompaniescanputpracticeintoaction.Thereportidentifieskeyshiftsinthelandscapeandcommonchallengesacrossthetwo-yeartimeframe,introducespracticaltoolkits,andexaminesfutureopportunitiesforcompaniestoconsideractingupon.The2021reportalsoincludesaspecialsectiontofurtherinvestigatehowenterprisesinChinaareadaptingtothechangingpolicyenvironmentfollowingtheannouncementofChina’sgoaltoreachpeakcarbonemissionsbefore2030andcarbonneutralityby2060(orthe2030/60carbonpeakingandneutralitygoals).Thisnewsectionalsoanalyzeswhysomecompaniesfailtotakelow-carbonactionsandtheirpreferredpolicysupportinthisarea.Thefindingsprovidepolicymakerswithevidenceonhowtobetterincentivizecompaniestostartandacceleratetheirlowcarbontransition.2.1ResearchObjectives2.ResearchObjectivesandMethodologyToensureconsistencyandcomparabilitybetweenthe2019and2021studies,asimilarmethodologyhasbeenadopted.Onlinesurveys,andin-depthfollow-upinterviewswereusedtocollectdata.Thequestionnaireconsistsof44questions,dividedintotwoparts,onecoveringSDGawarenessandpractices,andtheotherfocusingonenterprises’carbonactions.ThesurveywasdistributedonlinebyUNDP,UNGlobalCompact(UNGC),PwC,andCCOICthroughtheirrespectivenetworksbetweenJuneandJuly2021.Intotal,117companiesweresurveyedcoveringsixmainsectors(seeBox1).Thesampledcompaniesareconcentratedinsecondaryandtertiaryindustries,togetheraccountingfor97%oftheresponses.Intermsofcompanytype,private-ownedenterprises(POEs)accountfor57%ofthesurveyedcompanies,followedbyforeign-investedenterprises(FIEs)(21%),andstate-ownedenterprises(SOEs)(17%).ThecompaniesareassumedtoberepresentativeofthemixofcompaniesoperatinginChina,withlimitations(seeAppendix).2.2ResearchMethodology12PathwaytoNetZero:SDGPracticesofEnterprisesinChinaToshowcaseleadingpracticesinbothSDGintegrationandlow-carbontransition,candidateswereselectedforin-depthinterviewsbasedon“3A”criteria:namely,thecompanyneedstodemonstrateAwareness,ActionandAmbitiontowardstheSDGsfromtheironlinesurveyresponses.Intotal,12companieswereselectedforin-depthinterviews,amongwhichfivewerechosenascasestudiesbasedonratingsagainstthreedimensions:Relevance,EngagementandVision.ThedistributionoftheparticipatingcompaniescouldpotentiallybeskewedtowardthosewithhigherawarenessoftheSDGs.Forincreasedtransparency,adetaileddescriptionofmethodologyandpotentiallimitationscanbefoundintheAppendix.Box1:SixsectorsIndustrialProducts(IP)TransportationandLogistics(T&L)Energy,ConstructionandMining(EC&M)RetailandConsumers(R&C)TechnologyMediaandTelecom(TMT)FinancialService(FS)6.“PrivateSectorAwarenessoftheSustainableDevelopmentGoals”,UNDP,July16,2020,https://www.cn.undp.org/content/china/en/home/library/policy-advocacy1/private-sector-awareness-of-the-sustainable-development-goals.html13OverviewofSDGImplementationKeyFindings3.OverviewofSDGImplementation+2+1+5+3-1+3+112345SDGswiththegreatestbusinessopportunitiesTopSDGpriorities202020212026RankhigherRanklower3.1CurrentSDGPractices3.1.1ShiftinfocusfromsocialtoenvironmentalandeconomicdimensionsoftheSDGsTherehasbeenaclearshiftintheprioritizationofindividualSDGs.Comparedwiththesurveyresultsin2019,enterprisesinChinaarelessconcernedwithSDGsinthesocialdimensionandarepayingmoreattentiontowardsSDGsintheeconomicandenvironmentaldimensions.Thistrendisdemonstratedbydecreasingvaluesacrossallsocial-focusedSDGs(Goals1,2,3,4,5,10,and17),andincreasingvaluesinalleconomic-focusedSDGs(Goals8,9,11,and12)andpartiallyenvironmental-focusedSDGs(Goals7,13,and15).TheincreasedprioritizationoftheeconomicdimensionmaybepartiallyexplainedbytheimpactofCOVID-19.Asmostcompaniesarestillrecoveringfromthepandemic,theyaremainlyfocusingonpromotingbusinessgrowthandstrenghtheningbusinessresilience.Thus,SDG12:responsible94.9%ofsurveyedenterprisesarewillingtoimplementSDGprojects55.6%havepubliclydisclosedtheirSDGinitiativesStimulatingbusinessgrowthandenhancingbrandrecognitionarethemaindriversforSDGintegrationareplanningtoevaluateSDGalignedpracticesbutlackclearinstructions80.3%SDGprioritieshavechangedinthelasttwoyears,withSDG13:climateactionandSDG11:sustainablecitiesandcommunitiesenteringtheTop5forthefirsttimeThesamecurrentlyprioritizedSDGsarealsoexpectedtobringthegreatestbusinessopportunitieswithinafive-yearhorizon(2021-2026)14PathwaytoNetZero:SDGPracticesofEnterprisesinChinaFigure1:Changeinpriorityofthe17SDGsamongChineseenterprisesQuestion:PleaserankfiveSDGsthathavethegreatestimpactonyourbusiness(includingyourvaluechain)ThebarrepresentsindexvaluestomeasuretheimportanceofeachSDGtotheirbusinessbasedontheranking.consumptionandproduction,andSDG8:decentworkandeconomicgrowthhavegainedimportanceamongcompanies.ManycompanieshavealsoexperiencedsupplychaindisruptionsandlaborshortagesduringCOVID-19,whichmayleadthemtoprioritizeareassuchassustainablecities,supplychainmanagement,innovationandinfrastructureimprovement(SDG9and11).Regardingtheenvironment-relatedSDGs,thepledgetopeakcarbonemissionsbefore2030andachievecarbonneutralityby2060ishavingadirectimpactonenterprises’focus.SDG7:affordableandcleanenergyandSDG13:climateactionrespectivelyclimbedoneandthreepositionsin2021(Figure1).Furthermore,manypolicyinnovationsarealsopressingenterprisestofocusmoreonenvironmentalissues.InFebruary2021,forexample,theStateCouncilpublishedguidanceonthedevelopmentofagreenandlow-carboneconomy.7Thefollowingmonth,theNationalPeople’sCongress(NPC)integratedgreenproductionandconsumptionintotheOutlineofthe14thFive-YearPlan(2021-2025).8Inthiscontext,theincreasedrelevanceofSDG7forenterprisesisalsotobeexpected.Theenergysectoraccountsforovertwo-thirdsofglobalcarbonemissions,makingitadecisiveareainfightingclimatechange.SDG7isrelevantforbothbusinessoperationsandtheachievementofthecarbontargets.3.1.2DrivingforcesbehindSDGintegration94.9%oftheenterprisessurveyedreportedthattheyarewillingtoimplementSDGrelatedinitiatives.ThefourmainobjectivesforcompaniestoengagewiththeSDGsare:growthstrategy,brandpositioning,riskmanagementandvaluemanagement(seedetaileddescriptioninBox2).Amongthese,growthstrategyandbrandpositioningwereoverwhelminglythetoppriorities,representing88.9%oftotalresponses(Figure2).AmongtheenterprisesthatbelievetheSDGssupporttheirgrowthstrategy,92.3%considertheSDGsasveryimportanttotheirprinciplesandcorevalues;andtheremainderregardtheSDGsas15OverviewofSDGImplementationFigure2:MaindriversofSDGintegrationamongChineseenterprisesQuestion:WhatisthekeydriverforyourcompanytopromotetheSDGs?Box2:ConsiderationsforSDGintegration​DifferentindustriesandsectorsprioritizedifferentSDGsduetotheirbusinessmodels,valuechainsandmarkets(Figure3).Comparedwith2019,thepriorityofSDG3:healthandwell-beingandSDG4:qualityeducationhasdeclinedamongthesixsectors,andSDG12:responsibleconsumptionandproductionandSDG9:industrialinnovationremainthetopprioritiesacrossallsectors.Theretailandconsumergoodssectorishighlysensitivetoconsumertrends.MultipleretailcompaniesstressedtheincreasingimportanceoffoodsecurityandhealthtotheirconsumersthroughouttheCOVID-19pandemic.ThismaypartiallyexplainwhytheretailsectorlistsSDG3asthemostimportantSDG.Inaddition,thereisevidencethatconsumerstendtochoosecompaniesthatrepresenttheirvalues.9Toretainorincreasecompetitiveness,retailerswilllikelybepushedtopromoteresponsibleconsumptionandproduction,andshifteffortstowardsachievingSDG11:sustainablecitiesandcommunitiesandSDG12tocreatemoresustainablecommunities.Forthefinancialservicessector,SDG13:climateactionhasreplacedSDG11asthetopprioritythisyear.Thismaycloselyrelatetotheincreasingawarenessofclimateriskamong3.1.3SDGprioritiesdifferacrosssectorsGrowthstrategy,brandpositioning,riskmanagementandvaluemanagementarefourcommonconsiderationsofbusinesseswhenseekingtointegratesustainablepractices,identifiedbyPwC’smethodology.GrowthStrategy:aimsataligningthecorevaluesofacompanywiththeSDGstogainmarketshareandidentifynewgrowthopportunities.BrandPositioning:improvesbrandequityanddifferentiatesitwithinthemarketbyintegratingsustainabilityaspartofthebrandpositioningprocess.RiskManagement:mitigatesimpactsfromregulatoryandpolicychangestodailybusinesses.IncorporatingSDG-relateddimensionsinriskmanagementsystemscanminimizerisksassociatedwithnaturaldisasters,policychangesandpoliticalinstability.ValueManagement:mobilizescollectiveeffortsfromsuppliers,investors,andconsumers.Ittypicallyimprovesmarketvalueforlistedcompaniesandattractsinvestmentforsocialenterprises.conducivetoimprovingtheircompetitiveadvantage.Amongtheenterprisesthatselectedbrandpositioning,7.7%areinfluencedbytheirclients’demandforsustainablepractices.16PathwaytoNetZero:SDGPracticesofEnterprisesinChinafinancialinstitutionsanddemonstratestheresponsivenessofthissectortopolicysignals.Followingthecarbonpledge,thePeople’sBankofChina(PBoC)releasedaseriesofpoliciestopromotethedevelopmentofagreenfinancialsystemandsupportfinancingforthelowcarbontransition.Leadinginstitutions,especiallyinbankingandinsurance,havealreadyinitiatedresearchandactionstobetterprepareforclimate-relatedrisks.EconomicandenvironmentalSDGsremainthefocusoftraditionalhighemissionsectors.Thesesectorsincludeindustrialproducts(IP),transportation&logistics(T&L),andenergy,construction&mining(EC&M).Thesethreesectorsareoftenhighcarbonemittersduetotheirextractionandutilization(productionprocess)oftraditionalenergyresources.Theyaresubjecttomoreenvironmentalandcarbonemissionregulations,andthusmoresensitivetopolicychangesandmajoreconomicshifts.ThesesectorsallprioritizedSDG9and12andarededicatedtopromotingresiliency,long-termsustainabilityandarepreparingforthelowcarbontransitionbyinitiatingmoreproductiveandinnovativesolutionssuchasimprovingenergyefficiency,wastereduction,andemissionsremoval(SDG9).Thisalsoentailsestablishingpartnershipsandengagingotherbusinessesalongthevaluechaintofostersustainableproduction(SDG12).Figure3:Top5SDGsselectedbyenterprisesindifferentsectorsQuestion:PleaserankfiveSDGsthathavethegreatestimpactonyourbusiness(includingyourvaluechain).3.1.4ActionplansofenterprisesinChinatointegratetheSDGsinthenextfiveyearsFouractionsarecommonlytakenforSDGintegration:1)strategicplanningwithgoalreformulationandorganization-wideexercises2)qualitymanagementbycloselymonitoringbusinessactivities3)sustainabilityperformancedisclosure4)benchmarkingwithclearKPIsandperformanceexpectationsAllfourcategorieshaveseenanincreaseintake-upratesince2019(Figure4).68%oftheenterprisessurveyedhaveprioritizedtheSDGsatthestrategiclevelandaimtoincorporatetheSDGsintotheirbusinessgoals.60%willevaluatetheimpactoftheirprojectsontheSDGstomeasuretheirsustainabilityprogress.41%ofenterpriseswillreportanddiscloseinitiativesrelatedtotheSDGs,anincreaseof118%fromthe2019survey.Theoverallincreaseacrossthefourcategoriesdemonstrateswiderrecognitionoftheneedtointegratesustainabledevelopment.Tomeetstrongerdemandfromstakeholders,enterprisesshouldcontinuetoexpandthescopeofactionsandassurethequalityofdeliverables.10Establishingmeasurablegoals,professionalteams,andappropriateframeworksareconcretestepsandactionsforanorganization’smanagementtotakeinthenearfuture.17OverviewofSDGImplementationFigure4:ActionscompanieswilltakeinthenextfiveyearsQuestion:WhatactionswillyourcompanytaketoachievetheSDGsinthenextfiveyears?3.2.1Lackofhigh-levelstrategicapproachesThelackoftop-downstrategicapproachesisthekeychallengefacedbysurveyedenterprisesforSDGintegration.43.9%agreethatthisbarrierincludesthelackofSDGguidanceincorporateguidelinesanddocuments(Figure5).ClearguidanceandpolicieswillhelpidentifythemostimportantSDGsamongstakeholdersandcreateapathwayforanenterprise’ssustainabledevelopmenttransition.ThelackofprofessionalteamsandthelackofspecificSDG-relatedrolesarealsokeyelementsofthischallenge,asreportedby24.3%oftherespondents.Professionalsupportandteamcoordinationcanhelpadjustpracticestoaddresscomplicatedsocialandenvironmentalchallenges,recognizeimportantSDGsrelevanttothecompany’sbusinessmodel,andidentifynew,sustainableopportunitiesforgrowth.3.2CommonChallengesofSDGIntegrationFigure5:ThechallengesenterprisesfacewhenimplementingSDGpracticesQuestion:WhatactionswillyourcompanytaketoachievetheSDGsinthenextfiveyears?StrategicplanningQualitymanagementSustainabilityperformancedisclosureBenchmarking2019202118PathwaytoNetZero:SDGPracticesofEnterprisesinChinaYiliGroupEstablishingatop-downsustainabledevelopmentmanagementYiliGroupranksamongthetopofthedairyindustrygloballyandisthelargestdairyenterprisewiththemostcomprehensiveproductcataloginChina.Yilihasintegrated9ofthe17SDGsintotheenterprise'ssustainabledevelopmentwork.Yiliestablishedthe“WorldIntegrallySharingHealth”systemunderthemanagementboardanditssustainabilityCommittee.Yilihascommittedtoachievecarbonneutralityby2060andpromotesalowcarbontransition.Atop-downsustainabledevelopmentmanagementsystem:Yilifirstputforwardtheconceptof“greenleadership”earlyin2007andestablishedasustainabledevelopmentcommitteetobetterpromote,superviseandevaluatetheirsustainablepractices.12Thecommitteeconvenesthreeannualmeetingstoclarifygoals,monitorprogressandreportresultsrespectively.Themanagementsystemofthecommitteeincludes:Thedecision-makinglevel,withthechairmanastheleader,formulatesandreviewsthecompany’ssustainabledevelopmentobjectivesandstrategies,determinesthefocusofsustainabledevelopment,reviewstheSDGperformanceandimpactofvariousdepartments,andsupervisesthesustainabledevelopmentreport.TheorganizationallevelisresponsibleforimplementingSDGactionsandorganizingmeetings,coordinatingSDGactionsacrossvariousdepartments,andforraisingawarenessoftheSDGconceptwithinthecompany.TheexecutivelevelisresponsibleforSDGimplementationineachbusinessunit(BU)andfunctionallines.Aliaisonfromeachunitisappointedtomobilizealldepartmentstoparticipateinsustainabledevelopmentandpromoterelevantinnovationsandcontributionsofthecompany.Atthesametime,thislevelalsohelpsaligncorporateSDGprojectswithleadingexamplesfromtheindustryandcooperatesalongthevaluechaintoestablishasustainablebusinessecosystem.AboutYiliPrioritizedSDGsHighlightsCaseStudy:SustainabledevelopmentmanagementsystemofYiliAwell-structuredSDGmanagementcommitteeisalsoanimportantcomponentoftop-downSDGintegration.Itisaneffectivemechanismforinformationdeliveryandstrategicinitiativecoordination.Overall,itisimportantforacompanytostartwiththeleadershipteamandspreadSDGawarenessfromthestrategiclevelforsuccessfulSDGimplementation.11Aholisticapproachshouldcoverclearcorporatepolicies,specificSDGteams,andresponsiblemanagementcommittees.19OverviewofSDGImplementationTop-downmanagementsystemsarekeyforenterprisestoimplementsustainabledevelopmentandalow-carbontransformation:IntegratingtheSDGsatthestrategiclevelandestablishingatop-downsustainabledevelopmentmanagementteamhelpprovideclearguidancetoleaders,outlineresponsibilities,andempoweremployees.Toestablishacomprehensiveandeffectivesystem,enterprisesshouldadheretothefollowingprinciples:DefineresponsibilitiesanddutiesofdifferentlevelstoensurethateachdepartmenthasaclearroleAlignwiththecorestrategyandbusinessactivitiesIncorporatesustainability-relatedindicatorsintomanagers’KPIs3.2.2EnterpriseslackknowledgeandresourcesforSDGevaluationWhilealmostallenterprisesindicatetheirwillingnesstoassesstheSDGs(97.2%),mostenterprisessurveyedstilllackthecapacitytoeffectivelyevaluatetheirSDGalignedpractices.Over80%ofenterprisesarestillintheplanningstageforSDGevaluation(Figure6)Yetoverthepasttwoyears,someprogresshasbeenmade.17.6%ofenterprisesnowunderstandhowtoassesstheSDGs,comparedto0%fromthe2019baselinesurvey(Figure6).ThesecompaniesdemonstrateinitiativeandknowledgeonSDGevaluation.TheyeitheruseevaluationtoolssuchasBanalyticsandtheSDGActionManager,orestablishauniqueframeworkbasedontheirownoperationssuchasDanone’s'DanoneWay'(seeDanonecasestudy).ForcompaniesthatplantoevaluatetheSDGs,22.3%ofthemaimtoevaluatetheimpactonallSDGsrelatedtotheirbusiness,and73.3%plantoevaluatesomeSDGsrelatedtotheirbusinesses(Figure7).LessonslearnedFigure6:ActionplansofenterprisestoevaluatetheSDGsQuestion:DoyouevaluateSDGsrelatedtoyourbusinessactivitiesorprojects?17.6%43.0%39.4%Figure7:ThescopeofSDGsenterprisesattemptingtoevaluateQuestion:PleaseselectthescopeofSDGsyouattempttoevaluate?20PathwaytoNetZero:SDGPracticesofEnterprisesinChinaFigure8:ReasonswhyenterpriseslackSDGevaluationknow-howQuestion:Pleaseselectthemainreasonwhyyoudon’tknowhowtoevaluatetheSDGs?DanoneWatersChinaImplementingasustainabledevelopmentpracticeevaluationframeworkDanoneisaworldleadingfoodcompanywhichfocusesonessentialdiaryandplant-basedproducts,earlylifenutrition,medicalnutritionandwater.Danone’svisionistopromotesustainableeatinganddrinkingpracticessothatpeopleandtheplanetcanstayhealthytogether.InAugust2021,DanoneWaterChinareceivedtheBCorpcertification.Tobetterrealizeitsmissionof“oneplanet,onehealth”,Danonehasformulatedninelong-termgoalsalignedwiththeSDGstocreatesustainablevalueforallstakeholders.13TobetterpromotetheSDGs,Danonequantifiesitssustainabledevelopmentperformancethroughinternalevaluationsandexternalcertification.DanoneWay14:Since2001,Danonehasconductedannualinternalevaluationsonsustainabilitytomeasuretheperformanceofeachcountrybusinessunit(CBU)infulfillingtheninelong-termgoals,includingdifferentindicatorssuchasfoodsafety,communitywell-being,andnaturalresources.Theevaluationcriteriaof“DanoneWay”aretailoredtowardsthebusinesscharacteristicsofeachcompany,andthecriteriaisupdatedannuallytoimprovetheoverallsustainablepracticesofDanone.In2020,144entitiesconductedaDanoneWayself-assessment,representing99.5%ofDanone’sconsolidatedsales(99%in2019).Thisprogramalsocovers99%ofDanone’stotalpersonnel.BCorpcertification:intermsofexternalcertification,DanonehaschosentoobtaintheBCorpcertificationtomeasureandbenchmarkitssustainabledevelopmentpractices.BCorpusestheBimpactassessment(BIA),whichcomprehensivelyassessestheimpactofbusinessoperationsandbusinessmodelsbasedonfivedimensions:governance,employees,community,environmentandcustomers.IftheBIAscoreishigherthan80,itcanbecertifiedasaBCorp.ThroughBIA,Danonecanquantifyitssocialimpact,betterunderstanditspositionintheindustry,andmakemorespecificSDGimprovements.Currently,37DanoneenterprisesreceivedtheBCorpcertification,comprisingmorethan50%ofitsproductssoldworldwide,withanaverageBIAscoreof90.Danoneplanstoobtainthe“mutualbenefitenterprisecertification”forallDanonecompaniesaroundtheworldby2025.Ofthe43%ofcompaniesintheplanningstagethatreportedalackofknowledge,81.6%ofthemconsiderlackofspecificinstructionattheindustrylevelasthetopbarrier,and51.0%indicatethemainreasonisthelackofinternalprofessionalstoconductSDGevaluations(Figure8).81.6%51.0%CaseStudy:AboutDanonePrioritizedSDGsHighlightsWeplantoevaluateourinfluenceontheSDGsbutdon’tknowhowLackingindustry-wideinstructionLackinginternalprofessionals21OverviewofSDGImplementationQuantifyacompany’simpactthroughsustainabledevelopmentevaluationframeworksAfterthecompanysetsasustainabledevelopmenttarget,itshouldregularlyevaluateitssustainablepractices.Implementingasustainabilityassessmentframeworkinlinewiththeenterprise’sbusinessmodelcanprovideinsightstoimproveitssustainabilityperformanceandformulatemoreeffectiveSDGpractices.Participatinginexternalevaluationscanalsohelpenterpriseshorizontallybenchmarktheirsustainablepracticesintheindustryandattractmoreconsumersandinvestors.Danonefollowstheseprincipleswhileselectinganappropriateevaluationsystem–areferenceforotherenterprises:Theevaluationsystemmustberelatedtothecorestrategyandmissionoftheenterprise​Beobjective,comprehensive,scientificandprofessional​.TheevaluationsystemneedstoproviderelevantinsightsandsuggestionsandshouldbeusedbyothermajorcompetitorsandcompaniesintheindustryforcomparisonpurposesLessonslearned55.6%ofthesurveyedenterpriseshavepubliclydisclosedtheirSDGinitiatives–virtuallythesameasin2019(55%)31.9%ofthesurveyedenterprisesdisclosetheirSDGinitiativesineitherEnvironmental,Social,andGovernance(ESG)orCorporateSocialResponsibility(CSR)reports–up4.9%from2019(27%)ReportingSDGperformancetostakeholdersisessentialforacompanytocontinuouslyimproveitssustainabilitymanagement.ItiscriticalforbothinternalandexternalpersonneltounderstandtheSDGprogressofacompanyandtheimpactthatacompanyhascreated.FromFigure9,acommonpatterncanbeobserved:companieswithrecognizedbrands,underhigherpublicscrutinyorregulatorypressuretendtodisclosemoreaboutsustainablepracticesthanothersindifferentsectors.Throughthelensofindustrialclassification,businessesintheprimaryandsecondaryindustriesaremorelikelytodiscloseSDGinitiativesthancompaniesinthetertiaryindustry,likelyduetostringentregulatorypressurefromthegovernmentonsubjectslikefoodsafety,pollutionandcarbonemissions.Intermsofentitytypes,foreign-investedentitiesoutperformothersbymorethan21%.ThepublicdisclosurerequirementforFIEscomesfromstrictinternalstandardsandregulationsfromothercountriesandregions,suchastheEUNon-financialReportingDirective15requiringlargepublicinterestentitiestodisclosesustainability-relatedinformation.SOEsareunderheavierregulationsfromtheChinesegovernment,whichstressespoliciesaroundenvironmentalconservationandthelow-carbontransition.LowerdisclosureratesareseenamongPOEsandjointventures,whichdonotfacethedisclosurerequirementsofothertypesofentities.3.2.3Lackofincentiveforpublicdisclosureacrossallsectors22PathwaytoNetZero:SDGPracticesofEnterprisesinChinaFigure9:EnterprisesinChinathatdisclosetheirsustainabilityperformanceQuestion:Howdoyoudiscloseyoursustainabilityperformance?Thedramaticdisclosuregapbetweenlistedandunlistedcompaniesisseenagainin2021,wheretherateofsustainabilitydisclosureamongpubliclytradedcompaniesisdoublethatofunlistedcompanies.Comparedtothe2019survey,thereisanincreaseddisclosurerateamonglistedcompaniesandadeclineamongnon-listedcompanies,yieldingan8%largergap,highlightingtheincreasingpriorityforsustainabilityfromthecapitalmarket(Box3).Greaterreputationandvisibilitycorrelatewithahigherdisclosurerate.ThedisclosurerateamongFortuneGlobal500scompaniesis35percenthigherthanothercompanies.Thelargedisclosurerategapbetweenthetwomaypossiblybeduetodifferentrequirementsfromcorporateboardsandadifferenceinhuman-capitalcapacityforsustainablepractices.Asanexample,StateDevelopmentandInvestmentCorp.,LTD(SDIC)managesSDICChunagYi(CY)mutualfundbyproactivelyidentifyingandintegratingkeymetricsandfactorsrelatedtoclimateaction(SDG17)andcleanenergy(SDG7)initsassetmanagementpractices.SDICCY’sESGmetricscoverfivemajoraspectsfromChina’sruralrevitalizationguidance:thrivingbusinesses,pleasantecologicalenvironments,socialetiquetteandcivility,effectivegovernance,andprosperity.16SDICevaluatestheESGperformanceofitsinvestedcompaniesregularly,introducingexternalevaluationtoolsforimpactinvestingdisclosure,andconsistentlyimprovingtheESGindexsystem.Beyondqualitativemethods,SDICalsotakesaquantifiableapproachtoassessingportfoliocompanies’exposuretocarbonandenergy.Box3:InvestorsplaceincreasingemphasisonSDGdisclosure23OverviewofSDGImplementationXiamenAirlinesDiversifydisclosureandcommunicationmeasuresAboutXiamenAirlinesPrioritizedSDGsIn2017,XiamenAirlinesbecamethefirstairlineintheworldtocollaboratewiththeUNontheSDGsandcarriedoutaseriesofsustainebilitycampaignsforpassengersandthepublic.17In2019,XiamenAirlinesrosetoNo.30amongthe50mostvaluableairlines.XiamenAirlinesdisclosesitsCSRperformancethroughdiversifiedmechanisms,channelsandplatforms,maintainsclosecommunicationwithitsstakeholders,andactivelyengagesthepublictopromotetheconceptofsustainability.18Inadditiontoproducingdisclosurereports,initiatingCSRcampaignshelpstocommunicateacompany’scommitmenttotheSDGsaswellasraisepublicawarenessonsustainabilityoverall.XiamenAirlines’practicesexemplifyhowtousecampaignstoengagewithstakeholdersonSDGpracticesandindirectlydiscloseacorporate’spriorityareasoffocus.SustainableCabins:XiamenAirlineshascreatedgreencabinsonseveralairlinesandintroducedaseriesoffullydegradableecofriendlyproductsassubstitutesforpaperandplastic.Theyalsoinitiatedthe“UnitedDreamThemedFlight”andlaunchedtheworld’sfirstSDG-themedspecialliveriesplanewiththe17SDGspaintedonthefuselage.ThecabinisalsoSDG-themedwithaspeciallayout,on-boardvideos,greenmeals,thematicactivitiesandothercustomizedservices.Thesixthemedflightshavereached800millionpublicviews,drawingmoreattentionfromthepublictotheenvironmentandwiderworld.Cityexplorationcompetition:Firstlaunchedin2019,theeventhasbeenheldinmanycitieslikeChangshaandChongqing.ParticipantslearnabouttheSDGsthroughavarietyofgames.XiamenAirlinesalsoinitiatedthe“CrossingtheCity”topiconDouyin,callingfornetizenstosharetheirbeautifulcities,acttogethertoprotectourhomes,andengageinsustainabledevelopmentinitiatives.HighlightsLessonslearnedEstablishadiversifieddisclosuremechanismtodemonstratecorporateengagementinsustainabilityTheessenceofenterprisesustainabledevelopmentdisclosureistocommunicateSDGinitiativestoinvestors,consumersandotherstakeholders.InadditiontoofficialreportssuchasESG/CSRreports,enterprisescanalsoconsidermorediversifiedplatformstodemonstratetheirsustainablepracticesanddeliverthecontenttothepublicdirectly.Publiclyreporttheirsustainablepracticesthroughprofessional,fairandobjectivedisclosuremechanismsDesignSDGcampaignsrelevanttotheirbusinessandjointlypromotesustainabledevelopmentwithmultiplestakeholdersandpartnersAsconsumersarepayingmoreattentiontoenterprises’SDGsandlowcarboninitiatives,diversifieddisclosurecanhelpenterprisescreateauniquebrandimageintheindustry,improvecommunicationandtheirpublicadoptionrateandthus,enhancebrandequityCaseStudy:24PathwaytoNetZero:SDGPracticesofEnterprisesinChina7.《国务院关于加快建立健全绿色低碳循环发展经济体系的指导意见》,TheStateCouncilofthePeople’sRepublicofChina,Feb22,2021,http://www.gov.cn/zhengce/content/2021-02/22/content_5588274.htm8.《中华人民共和国国民经济和社会发展第十四个五年规划和2035年远景目标纲要（全文）》,TheStateCouncilofthePeople’sRepublicofChina,Mar13,2021,http://www.gov.cn/xinwen/2021-03/13/content_5592681.htm9.《中国可持续消费报告2020》，商道纵横，Dec25,2020,http://www.syntao.com/newsinfo/1010421.html10.“殷格非｜中国500强企业社会责任发展观察”,GoldenBee,Sept24,2021,https://www.goldenbeechina.com/viewpoint/249.html11.BillZujewski,“HowToImplementASustainabilityPlan:ExecutiveGuideToBecomingASustainableBusiness–Step6”,GreenBusinessBureau,May12,2021,https://greenbusinessbureau.com/business-function/executive/how-to-implement-a-sustainability-plan-executive-guide-to-becoming-a-sustainable-business-step-6/12.《2020可持续发展报告》，伊利集团，accessedSep20,2021,http://file.finance.sina.com.cn/211.154.219.97:9494/MRGG/CNSESH_STOCK/2021/2021-4/2021-04-29/7169783.PDF13.DanoneOfficialwebsite,Danone,accessedSep20,2021,https://www.danone.com.cn/14.“5.3PRESERVEANDRENEWTHEPLANET’SRESOURCES”,Danone,accessedSep20,2021,https://www.danone.com/content/dam/danone-corp/danone-com/investors/en-sustainability/reports-and-data/planet/chapter5.3planetURD.pdf15.“Commissionguidelinesonnon-financialreporting”,EuropeanCommission,lastupdateonJun18,2019,https://ec.europa.eu/info/publications/non-financial-reporting-guidelines_en16.国投创益《基金扶贫模式和社会效益评估研究报告》发布，国投创益SDIC，Dec14,2017,https://www.sdiccy.com.cn/gtcy/zxzx/gsxw/webinfo/2017/12/1513867030620186.html17.“冬至也火热厦航首届可持续发展目标主题穿越赛开赛”，XiamenAirlines,accessedSep20,2021,https://www.xiamenair.com/brandnew_CN/contents/4658/35479.html18.“XiamenAirlinessocialResponsibilityReport”,XiamenAirlines,accessedSep20,2021,https://www.xiamenair.com/brandnew_CN/upload/files/2021/7/1013ca17d3377546.pdf25FocusPoint—EnterprisesonCarbonActions4.FocusPoint-EnterprisesonCarbonAction:Achievingthe2030/60CarbonPeakingandCarbonNeutralityGoalsSincetheannouncementofthe2030/60carbonpeakingandneutralitygoals,Chinesegovernmentagenciesareputtinginplacemultipleregulationsacrossindustriestoguidesustainabledevelopmentwithaspecialfocusonthelow-carbontransition.InFebruary2021,theStateCouncilreleasedthe“GuidingOpinionsonAcceleratingtheEstablishmentandImprovementofaGreenandLow-CarbonCircularDevelopmentEconomicSystem”aimedatachievingagreeneconomyandlow-carbondevelopmentbysettinguptargetsintheproduction,circulation,andconsumptionsystems.19Additionally,theNewInfrastructurePlan,formulatedinearly2020,establishedasetofdevelopmentprioritiesforChina,whichincludesbuildingsmartinfrastructureinenergy,transportation,logisticsandutilities,aimedatanenergy-efficientecosystem.20Thegovernment’sprioritizationofthelow-carbontransitionwasdirectlyreflectedintheenterprisesurveyresults.SDG13:climateactionjumpedthreeplacestorankfourthandremainsoneofthetopprioritiesforcompaniesinthenextfiveyears.Overall,climatechangehassubstantiallygainedgreatercompanies’attentioninChinathisyear.Theironandsteelindustry,asanexample,isdraftinganimplementationplanforcarbonpeakingandisworkingonacarbonpeakingroadmap.21Financialsectorsarefacilitatingdialogueswithinvestors,assetmanagersandregulatoryauthorities,focusingonmobilizingfundstoguideagreenandjusttransitionandclosinginvestmentgapstoachievethecarbongoals.22Threeaspectsbelowshouldbetakenintoconsideration.Climatechangeleadstoeconomicandsocialrisks.FromaWorldEconomicForumreport,“failureofclimatechangemitigationandadaption”isthetopriskbyimpactandsecondbylikelihoodoverthenext10years.23Undertheworstcasescenario,Chinawouldrisklosingnearly24%ofitsGDPby2050.24Realizingthisloomingthreat,governmentsaroundtheworldaremakingclimatecommitments,settingnewrules,andpromotingthegreentransition.Climatechangeheavilyimpactsbusinessactivities.Morethan200oftheworld’slargestfirmsestimatedthatclimatechangewouldcostthemnearlyUS$1trillioncombinedinthecaseofnon-action.37Morethan1,700companieshavesignedtheSBTiinitiative,demonstratingastrongcommitmenttotackleclimaterisksbymeasuringcarbonfootprints,settingcarbonreductiontargets,andmonitoringprogress.25Climateriskcanleadtodisruptionalongthesupplychain.Forupstreamcompanies,physicalclimateriskfromextremeweathereventswillinfluencerawmaterialsupplyandincreaselogisticcosts.Formanufacturers,policyriskssuchascarbonemissionandenvironmentalregulationswillincreasethecostsassociatedwithgreenhousegas26PathwaytoNetZero:SDGPracticesofEnterprisesinChina(GHG)emissionsactivities.Fordownstreamcompanies,marketrisksfromgrowingconsumerdemandforsustainablegoodsandserviceswillleadtopotentialrevenueloss.Topreventthesepotentialrisks,companiesalongthesupplychainareactivelycollaboratingandsettingtargetstopromoteclimateaction.2676.8%havetakenlowcarboninitiativesKeyFindingsSpecificindustry-wisepolicyandfinancialsubsidesarethemostfavouredpublicinstrumentsforlowcarbontransition46%knowaboutthevoluntarycarbonmarket(VCM)Under10%havetradedintheVCMOver80%recognizetheimpactofcarbonpoliciesontheirbusiness37.6%conductedcarbonverification33.3%committedtoreductioninspecificemissionsscopes4.1CurrentPracticesOver80%ofrespondentsreportedthatthecarbontargetshaveinfluencedtheiroperationsandrevenueatdifferentlevels(Figure10).2741.3%ofallrespondentssaidtherehasbeengreatimpactwhile43.4%saidtherehasbeensome,butnotasignificantimpact.Theother15.4%indicatedthattherewasbeennoimpactatall.Traditionalhighemissionsectors(manufacturing,energy,constructionandmining,andtransportationandlogistics)aresubjecttogreaterimpactfromthecarbontargets.52.1%ofenterprisesfromhighemissionsectorsbelievethatthecarbontargetsgreatlyimpacttheircompanies.Only10.4%fromthehighemissionsectorsreportedthatthecarbontargetshavenoimpactontheircompanies.4.1.1Impactofcarbonpoliciesisonenterprises’radarsFigure10:TheimpactofcarbontargetsonbusinessoperationsQuestion:Dothecarbontargetshaveanyimpactontheoperationsofyourcompany?HighemissionssectorsOverallLowemissionssectors27FocusPoint—EnterprisesonCarbonActionsHighemissionsectorsareoftenmorestrictlyregulatedfortheirlargeremissionsandpollution,andthus,aremoresensitivetoenvironmentalandcarbonpolicies.Forenterprisesintheotherindustriessuchastechnology,media,telecom(TMT),retail&consumers,andfinancialservices,mostindicatethatthecarbontargetshavehad“some,butnotasignificantimpact”,givenfewerhighemissionoperationactivitiesandfewerregulatoryconstraints.4.1.2LowcarbonactionstakenbyenterprisesinChina76.8%14.6%85.4%31.9%68.1%Figure11:PercentageofcompaniesundertakinglowcarboninitiativesQuestion:Hasyourcompanystartedtotakeanylowcarboninitiatives?AsshowninFigure11,76.8%ofsurveyedenterpriseshavebegunundertakinglowcarboninitiatives,whichvaryacrosssectors.Thepercentageofcompaniesfromthehighemissionssectorsthathaveimplementedlowcarboninitiativesis25%higherthanthosefromthelowemissionssectors.Tofurtherinvestigatethespecificlowcarbonactionsalreadyinitiated,afollow-upquestionaskedifenterpriseshavetakenthefollowingfivelow-carboninitiatives:auditingcarbondata,establishingcarbontargets,implementinglow-carbontechnologies,adoptinglow-carbonoperationspractices,anddevelopingexternalpartnerships.Amongthe86enterprisesthathaveundertakenlowcarboninitiatives,71%ofthemhaveimplementedlowcarbonoperationspractices,includingpromotinginitiativessuchasLeadershipinEnergyandEnvironmentalDesign(LEED)-certifiedbuildings,paperlessoffices,andcleanenergyfactories.Table1:LowcarboninitiativestakensegmentedbyindustryQuestion:Specificlowcarboninitiative?Note:TMTreferstotechnology,mediaandtelecom,T&Ltransportationandlogistics,FSfinancialservice,R&Cretailandconsumer,EC&Menergy,constructionandmining,andIPreferstoindustrialproducts.23.2%HighemissionssectorsOverallLowemissionssectors28PathwaytoNetZero:SDGPracticesofEnterprisesinChinaProgressoncarbonauditsandcarboncommitmentsvaryamongsectorsWhile51%ofthe86enterpriseshavetakentheinitiativetomonitorandaudittheircarbondata,theT&Lsectoris35%higherthantheaverage.Amongthehighemissionssectors(T&L,EC&M,andIP),theEC&Msectorhasthelowestpercentage(17%);thisispotentiallyduetothelimitationofthesample,astheenterprisessurveyedintheEC&Msectoraremainlynewenergyinnovationandtechnologycompaniesanddon’thaveastrongneedforcarbonaudits.Sectorsthatdirectlyinteractwithbusinessesandconsumers,includingTMT,T&L,andFS,tendtofocusmoreonmakingcommitments,suchassettingcarbontargets,todemonstratetheirdedicationtothelowcarbontransition.MoreeffortneededtoexplorecarbonemissionsreductionopportunitieswithexternalpartnersCollaborationalongthesupplychainiscriticaltoacompany’slowcarbontransition.Theemissionsfromthevaluechainrepresentasignificantportionofacompany’stotalemissions(5.5timesgreaterthanitsdirectimpactfromscope1&2combined,see4.1.3).28YetfromTable1,lessthan40%ofenterpriseshavedevelopedexternalpartnershipprojects.RockcheckGroupConductanefficientlow-carbontransformationRockcheckGroupisalargeprivateenterpriseinTianjin,China.Ithasnearly10,000employeesandtotalassetsof22.5billionRMB.Rockcheckoperatesinfourmajorindustries:ironandsteel,tradingandservices,fintech,andcultureandhealth.Asahighcarbonemissionsteelproducer,RockcheckactivelyrespondedtoChina’scarbontargetsandlaunchedthe"carbonpeakandcarbonreductionactionplan".Rockcheckhastakenthe2030/60carbonstrategyasitstoppriorityandhighlyvaluesalow-carbontransitionatthestrategiclevel.Asatraditionalhighemissionsenterprise,RockcheckbecamethefirstprivateironandsteelcompanyinChinatoreleaseacarbonactionroadmap,coveringfivemajorsectionsincludingenergyefficiencyandproductionimprovement.29Energyuseimprovement:Rockcheckhasadjusteditsbusinessstructurebyreducingtheportionofitssecondaryindustry.Itactivelyexploresproductionprocessoptimizationbyreplacingcoalandoilwithhydrogen,andrecoveringsmeltingheatandpressurewastetogenerateelectricity.Rockcheckalsorecyclessteelscrapviaitsowntradingplatform,replacingtheutilizationofcoalwhilesmeltingsteel.Steelscraprecyclingisexpectedtoreducecarbonemissionsby1.2milliontonsperyear.Rockcheckalsoimplementslowcarboninitiativeswithinitssupplychainandutilizeshydrogenenergytruckstoreducecarbonemissionsfromlogistics.Alternativeenergy:inadditiontoreducingexistingcarbonemissions,Rockcheckisactivelydevelopinglow-carbonmaterialsandinvestsintheresearchanddevelopmentofgreen,high-endandlong-lifesteeltoincreasetheservicelifeandsustainabilityofitsproducts.CarbonassetsmanagementhasbecomeanimportantmeasureforRockcheck’slow-carbontransformation.RockcheckhasalsobeguntoimplementphotovoltaicpowergenerationprojectsandisbuildingecologicalcorridorsinJinnanDistrict.AboutRockcheckGroupPrioritizedSDGsHighlightsCaseStudy:29FocusPoint—EnterprisesonCarbonActionsAlow-carbonpathwayinlinewithanenterprise'soperationsPrivateenterprisesshouldactivelyparticipateinlow-carbondevelopmenttoavoidrisks.Companiescanstartfromtheirownoperationsandcarryoutalow-carbontransformationinmultiplestages.Atangiblelow-carbontransformationpathrequiresthefollowingprinciples:Alignoperationsandintegratelow-carbontransformationatthestrategiclevelIdentifybusinessactivitiesrelevanttohighemissionssources,andmakeplanstomeasure,monitorandimprovethemReduceexistingcarbonemissionsthroughenergyconsumptionoptimizationandrecyclingtoachievepeakcarbonemissions.Furtherdeployalternativeenergyandpurchaseexternalcarboncreditstooffsetexcessemissions.Finally,developcarbonremovaltechnologyandpromotenaturalcarbonsinkstoreachcarbonneutrality.4.1.3Carboninventoryfundamentalforcarbon-reductiongoalsForcompaniesthatcommittothelowcarbontransition,acriticalstartingpointistoassesstheirbaselineemissions.TheGHGProtocolCorporateStandard,asaleadingstandardinthisregard,hasspecifiedthreeareasofscopeinmeasuringcarbonemissionsatthecorporatelevel.Scope1emissionsaredirectemissionsfromownedorcontrolledsources.Scope2emissionsareindirectemissionsfromthegenerationofpurchasedenergy.Scope3emissionsareallindirectemissions(notincludedinscope2)thatoccurinthevaluechainofthereportingcompany,includingbothupstreamanddownstreamemissions.30Throughprofessionalcarbonaccountingandmanagement,enterprisescanformulatetangibletargets,calculateemissionsreductionvolumeandfollowaclearpathwayfortheirlowcarbontransition.37.6%ofcompaniesreportedthattheyhavecalculatedtheircarboninventory(Figure12).Therearemoreenterprisesthatcoverscope1&2(25%)andallthreescopes(28%)thanenterprises,whichcoverjustasinglescope.LessonslearnedFigure12:Enterprise’scarboninventoryscopecoveredQuestion:Whichscopesarecoveredinyourcarboninventorycalculation?“Others”areinvalidentriesbasedonscopedefinitiongivenbySBTi.ItincludescombinationsofScope1&3andScope2&3.Formoredetails,pleaserefertoSBTi.30PathwaytoNetZero:SDGPracticesofEnterprisesinChina33.3%ofthecompaniessetcarbontargets(Figure13).Similartotheresultsforcarboninventory,enterprisesarenotonlysettinggoalstoreducejustscope1or2carbonemissions,butarealsocognizantofthesignificantamountofemissionsfromtheirupstreamanddownstreamoperationsandaimtoreduceindirectemissionsfromscope3.29%ofenterpriseshavealreadycommittedtomanagingabroaderrangeofcarbonemissionsalongthesupplychain.Companiesthatincludedscope3intotheiremissionsreductiontargetsaremainlyfromtheindustrialproductssector,demonstratingadeeperunderstandingoftheirsustainablesupplychainmanagement.Figure13:Enterprises’committedcarboninventoryscopesQuestion:Whichscopesarecoveredinyourcarbonneutral/netzerotargets?4.1.4Thevoluntarycarbonmarket:atooltoacceleratethelowcarbontransitionThevoluntarycarbonmarket(VCM)isanimportantmarketmechanismtoacceleratethelowcarbontransition,inadditiontothenationalcarbonemissionstradingsystem(ETS).TheVCMenablesorganizationsthatarenotlistedasmandatorycarbonparticipantstovoluntarilypurchasecarboncreditstooffsettheiremissions.Itisalsoanimportantdriverthatallocatesresourcestosupportprojectsthatreduceoverallcarbonemissionsandtackleclimatechange.31MandatorycarbonmarketparticipantshavemoreknowledgeofVCMthannon-regulatedenterprisesBasedonthesurveyresults,46%ofcompaniesknowaboutthevoluntarycarbonmarketbutlessthan10%ofthemhavetradedintheVCM.EnterprisesthatarelistedasETSparticipantstendtohavemoreawarenessoftheVCMsincetheyhavecertainemissionsquotasandmightneedextracarboncreditsfrombothmandatoryandvoluntarycarbonmarkets.70%oftheETSparticipantsknowabouttheVCM,and40%amongthe70%havetradedintheVCM.Fornon-regulatedenterprises,only43%ofthemknowabouttheVCMandlessthan4%ofthemhavetradedintheVCM.VarioussectorshavedifferentVCMunderstandingandtradingstatus70%ofthefinancialservicessectorknowsaboutthevoluntarycarbonmarket(Figure14).Asthesectorrecognizestheimpactofclimatechangeonfinancialstability,theyareadjustingtheirportfoliorisksrelatedtoclimatechangeandareexploringalow-riskpathwaytoagreeneconomy.32BoththeEC&M’sandtheTMT’ssectorawarenessofVCMrateisover50%;this31“Others”areinvalidentriesbasedonscopedefinitiongivenbySBTi.ItincludescombinationsofScope1&3andScope2&3.Formoredetails,pleaserefertoSBTi.FocusPoint—EnterprisesonCarbonActionsismainlyduetoalargeportionoflistedcompanieswithinthesetwosectors.30%-35%ofthecompaniessurveyedinthetwosectorsarepubliclytraded,meaningthattheyarehighlyawareofthemarkettrendsandaresubjecttoinvestorpressure.CertifiedemissionreductioncreditsarethemostpopularproductinVCMGenerallyspeaking,forcompaniesthathavetradedintheVCM,themostpopularproductsaretheVerifiedCarbonStandardsandtheGoldenStandard,accordingtotheWorldBank.33Withincreasingawarenessontheneedforcarbonreduction,enterprisesinChina,regardlessoftheirparticipationinmandatorycarbonmarkets,arelookingforcertifiedemissionsreductionproductsintheVCMtooffsettheircarbonfootprints.Theseproductsarebecomingmorediverseandconvenient,allowingforthegeneralpublictoalsogetinvolvedinlow-carbonpractices.Forexample,SichuanUnitedEnvironmentExchange(SUEE)hasinitiatedamobileprogram(Bitbitcarbonneutraltradingplatform)fororganizationsandindividualstoestimatecarbonemissionsandpurchasecarboncreditstomanagecarbonfootprintsontheirphones.34Onthistradingplatform,launchedin2019,theequivalentof8,217.31tonsofCDCERs(ChengduCertifiedEmissionReduction)and2,132.18tonsofCCER(ChinaCertifiedEmissionReductions)hadbeentraded.Theplatformisattractingawiderangeofenterprises,organizations,andindividuals.Enterprisesshouldbefamiliarwiththedifferenttypesofvoluntarycarbonproductsandplanfortheircarbonassetmanagement.4.2CommonChallenges4.2.1Lackofexternalsupportandinternalawarenessarebarrierstoaction23.2%ofenterpriseshavenottakenanylowcarboninitiatives(Figure15).Forthesecompanies,thesurveyinquiredfurtherabouttheirreasonsfornotacting.Themajorreasonsarelistedbelow:32sFigure14:Enterprises’knowledgeonVCMandtradingstatusQuestion:Doesyourcompanyknowthevoluntarycarbonmarket?Hasyourcompanytradedinthevoluntarycarbonmarket?PathwaytoNetZero:SDGPracticesofEnterprisesinChinaLackofexternalregulationandinternalawareness.70%ofenterprisessaidtheydon’tneedlowcarbontransitionplans/actionssincetheyarenotlistedasmandatorycarbonmarketparticipants.68%ofthemclaimedthattheiroperationsdon’tinvolvehighemissionprocesses,however,thisislikelyduetothelackofasoundunderstandingofthecarbonemissionprocess.Forexample,theTMTsector’sdatacentersandtheretailsector’ssupplychainsarealsohighemitters,eventhoughthesetwosectors’dailyoperationsarenothighemissionssources.Thus,itisimportanttopublishclearregulationsandguidancetailoredtospecificsectors,forexample,carbonauditingguidancefortheTMTsectorthatcoverstheirdatacenteremissions,toguidethemthroughalowcarbontransition.Lackofjointeffortsalongthesupplychain.Thequalityofthecollaborationamongupstreamanddownstreamcompaniesalsoimpactsacompany’sinitiativesforalow-carbontransition.Bysector,40%oftheI&Psectorconsiderthejointeffortsimportant;similardemandhasalsobeenfoundintheTMTandR&Crectors.BudweiserAPACistheworld’sleadingbrewerandoneofthetopfiveconsumerpackagedgoodscompanies.HeadquarteredinBelgium,BudweiserAPACoperatesover500beerbrandsandowns28world-classbreweriesin10+provincesinChina.In2021,BudweiserAPACutilized120millionkWhofrenewableelectricityinChina,reducingitscarbonemissionsby84,120tons.ItsWuhanplantwillbecomeBudweiserAPAC’sfirstcarbonneutralplantbytheendof2021.Figure15:ReasonswhycompanieshavenottakenanylowcarboninitiativeQuestion:Whyhasn’tyourcompanytakenanylowcarboninitiative?BudweiserAPACLeadinglowcarbontransition,engagingsustainablesupplychaindevelopmentAboutABInBevPrioritizedSDGsCaseStudy:33CsFocusPoint—EnterprisesonCarbonActionsBudweiserAPACjoinedRE100–aglobalinitiativeinwhichbusinessescommittousing100%renewableelectricity.ThecompanyhasalsobeenverifiedbySBTi,committingtoreduceGHGemissionsby25%by2025againsta2017baseline.TheSBTitargetcoversemissionsfromallthreeareasofscope.SinceBudweiserAPAC’sdirectemissionsarefarlessthantheemissionsfromitssupplychain(scope3),itstartedtopromotesustainabledevelopmentalongthesupplychainin2020,cooperatingwithpartnerstoinitiatemultiplecarbonreductionprojects.Cleanenergyfactories:BudweiserAPAChascarriedoutdistributedphotovoltaicpowerprojectsinmultipleplantsintheAsia-Pacificregionandbuiltenergystoragesystemsinsomeplantstoimproverenewablepowerutilization.Since2018,BudweiserAPAChasinitiatedthedeploymentofrenewableenergyforitssmartlow-carbonplant,andhassuccessivelyestablisheddistributedphotovoltaicprojectsinPutian,FujianandinFoshan,Guangdong.ItalsointroducedgreenelectricitypurchaseinitsZiyangplantinSichuanProvince,becomingthefirstbreweryinChinawith“100%renewablepowerproduction”.Bytheendof2021,BudweiserAPACwillhavecompletedtheinstallationofphotovoltaicpanelsin11Chinesebreweries.BudweiserAPAChasalsoactivelycarriedouttrainingandwebinarsforitssuppliers.GuangdongHuaxingGlass,BudweiserAPAC’slargestglassbottlesupplierinAsiaPacific,implementeditsfirstdistributedphotovoltaicprojectundertheinfluenceofBudweiserAPAC,reducingthecarbonemissionsofglassbottlepackagingfrombeerandotherbeverages.GreenLogistics:Since2014,BudweiserAPAChasusedover200greenvehicles,includingliquefiednaturalgasandhydrogentrucks.Italsorecommendstheserenewablevehiclestoitsdistributorstoloweritsindirectcarbonemissions.Inaddition,inApril2021,theFoshanfactoryinitiatedadistributedenergystoragesystemtoreuse120tonsofretiredbatteries.Whileprovidingpowerforthebreweries,thesystemalsoprovidespowerforthegreentrucks,creatingaclosedloopofrenewablepowerandprolongingthevehicles’batterylifebyfiveyears.Sustainableinnovationaccelerator:BudweiserAPAClaunchedthe“100+sustainabilityaccelerator”programwithCocaCola,Unileverandotherconsumergoodsgiantstoprovidefundsfor,andinvestin,sustainablesupplychaininnovationcompanies.BudweiserAPACAsiaPacifichasalsolaunchedalocalinnovationcentertoempowerentrepreneursdedicatedtosolvingsustainabledevelopmentchallengesintheregion.Start-upssupportedthroughtheinnovationcenter,suchasYushuoEnergy’sElectrochemicalEnergyStorageprogramthatrecyclesretiredbatteriesfromtheFoshanfactory,haveengagedwithBudweiserAPACtocarryoutin-depthcooperation.HighlightsLessonslearnedCollaboratewithpartnerstoachievealow-carbontransitionWhensettingcarbonemissionstargets,enterprisesoftenfacethechallengeofhighemissionsintheirvaluechain(Scope3)overwhichtheyhavelimitedcontrol.Thus,enterpriseswithvariousbusinessactivities,especiallyinsectorsliketheindustrialproductssector,shouldengagetheirupstreamanddownstreampartnerstotakejointresponsibility.Companiesshouldleadbyexampleandreducetheirdirectemissionsbydeployingrenewableenergyandpurchasinggreenelectricity,andactivelyengageinthesustainabledevelopmentoftheirvaluechain.Win-winsustainablepartnershipscanbebuiltthroughsustainabilityadvocacyandeducationaswellaslow-carbonprojectcollaboration,thuspromotinganend-to-endgreensupplychain.BudweiserAPAC’sconceptofsustainableinnovationaimstobuildaninnovativeandsustainableecosystem.Itshouldnotonlyprovidevaluealongthevaluechainandhelppromotethecompany’ssustainability,butalsoincentivizethedevelopmentofinnovativesolutionsthatleadtosocietalwell-being.4.2.2Mostpreferredpublicpolicies:sector-specificguidelinesandfinancialsubsidiesThemajorityofsurveyedcompaniesindicatedthatbothsector-specificguidelinesandfinancialsubsidiesarethemostpreferredpublicpoliciestoincentivizethelow-carbontransition(82%)(Figure16).34PathwaytoNetZero:SDGPracticesofEnterprisesinChinaEnterprisesneedclearsector-specificguidanceonthelowcarbontransition.Forexample,thereshouldbesector-specificinstructionsthatsetstandardsforemissionslevelsfortheTMTsector’sdatacentersandforenergyefficiencyfortheIPsector’sproductionprocesses.Enterprisesalsoneedsectorguidanceoncarbonemissionscalculationsforemployeestounderstand,monitorandmanagecarbondata.Enterprisesfavorfiscalpoliciesthatincentivizecarbonaction,suchasfinancialincentivesortaxreturnsforenterpriseswithsignificantcarbonreductionachievements.Fornon-traditionalhigh-carbonsectors,forexample,supportivefinancialpolicieswouldencouragetechnologyinnovationorprojectmilestonestoexploreanddevelopcarbonreductionpractices.Standardizationoftheemissionstradingsystemcanalsohelpenterprisesimplementlowcarboninitiatives.Someimprovementonthemandatoryandvoluntarycarbontradingmarketstothiseffectwouldstrengthenandexpandparticipation.45%ofenterpriseshopeformoresupportivemonetarypolicymeasuresforcarbonreductionprojectfinancing.Figure16:TypesofpublicpolicescompaniesthinkareimportantforlowcarbontransitionQuestion:Whatkindofpublicpolicyisimportantforyourcompany’slowcarbontransition?IndustryspecificplanandguidanceonlowcarbontransitionTolow-carboninnovationandtechnologiesETSGreencreditpolicytolowerfinancingcostsforgreenenterprisesIndustryspecificguidelinesoncarbonaccountingTosector-specificenterpriseswithoutstandingcarbonactionsVCMConcessionallendingtocarbonreductionprojects35FocusPoint—EnterprisesonCarbonActions19.“TheStateCouncilissuedtheGuidingOpinionsonAcceleratingtheEstablishmentandImprovementofaGreenandLowCarbonCircularDevelopmentEconomicSystem”,ChinaAssociationofCircularEconomy,Feb23,2021,http://en.chinacace.org/events/view?id=610720.“Chinaformulatesplanfornewinfrastructuretospurdomesticdemand,economictransformation,growthsustainability”,TheStateCouncilofthePeople’sRepublicofChina,Sept22,2021,http://english.www.gov.cn/premier/news/202109/22/content_WS614b2a29c6d0df57f98e0ab7.html21.“推动能源绿色低碳转型——聚焦《新时代的中国能源发展》白皮书”，新华社，Dec22,2020,http://www.gov.cn/xinwen/2020-12/22/content_5572034.htm22.“UnitedNationsinChinaorganizesapolicydialogueonFinanceforSustainableDevelopmentandCarbonNeutrality”,UNDPChina,Jun22,2021,https://www.cn.undp.org/content/china/en/home/presscenter/articles/2021/united-nations-in-china-organizes-a-policy-dialogue-on-finance-f.html23.“TheGlobalRisksReport2020”,WEF,accessedSept20,2021,http://www3.weforum.org/docs/WEF_Global_Risk_Report_2020.pdf24.“Worldeconomysettoloseupto18%GDPfromclimatechangeifnoactiontaken,revealsSwissReInstitute'sstress-testanalysis”,SwissRe,Apr22,2021,https://www.swissre.com/media/news-releases/nr-20210422-economics-of-climate-change-risks.html25.COMPANIESTAKINGACTION”,SBTi,accessedSep20,2021https://sciencebasedtargets.org/companies-taking-action26.DavidWei,andMarshallChase,“Climate+SupplyChain:TheBusinessCaseforAction”,BSR,accessedSep20,2021,https://www.bsr.org/reports/BSR_Climate_and_Supply_Chain_Management.pdf27.“ChinaproposesupdatedNDCtargets”,ClimateActionTracker,Sep20,2021,https://climateactiontracker.org/climate-target-update-tracker/china/28.“GlobalSupplyChainReport2019”,CDP,accessedSep20,2021,https://www.cdp.net/en/research/global-reports/global-supply-chain-report-201929.OfficialwebsiteofRockcheck,accessedSep20,2021,http://www.rockcheck.com30.“FAQ”,GreenhouseGasProtocol,accessedSept20,2021,https://ghgprotocol.org/sites/default/files/standards_supporting/FAQ.pdf31.“Climate”,EDF,accessedSep20,2021,https://www.edf.org/climate32.DavidCarlin,“NewClimateScenariosforFinancialInstitutionsOfferARangeOfFutures”,Forbes,Jun14,2021,https://www.forbes.com/sites/davidcarlin/2021/06/14/new-climate-scenarios-for-financial-institutions-offer-a-range-of-futures/?sh=587cd71e6eaa33.UnpackingtheCausalChainofFinancialLiteracy”,TheWorldBank,Sep1,2011,https://openknowledge.worldbank.org/handle/10986/356234.OfficialwebsiteofSichuanUnitedEnvironmentExchange,accessedSep20,2021,https://www.sceex.com.cn/36PathwaytoNetZero:SDGPracticesofEnterprisesinChina37Recommendations5.RecommendationsTheenterprisesoftomorrowwillbecommittedtoachievingsustainableoutcomes,whilestillstrivingforcommercialsuccessandbenefittingtheirstakeholders.Byintegratingsustainabledevelopmentintotheiroverarchingstrategies,theyrecognizethattheirfuturesuccessisdependentonhavingapositiveimpactontheworld.Tobetterrealizesustainabledevelopmentandidentifypotentialopportunitiesandrisksattheinstitutionallevel,enterprisesinChinashould:Understandsectorspecificchallengesandopportunities.Climatechangeandotherchallengestosustainabledevelopmentaffectsectorsdifferently.EnterprisesmustidentifyspecifictrendsandchallengesrelatedtotheSDGswithintheirsectortobetterunderstandpotentialpainpoints.Withsuchknowledge,enterprisescanidentifybusinessactivitiesrelevanttotheSDGsanddesignadaptivemeasurestopotentialrisks,suchassupplychaindisruption,healthandlaborconcerns,andtheclimatecrisis,inordertoimprovelongtermsuccess.Adoptbestpracticestomitigatepotentialrisk.Althoughthecurrentlackofindustry-wideguidanceisabarrierforenterprisestoimplementSDGalignedinitiatives,enterprisescanlearnfromexistingbestpractices.Bycomparingleadingexamples,enterpriseswillbetterunderstandtheirpositioninsustainabledevelopmentandbebetterequippedtoimplementSDGactionsthatareimpactful,effective,andrelevant.Toadapttopotentialpolicyrisks,enterprisescanrefertopolicytrendsfrommoredevelopedregionsandaligntheirSDGpracticeswiththepoliciesintheseregions(e.g.theEuropeanUnionGreenDeal35).Strengthenhumanresourcesandmanagementcapability.Astheexternalenvironmentiscontinuouslychanging,itisimportanttoactproactivelyandengagewiththeSDGsforlong-termprosperity.Continuouseffortsandactionwillberequiredfromcompaniestoestablishatop-downsustainabilitymanagementsystem,fosteralignmentbetweensustainabilityandbusinessstrategies,andcreateclearmonitoringtargets.Enterprisesareadvisedtoprioritizethefundamentalsandbuildcapabilitiesfromtheinside.Itisimportanttoeducateandraiseawarenessoftheleadershipteamandacquireprofessionaltalentdedicatedtosustainability.Collaboratewithstrategicpartnerstopromoteindustry-widesustainabledevelopment.WhilethereisnocommonSDGpracticeforanysingleindustry,enterprisesfromthesameindustryshouldcollaborate,shareandexchangeresources.Thiskindofpartnershipcanalsobeextendedtointer-sectoralcollaborationsuchasinitiativesthatconnecttheentirevaluechaintoformintegrated,moresustainablebusinessmodelsandevensystemsforacirculareconomy.5.1KeyrecommendationsforaligningbusinesseswiththeSDGs5.2Step-by-stepinstructionWhileimplementingtheSDGs,enterprisesshouldrealizethatthecompany’sprofitabilityisnotdividedfromsustainablebusinesspractices.Bothinvestorsandconsumersarealsore-allocatingcapitalandresourcestomoresustainableproductsandservices.36Thus,enterprisesshouldfully38PathwaytoNetZero:SDGPracticesofEnterprisesinChinaTheSDGImpactStandardsareorganizedaroundfourinterconnectedthemes–strategy,managementapproach,transparency,andgovernance.Theyhelptomakehigh-levelimpactmanagementprinciplesactionable,andguideenterprisestomeasureandmanageimpactappropriately.Theydirectattentionandresourcestowheretheorganizationcanoptimizeitscontributionbyfocusingonmaterialpositiveandnegativeimpacts.5.2.1Strategy–ClearlydefinehighlevelsustainableprinciplesandintegratetheSDGsintothedecision-makingprocessIdentifythecompany’ssustainabilitydevelopmentpurpose,vision,andstrategyDuetothediversityinbusinessactivitiesandresourcesavailable,somesectorscanbemoresuitedtosolvevarioussocialandenvironmentalproblemsthanothers.Therefore,itiscriticaltoformaconsensusfromtheperspectiveofthewholecompany,exploreSDGrisksandopportunities,aswellasintegratethesustainabledevelopmentmissionandvisionintothebusinessdevelopmentstrategy.Setrealisticimpactgoalsalignedwiththecompany'sstrategyandimplementcoreactionsfromtheleadershipteam.Acompany’sSDGsimpactgoalsshouldqualifythefollowing:•alignwithitspurpose,vision,andstrategy•bebothrealisticandambitioustoaccomplish•berelevanttoitsbusinessactivity,industrysector,valuechain,andstakeholdersBasedonthesegoals,thecompany’sleadershipteamshouldsetquantifiedtargets,assignresponsibleteams,andregularlyreviewthestatustoensuretheimplementationofSDGactions.Intermsofachievinglow-carbongoals,companiesshouldtakeascience-basedapproachtowardscarbonassetmanagementandhavetheleadershipteamfacilitateastrategy-developmentprocessforFigure17:SDGImpactStandardsforenterprisesHIGHLEVELPRINCIPLESEnsureactivitiesandinvestmentshavepositiveimpactforpeopleandtheplanetDECISIONMAKINGFRAMEWORKIntegrateoperatingsustainablyandcontributingpositivelytotheSDGsintointernaldecision-making–inlinewithhighlevelprinciplesandusingasharedlanguageandapproachSDGImpactStandards:-Bondissuers-Enterprises-PrivateequityfundsOECD-UNDP-ImpactStandardsforFinancing-SustainableDevelopment-DevelopmentFinanceSTRATEGYMANAGEMENTAPPROACHGOVERNANCETRANSPARENCYIMPACTMANAGEMENTTOOLSMetrics,taxonomies,valuationmodels,benchmarkingandothertoolsandframeworksEXTERNALDISCLOSUREDisclosehowoperatingandcontributingpositivelytotheSDGstheintegratedintodecision-makingandreportonperformancetoexternalstakeholdersutilizeinternalandexternaltoolkitstoreviewtheirbusinessactivitiesandpositioningforsuccessfulSDGintegration.TheSDGImpactStandardsdevelopedbyUNDPcanbeusedasaframeworkforSDGintegrationforanybusiness;itisalsothemostwell-knownsustainabilityinitiativefromthesurveyresults.37TheSDGImpactStandardsarestandardsforbestpractices,centeredoninternaldecision-making.TheyaredesignedtotransformhowenterprisesandinvestorsthinkaboutvaluecreationandintegrateimpactmanagementtocontributepositivelytotheSDGsintheirstrategy,managementapproach,disclosure,andgovernancepractices.39RecommendationsFigure18:Enterprisenetzerotargetpathwayrelevantteams.Whileenterpriseshavestartedexploringpathwaystowardlow-carbondevelopmentandachievingnet-zerocommitments,thetoppriorityistoutilizedifferentcarbonreductionmethods(Figure18)throughnear,midandlongterminitiatives(Box4).3839SBTiisaninitiativejointlydevelopedbyUNGlobalCompact(UNGC),CarbonDisclosureProject(CDP),WorldWildlifeFund(WWF)andWorldResourcesInstitute(WRI),toguidecorporatesonsettingGHGemissionreductiontargetsthatalignwiththeParisAgreement(Box5).Figure18illustratesasamplepathwayforacompanycommittedtoachievenetzeroby2025,assuminga50%emissionsreductionbasedonits2019emissions.Underthescenario,thecompanyreducesitsoverallemissions,purchasesemissionsoffsetproducts,andinvestsincarbonremovalprojectstoachievenetzeroin2025.Overall,carbonassetmanagementplaysanimportantroleinacompanies’lowcarbontransition.Itcoversarangeofassetsrelatedtocarbonemissionspermits,mandatoryandvoluntarycarbonmarkettradingandcarbonreductionproducts.High-qualitydataonCO2emissions,investmentanddevelopmentincarbontechnologies,andbalancedmarketmechanismsforcarbontradingarekeytoacompany’scarbonassetmanagement.40Asmoreandmoreenterprisescommittonet-zeroviaSBTi,enterprisescanutilizecarbonassetmanagementto:ImprovetheaccuracyandcomprehensivenessoftheircarbondatainformationEnhancetheirmanagementcapabilityanddecision-makingcriteriatodeploylow-carbontechnologiesEnrichtheirexperienceincarbontrading40PathwaytoNetZero:SDGPracticesofEnterprisesinChina5.2.2ManagementApproach–LeverageSDGevaluationtoolsforimpactassessmentUtilizegloballyrecognizedsustainabledevelopmentmanagementframeworksandleadcompany-widecollaboration.Awell-designedmanagementframeworkpromotesefficientandeffectiveexecutionofSDGintegration.Adetailedframeworkempowersthecompany’sexecutivedepartmenttocoordinatedifferentdepartmentstoachieveacommonsustainabilitygoal.AcompanycanonlyfullyintegratetheSDGswitheveryoneinvolved.ByimplementingSDGevaluationtools,enterprisescanunderstandtherolethatSDGsplay,andquantifytheSDGimpactoftheiroperations.Box4:Relevantpracticeswithindifferenttime-spanBox5:TheScienceBasedTargetsinitiative(SBTi)TheSBTiaimstoenablecompaniestosetemissionsreductiontargetsinlinewiththeParisAgreement.Theinitiativedefinesandpromotesbestpracticesinscience-basedtargetsetting,offersresourcesandguidancetoreducebarrierstoadoption,andindependentlyassessesandapprovescompanies’targets.Currently,SBTioffersatargetsettingmethodologyforshortandmedium-termemissionsreductiontargets(5-15years).Asof2021,over1,000organizationsfrom60countrieshavejoinedtheSBTi,respondingtotheincreasinglyurgentcallforcorporateclimateaction.SBTiisfavoredbyenterprisesduetothefollowing:Broadcoverageofsectorsfortarget-settingThereare15majorindustry-specificguidelinesavailableontheSBTiofficialwebsiteforcompaniestosetcarbontargets.Theseindividualindustrymanualshavebeenissuedforsectorssuchasaluminium,forest,landandagriculture,power,chemicals,apparelandfootwearaswellasinformationandcommunicationtechnology.SBTiiscurrentlyalsodevelopingguidelinesforotherindustries.Clearguidanceoncarbontargetself-revisionandpubliccommitmentTheSBTioffersclearguidanceforcompaniesfromeachsectorforsubmittingtheirintendedcarbontargets,developingacarbonreductionroadmap,submittingrevisedscience-basedtargets,communicatingwithstakeholdersanddisclosingonanannualbasis.Byaccompanyingthecompaniesalongtheentireapplicationprocess,SBTiisabletodevelopacomprehensiveunderstandingofcompanies’lowcarbonactionplansandhelpaddressgapsthroughtheprovisionoftechnicalsupport.Early-stage:participateingreenenergytradingtoeliminatecurrentcarbonemissions.Enterprisescanchooserelevantsustainabilityinitiatives,suchastheRE100,toreplacetraditionalenergyusewithrenewableenergy.LiyuGroup,anenergytechnologycompany,hasbeenprovidingenergyconservationandGHGemission-reductionservicesforitsclientcompanies.Similarly,enterprisescanalsolookfornaturalgas,coalgas,andbiomassgasasalternativestoproduceelectricityinagreenerway.Mid-term:offsetcarbonemissionsthroughnature-basedsolutionsandotherverifiedcarbonreductionprojects.Forexample,ZehoWaterfront,aNature-basedsolutionsproviderinChina,hasaccomplishedseveralecosystemrecoveryprojectsthathelpcapturecarbonbyrecoveringwetlandsandplantingecologicalcorridors.Long-term:investincarboncaptureandremovalprojectstoreduceemissionsfromregularoperations.41RecommendationsTheSDGActionManager(SDGAM)isaweb-basedimpactmanagementsolutiontoenablecompaniestoevaluateSDGperformanceintheiroperations,supplychainmanagement,andbusinessmodels,developedbyUNGC.Italsoprovidesriskevaluation,sustainabledevelopmentbenchmarks,andrecommendationsfortheenterprisestoreflectandimproveontheirperformances.SDGAMbringstogetherBLab’sBImpactAssessment(BIA),theTenPrinciplesoftheUNGlobalCompact,andthe17SDGs,toenablemeaningfulbusinessactionthroughdynamicself-assessment,benchmarking,andimprovement.42Thefreeonlineevaluationtoolallowsenterprisestoquantifytheirsustainabledevelopmentperformances,findthemostrelevantSDGs,understandandsharetheirimpact,andsetgoalsandtrackimprovementtowardstheSDGs.SDGAMstartswithabaselinesurvey.ItisrootedintheTenPrinciplesoftheUNGlobalCompactandincludestopicssuchascommitmentstohumanrights,laborpractices,environmentalmanagement,andgoodgovernance.ThishelpscompaniestorecognizeandprioritizethemostrelevantSDGsbasedonthecompanyprofile.ForrecommendedSDGs,SDGAMwillfurtherevaluatetheenterprises’progressandproviderecommendationsonhowtocontributetowardsthem.Aftercompletingthesurvey,SDGAMwillprovideanSDGperformancereport,abookmarkreport,andanimprovementreporttoreviewtheSDGperformancesbrokendownbysubtopicsandofferinsightstoidentifyareasofstrengthandopportunitiesforimprovement.Toolkit:SDGActionManager415.2.3Transparency–Utilizewell-recognizeddisclosureframeworkstocommunicateSDGimpact44.4%ofenterpriseshavenotpubliclyreportedtheirSDGinitiativesduetoalackofknowledgeindisclosureoralackofincentive.Transparencyhasbeenincreasinglyimportanttoallstakeholdersasitisthemainmethodtounderstandthesustainabledevelopmentstatusofacompany.Utilizingawell-recognizeddisclosureframeworkhelpsacompanytoreportitsSDGimpactinaprofessionalwayandalsoenablesstakeholderstocomparetheSDGimpactofdifferentcompanies.42PathwaytoNetZero:SDGPracticesofEnterprisesinChinaThefollowingnon-financialdisclosureframeworksprovidethenecessaryknowledgetoguideenterprisesthroughSDGdisclosure:Toolkit:Non-financialdisclosureframeworksProvidesclimate-relatedfinancialdisclosurerecommendationsthathelpcompaniestodiscloseinformationtosupportcapitalallocation.50Standardsusedforreportingpubliclyonarangeofeconomic,environmentalandsocialimpacts.SustainabilityreportingbasedontheStandardsprovidesinformationaboutanorganization’spositiveornegativecontributionstosustainabledevelopment.43Aseriesofinternationalenvironmentalmanagementstandards,guides,andtechnicalreports.Theycanbeappliedtoanyorganization,regardlessofsizeorindustry.ThemostpopularstandardisISO14001,whichprovidesguidanceforenvironmentalmanagementsystems.45Acompletesetofgloballyapplicableindustry-specificStandards,whichidentifytheminimalsetoffinanciallymaterialsustainabilitytopicsandtheirassociatedmetricsfortypicalcompanyinanindustry.46IntegratedReporting(IR)providesanoutlineofacompany’spotentialfutureoutcomesbylinkingfinancialandnon-financialdatatoestimatehowcurrentoperationsmightcreateordestroyprofitsinthefuture.Itincludesarangeofinformationabouttheorganization,includingitsstrategyandoperations,historicalperformanceandsustainabledevelopmentpractices.44Offersaframeworkforreportingenvironmentalinformationwiththesamerigorasfinancialinformation.Providesinvestorswithdecision-relevantenvironmentalinformationviathemainstreamcorporatereportandenhancestheefficientallocationofcapital.47Withitsindependentscoringmethodology,CDPmeasurescorporateprogressonclimatechange,watersecurityanddeforestationandhelpscompaniesrecognizerelevantopportunitiesandrisk.CDPrequiresdisclosureonayearlybase.49TheSDGD(SDGdisclosure)Recommendationsarealignedto,anddrawfrom,the:TCFD,IR,andGRIwithSDGspecificdisclosures.Thedisclosureisgroupedintofourthemes:Governance,Strategy,Managementapproach,andPerformanceandTargets.Enterprisescanuseittoreportonhowtheyarerespondingtotherelevantsustainabledevelopmentissuesthataffectallstakeholders,societies,andlong-termvaluecreation.4843Recommendations35.“《欧洲绿色新政》解读及对我国的启示与借鉴”，NCSC,accessedOct10,2021,http://www.ncsc.org.cn/yjcg/zlyj/202105/P020210526553230813245.pdf36.“高瓴资本张磊：“低碳转型”是企业塑造竞争力的历史机遇”，腾讯新闻，accessedSep20,2021,https://new.qq.com/omn/20210320/20210320A0BUHM00.html37.“SDGIMPACTSTANDARDSEnterprises”,UNDP,accessedSep20,2021,https://sdgimpact.undp.org/assets/SDG-Impact-Standards-for-Enterprises-DRAFT-for-first-consultation.pdf38.“FromAmbitiontoImpact:SBTiAnnualProgressReport,2020”,SBTi,accessedSep20,2021,https://sciencebasedtargets.org/resources/files/SBTiProgressReport2020.pdf39.“2020breakthroughyearforclimateaction”,RacetoZero,Dec12,2021,https://racetozero.unfccc.int/2020-breakthrough-year/40.《碳资产白皮书》，PwC,accessedOct10,2021,https://www.pwccn.com/zh/sustainability-and-climate-change/white-paper-on-carbon-assets-sep2021.pdf41.“SDGActionManager”,UNGC,accessedSep20,2021,https://www.unglobalcompact.org/take-action/sdg-action-manager42.OfficialwebsiteofBAnalytics,accessedSep20,2021,https://b-analytics.net/43.“GRIStandards”,GRI,accessedNov03,2021,https://www.globalreporting.org/how-to-use-the-gri-standards/gri-standards-english-language/44.IntegratedReportingOfficialWebsite,IR,accessedNov03,2021,https://www.integratedreporting.org/45.“ISO14000Family:EnvironmentalManagement”,ISO,accessedNov03,2021,https://www.iso.org/iso-14001-environmental-management.html46.“SASBStandardsOverview”,ValueReportingFoundation,accessedNov03,2021,https://www.sasb.org/standards/47.“ClimateDisclosureStandardsBoard”,CDSB,accessedNov03,2021,https://www.cdsb.net/48.“SDGImpactStandardsMappingDocument”,SDGImpact,UNDP,accessedNov03,2021,https://sdgimpact.undp.org/assets/SDG-Impact-Standards-for-Enterprise-Maping-Document-SDGD-Recommendations.pdf49.OfficialWebsiteofCDP,accessedNov03,2021,https://www.cdp.net/en50.“TaskForceonClimate-relatedFinancialDisclosures”,TCFD,accessedNov03,2021,https://www.fsb-tcfd.org/5.2.4Governance–ReinforceSDGsthroughgovernancepracticesEstablishingstronggovernancepracticesisessentialforempoweringenterprisestoachievetheSDGs.Governingbodiesshouldactivelyoverseeavarietyofareasthatwillbecriticaltoconstructinganenablingarchitectureforsustainabledevelopment.KeyaspectsincludebuildinganorganizationalculturearoundrespondingtotheSDGs,involvingstakeholdersindecisionmaking,andreconcilingtheorganization’simpactoutcomesandfinancialsustainability.Thegoverningbodyitselfshouldberesponsibleforaddressingsustainabledevelopmentissues,andfunctionasthegovernancemechanismaccountablefortheorganization’ssustainabilityimpactstrategies.44PathwaytoNetZero:SDGPracticesofEnterprisesinChina45AppendixThemajorityoftheenterprisessurveyedareinsecondaryandtertiaryindustries(Figure20).Comparedtotheprimaryindustry,theseindustriestendtobemoresensitivetoconsumerandmarkettrends,whichmayleadtomoreattentiononsustainabledevelopment.Asignificantnumberoftheenterprisesarelargeprivate-ownedenterprises(POEs),foreign-investedenterprises(FIEs),andstate-ownedenterprises(SOEs)(Figure21).6.AppendixThemethodologyofthereportincludedacomprehensivequestionnairedistributedbetweenJuneandJuly2021,follow-upinterviewsandcasestudies.Followinginitialdataanalysisofthesample,the3Acriteriawereappliedtoidentifyalistofinterviewcandidatesbasedontheirsurveyresponses.Outof117questionnairesamples,12enterprisesacceptedtheinvitationforaseriesoftarget-orientedinterviewsandfocusgroupdiscussions.ThereportexplorestheexperienceandchallengesofenterprisesinChinaonintegratingtheSDGsintotheirmanagementanddevelopingthepathforalowcarbontransitionpathunderthe3060carbongoals.QuestionnaireThequestionnaireconsistedof44questionsandwasdistributedonlinebyUNDP,UNGC,PwC,andCCOIC.Itisdividedintotwosections–onecoversquestionsaroundtheSDGsandtheotheroncarbonactions.ThesectionontheSDGsishighlyconsistentwiththe2019baselinesurveyquestionnaire.Therepresentationoftheenterprisesinthequestionnaireresultmightbebiasedgiventhefollowingfactors:Morethan40%oftheenterprisesareconnectedwithUNDPoritsaffiliateorganizations,whichmayresultinahighlypositiveattitudetowardssustainability(Figure19).Figure19:BreakdownofquestionnairesdistributedandinterviewsconductedbyorganizationQuestion:Whichorganizationdidyougetthisquestionnairefrom?46PathwaytoNetZero:SDGPracticesofEnterprisesinChinaFigure20:BreakdownofsurveyedenterprisesbyindustryQuestion:Whatindustrydoesyourcompanybelongto?Figure21:BreakdownofsurveyedenterprisesbytypeQuestion:Whatbusinesstypedoesyourcompanybelongto?Figure22:SelectionModelofCaseInterviewsInterviewsandCaseStudiesInordertofurtherexaminethesustainabilityprogressofenterprisesinChina,interviewswereconductedwith12outstandingexamplesfromthequestionnaireresults.Theselectionprocessfollowedthe“3A”model:“3A”standsfor“Awareness”–reportedSDG-relatedachievementsinthepublicdomainsuchasthroughcorporateESGreports,“Action”–demonstratedtangibleoutcomessuchaspositiveSDGimpactandcarbonreductionprojects,and“Ambition”–incorporatedtheSDGsintostrategicplanning.Selectedcompaniessatisfiedthe3Amodel(Figure22)anddidnothavepublicscandalswithinathree-yearperiod.TheseenterpriseswereinterviewedaccordinglytosharetheirleadingexamplesofSDGimplementation.Theinterviewswereindividuallyscoredfromthreedimensions:Relevance,Engagement,andVision.“Relevance”measuresifseniormanager(s)oftheinterviewedcompanycanclearlyelaboratetherelevanceoftheirworktotheSDGsorlow-carbondevelopment,“Engagement”examinesiftheapproachesforSDGorlow-carbontransitionarecarriedoutwithmeasurableimpact,and“Vision”looksforastrategicandforward-lookingmentalitywhenimplementingSDGandlow-carbondevelopmentwithintheorganization.Companieswithhighoverallscoreswereidentifiedassuitablecasestudiesforthereport.47AppendixTogetherwiththevisualrepresentationofthestatisticalresultsfromquestionnairedata,somecaseswereselectedandincludedasin-depthcasestudies.PotentialLimitationsThelimitationsofthereportcanbesummarizedasfollows:ThequestionnairewaspublishedthroughWenjuanxing,anonlinesurveyplatform,anddistributedthroughfourorganizations.Thismayleadtolimitationsinthequantityandvarietyofenterprises.Asaresult,thedatageneratedcannotnecessarilybetakentofullyrepresenttheentirelandscapeofthecorporatesectorinChina.Inaddition,whilethe117surveyedenterprisesconsistofsomeenterprisesfromthe2019baselinesurvey,thereareasignificantnumberofnewrespondents.Thismightleadtoamisrepresentationwhencomparingwiththeprevioussurvey’sdata.Thequestionnaireandinterviewsaremainlybasedontherespondent’sunderstandingofthecompany.Therespondentmightnotfullyrepresenthis/hercompanyduetodifferentpositionsorservicelines.Theremightalsobebiasintherespondent’sself-evaluationofthecompany’ssustainabilitypractices.Toovercometheselimitationsandavoidpotentialsubjectivitybias,adjustmentsweremadeaccordingly.Inparticular,publicdomaindata,third-partyreviews,andexpertadvicearetakenintoconsiderationwhilecompilingthisreport.481.“VoluntaryNationalReview2021–China”,UnitedNations,accessedSep20,2021,https://sustainabledevelopment.un.org/index.php?page=view&type=30022&nr=81&menu=31702.Whelan,Tensie,andFink,Carly,“TheComprehensiveBusinessCaseforSustainability”,Oct21,2016,https://hbr.org/2016/10/the-comprehensive-business-case-for-sustainabilityhttps://online.hbs.edu/blog/post/business-sustainability-strategies3.“WHYYOUNEEDSUSTAINABILITYINYOURBUSINESSSTRATEGY?”,HarvardBusinessSchoolOnline,accessedSep20,2021,https://online.hbs.edu/blog/post/business-sustainability-strategies4.“Release:SustainableBusinessCanUnlockatLeastUS$12TrillioninNewMarketValue,andRepairEconomicSystem”,Business&SustainableDevelopmentCommission(BSDC),Jan16,2017,http://businesscommission.org/news/release-sustainable-business-can-unlock-at-least-us-12-trillion-in-new-market-value-and-repair-economic-system5.Buckley,Tim,andFinlayson,Kate,“IEEFAEnergyFinance2019:Coalpipelineshrinking,strandedassetriskballooning,renewablesevercheaper”,IEEFA,July3,2019,https://ieefa.org/ieefa-asia-coal-pipeline-shrinking-stranded-asset-risk-ballooning-renewables-ever-cheaper/6.“PrivateSectorAwarenessoftheSustainableDevelopmentGoals”,UNDP,July16,2020,https://www.cn.undp.org/content/china/en/home/library/policy-advocacy1/private-sector-awareness-of-the-sustainable-development-goals.html7.《国务院关于加快建立健全绿色低碳循环发展经济体系的指导意见》，TheStateCouncilofthePeople’sRepublicofChina,Feb22,2021,http://www.gov.cn/zhengce/content/2021-02/22/content_5588274.html8.《中华人民共和国国民经济和社会发展第十四个五年规划和2035年远景目标纲要（全文）》，TheStateCouncilofthePeople’sRepublicofChina,Mar13,2021,http://www.gov.cn/xinwen/2021-03/13/content_5592681.htm9.《中国可持续消费报告2020》，商道纵横，Dec25,2020,http://www.syntao.com/newsinfo/1010421.html10.“殷格非｜中国500强企业社会责任发展观察”,GoldenBee,Sept24,2021,https://www.goldenbeechina.com/viewpoint/249.html11.Zujewski,Bill,“HowToImplementASustainabilityPlan:ExecutiveGuideToBecomingASustainableBusiness–Step6”,GreenBusinessBureau,May12,2021,https://greenbusinessbureau.com/business-function/executive/how-to-implement-a-sustainability-plan-executive-guide-to-becoming-a-sustainable-business-step-6/12.《2020可持续发展报告》，伊利集团，accessedSep20,2021,http://file.finance.sina.com.cn/211.154.219.97:9494/MRGG/CNSESH_STOCK/2021/2021-4/2021-04-29/7169783.PDF13.DanoneOfficialwebsite,Danone,accessedSep20,2021,https://www.danone.com.cn/14.“5.3PRESERVEANDRENEWTHEPLANET’SRESOURCES”,Danone,accessedSep20,2021,https://www.danone.com/content/dam/danone-corp/danone-com/investors/en-sustainability/reports-and-data/planet/chapter5.3planetURD.pdf15.“Commissionguidelinesonnon-financialreporting”,EuropeanCommission,lastupdateonJun18,2019,https://ec.europa.eu/info/publications/non-financial-reporting-guidelines_en16.国投创益《基金扶贫模式和社会效益评估研究报告》发布“，国投创益SDIC，Dec14,2017,https://www.sdiccy.com.cn/gtcy/zxzx/gsxw/webinfo/2017/12/1513867030620186.htm17.“冬至也火热厦航首届可持续发展目标主题穿越赛开赛”，XiamenAirlines,accessedSep20,2021,https://www.xiamenair.com/brandnew_CN/contents/4658/35479.html18.“XiamenAirlinessocialResponsibilityReport”,XiamenAirlines,accessedSep20,2021,https://www.xiamenair.com/brandnew_CN/upload/files/2021/7/1013ca17d3377546.pdf19.“TheStateCouncilissuedtheGuidingOpinionsonAcceleratingtheEstablishmentandImprovementofaGreenandLowCarbonCircularDevelopmentEconomicSystem”,ChinaAssociationofCircularEconomy,Feb23,2021,http://en.chinacace.org/events/view?id=610720.“Chinaformulatesplanfornewinfrastructuretospurdomesticdemand,economictransformation,growthsustainability”,TheStateCouncilofthePeople’sRepublicofChina,Sept22,2021,http://english.www.gov.cn/premier/news/202109/22/content_WS614b2a29c6d0df57f98e0ab7.html21.“推动能源绿色低碳转型——聚焦《新时代的中国能源发展》白皮书”，新华社，Dec22,2020,http://www.gov.cn/xinwen/2020-12/22/content_5572034.htm22.“UnitedNationsinChinaorganizesapolicydialogueonFinanceforSustainableDevelopmentandCarbonNeutrality”,UNDPChina,Jun22,2021,https://www.cn.undp.org/content/china/en/home/presscenter/articles/2021/united-nations-in-china-organizes-a-policy-dialogue-on-finance-f.htmlReferences4923.“TheGlobalRisksReport2020”,WEF,accessedSept20,2021,http://www3.weforum.org/docs/WEF_Global_Risk_Report_2020.pdf24.“Worldeconomysettoloseupto18%GDPfromclimatechangeifnoactiontaken,revealsSwissReInstitute’sstress-testanalysis”,SwissRe,Apr22,2021,https://www.swissre.com/media/news-releases/nr-20210422-economics-of-climate-change-risks.html25.“COMPANIESTAKINGACTION”,SBTi,accessedSep20,2021https://sciencebasedtargets.org/companies-taking-action26.WeiDavid,andChase,Marshall,“Climate+SupplyChain:TheBusinessCaseforAction”,BSR,accessedSep20,2021,https://www.bsr.org/reports/BSR_Climate_and_Supply_Chain_Management.pdf27.“ChinaproposesupdatedNDCtargets”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