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Set New Standards and Expectations

Ceres has a long history of setting new expectations for leadership by investors and businesses on sustainability disclosure, performance and corporate governance. We will continue to define best practices on sustainability and governance in the 21st century and ensure there is widespread adoption and accountability.

Set New StandardsIn order to meet the new challenges of the 21st century, companies and investors must ask new questions and set new standards for success. Ceres has a long history of setting new standards and expectations for leadership by investors and businesses on sustainability disclosure, performance and corporate governance. We will continue to define best practices on sustainability and governance in the 21st century and ensure there is widespread adoption and accountability.

How We Will Get There:

  1. Ensure boards of directors at all companies have explicit oversight over climate change and other sustainability risks and integrate sustainability into performance evaluations and incentive packages of CEOs and senior executives.
  2. Ensure all companies are issuing GRI-based reports with specific performance goals and targets for operations, products and services, supply chains and employee programs.
  3. Benchmark and rank the world's 500 largest companies in carbon-intensive sectors, financial services, consumer goods and technology on climate change and other sustainability practices.
  4. Lead a collaborative effort to define what a 21st century sustainable corporation should look like, including the 21st century "utility of the future."


Resources

Benchmarking Air Emissions of the 100 Largest Electric Power Producers in the United States
May 08, 2008
May 2008 - The 2008 Benchmarking report is the sixth collaborative effort highlighting environmental performance and progress in the nation’s electric power sector. The Benchmarking series began in 1997 and uses publicly reported data to compare the emissions performance of the 100 largest power producers in the United States. The current report is based on 2006 generation and emissions data.
Ceres Sustainability Report 2006
Jun 08, 2008
June 2008 - Ceres Sustainability Report enables our organization to “walk the talk” and serve as a model for other 501 (c) (3) non-profit organizations and small businesses looking to improve their own transparency—illustrating that reporting can be a beneficial process for any organization, regardless of size or type. The process of evaluating our own organization’s infrastructure drives the Ceres staff to improve our own performance and enables us to engage with stakeholders more effectively and from a position of understanding and experience. This is Ceres' fourth sustainability report that details our operations and key impact areas for 2006.
A Toolkit for Foundations and Individual Investors: Harnessing Your Investments to Help Solve the Climate Crisis
Nov 08, 2008
November 2008 - Given that climate risks and opportunities are embedded in all asset classes – including equities, fixed income, real estate and alternative investments – there is a growing demand among foundation endowments and individual investors for actions they can take to respond to climate change. This document provides a brief overview of available steps.
Ceres Annual Report: 2007-2008
Nov 08, 2008
November 2008 - This Ceres Annual Report 2007–2008 demonstrates the results we have achieved, and the momentum we have created towards our mission of advancing sustainable prosperity.
Corporate Governance and Climate Change: Consumer and Technology Companies
Dec 08, 2008
December 2008 - This Ceres report is the first comprehensive assessment of how 63 of the world’s largest consumer and information technology companies are preparing themselves to face this colossal challenge. The report employs a “Climate Change Governance Framework” to evaluate how 48 US companies and 15 non-US companies are addressing climate change through board oversight, management execution, public disclosure, GHG emissions accounting and strategic planning and performance.