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The document argues that the traditional carbon offsetting model is fundamentally flawed and misleading, urging companies to adopt Beyond Value Chain Mitigation (BVCM). Unlike offsetting, which claims to 'cancel out' emissions, BVCM involves supporting external climate projects as a contribution to global goals without claiming carbon neutrality. The guide outlines the legal and reputational risks of offsetting—including a September 2026 EU ban on product-level offsetting claims—and provides a five-step implementation framework for BVCM. It suggests diversifying contributions beyond carbon credits into durable carbon removals (CDR), 'high-hanging fruit' technology research, and climate impact funds, while emphasizing that external action must not replace internal decarbonization aligned with a 1.5°C trajectory.

The document outlines a significant increase in corporate awareness of nature's role in achieving Net Zero and business resilience between 2020 and 2023. While policy frameworks like the EU Deforestation Regulation and the Global Biodiversity Framework have provided clearer direction, food companies face substantial hurdles due to the complexity of measuring nature-based outcomes compared to carbon. The text emphasizes that food companies are uniquely positioned to impact nature due to their presence in the supply chain and advises a phased approach: identifying nature intersections, taking 'no regrets' actions like eliminating deforestation, engaging directly with farmers, and forming cross-industry partnerships.

Deloitte is implementing its WorldClimate strategy to reach net-zero emissions by 2030, supported by the #iAct campaign. This initiative, launched in collaboration with the World Wildlife Fund, aims to educate and empower 330,000 professionals to make sustainable choices in their personal and professional lives to accelerate the transition to a low carbon future.

The We Mean Business coalition calls for corporate climate leadership based on three pillars: aligning ambition with science-based targets, implementing concrete actions including supply chain engagement, and advocating for bold government policies. The text highlights companies like PayPal, Walmart, Ford, Facebook, LafargeHolcim, Amazon, and Ørsted as examples of businesses increasing their climate commitments or implementing decarbonization strategies.

The author, a Shell executive, asserts that achieving a sustainable energy future requires integrating sustainable development into business decisions and establishing a collaborative relationship between governments and industry. Shell utilizes 'scenarios' to navigate energy uncertainty and advocates for the 'Blueprints' model, which emphasizes anticipation of environmental issues. The paper highlights carbon capture and storage (CCS) as a critical technology for large emitters, noting that public policy and financial support, such as carbon pricing, are essential for its commercial viability. Using examples from Wyoming and Brazil, the author demonstrates how industry can manage environmental risks and community concerns. Finally, the document emphasizes that governments must appreciate the immense costs, long lead times, and technical challenges of energy production—exemplified by the Perdido project—to set workable regulations.

This briefing document, submitted to Eskom's Board Social, Ethics and Sustainability Committee on 26 August 2016, outlines the Air Quality Improvement Plan. The plan aims to reduce particulate and gaseous emissions from power stations to comply with South Africa's Minimum Emission Standards (MES) and Atmospheric Emission Licences, utilizing a combination of technical retrofits, operational improvements, and air quality offsets.