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The 2025 Forest Declaration Assessment is an executive summary produced by a civil society coalition to monitor progress toward global forest goals. It concludes that the world is 'off track' to meet 2030 targets, citing continued large-scale deforestation, increasing forest degradation, and a significant gap between international commitments and actual implementation in governance, finance, and corporate behavior.

Ember provides a response to the Central Electricity Regulatory Commission's (CERC) draft guidelines for Virtual Power Purchase Agreements (VPPAs) in India. While acknowledging the framework as a welcome step for market-based renewables, Ember argues that VPPAs may incentivize 'plain vanilla' solar generation over dispatchable clean power and allow corporations to claim 100% renewable energy usage through accounting workarounds rather than physical decarbonization.

This briefing by the World Resources Institute argues that the $700 billion annual biodiversity finance gap can be addressed by complementing complex, resource-intensive reporting frameworks with simpler, cost-effective metrics—specifically hectare-based measurements—to incentivize broader private sector contributions to nature conservation and restoration.

This report by the NewClimate Institute analyzes the use of regenerative agriculture in the sustainability and climate strategies of the 30 largest multinational food and agriculture companies, warning that the term is being diluted and misused as a greenwashing strategy rather than a tool for systemic redesign.

The 'Corporate Transition Investment Guide' (May 2024) by the Climate Bonds Initiative proposes a standardized classification system to help financial institutions assess and categorize corporate exposures based on their decarbonization transition maturity and credibility. The guide aims to simplify complex existing frameworks into a practical tool for tracking progress toward net-zero goals.

This briefing by the World Resources Institute outlines a framework for corporate financing of Nature-Based Solutions (NBS) to ensure they support rather than hinder global climate goals. The authors argue that carbon credits should only be used to "counterbalance" residual emissions after a company has demonstrated aggressive internal decarbonization aligned with 1.5°C science-based targets. The document emphasizes the need for high-integrity supply-side standards, advocating for a "jurisdictional approach" over project-scale credits to better manage risks like leakage and permanence.

This working paper by the World Resources Institute examines the role of nature-based solutions (NBS) as carbon offsets within corporate climate mitigation strategies. It argues that while NBS are critical for achieving global net-zero goals by 2050, their use as offsets is controversial due to risks of 'greenwashing' and technical challenges regarding credit quality. The authors advocate for a 'both/and' approach where companies combine aggressive direct fossil fuel abatement with high-quality NBS investments, emphasizing the need for robust standards to ensure environmental and social integrity.

This case study describes a milestone renewable energy deal where Goldman Sachs became the first U.S. bank to sign a large-scale, off-site renewable energy power purchase agreement (PPA) to enable the development of a 68 megawatt (MW) wind farm in Pennsylvania.

This briefing by the World Resources Institute identifies six common characteristics among companies that successfully implement science-based emissions targets aligned with the Paris Agreement's goal of limiting global warming to 2 degrees C.

The World Resources Institute's (WRI) 2011 Greenhouse Gas Inventory and Sustainability Report details an 18 percent increase in GHG emissions for fiscal year 2011 (October 2010 to September 2011) compared to 2010, driven by organizational growth. To address this, WRI has established absolute reduction targets for 2020 and a three-part plan focusing on reducing existing emissions, avoiding future emissions during growth, and improving data collection through primary sources and sub-metering.

This report details the carbon dioxide (CO2) inventory of the World Resources Institute (WRI) for the calendar years 2006 and 2007, outlining emission sources, calculation methodologies, and the organization's efforts to achieve a "net zero" emissions balance through internal management and the purchase of offsets.

The 'Choose the Future: Education for Sustainable Development' conference, held in Winnipeg, Canada, from November 26–28, 2008, served as a forum for educators, business leaders, and government officials to discuss the integration of sustainable development (SD) into formal and non-formal education. Organized by the Manitoba Education for Sustainable Development Working Group (MESDWG), the event aligned with the United Nations Decade of Education for Sustainable Development (2005–2014) and showcased various initiatives, research, and leadership models aimed at fostering a culture of sustainability in Manitoba and across Canada.

This guide by the World Resources Institute provides office- and retail-based companies with a framework for procuring renewable energy. It details the business case for switching to green power, explains three primary delivery options—retail programs, Renewable Energy Certificates (RECs), and on-site generation—and offers strategies to minimize costs and account for greenhouse gas emissions.

The New Business Climate is a 2002 guide by the Rocky Mountain Institute (RMI) designed to help corporations and institutions reduce carbon emissions while improving business performance. It argues that climate change presents both risks to asset values and opportunities for innovation, advocating for a transition from incremental thinking to radical resource efficiency and the use of emerging carbon markets to manage costs.

This case study examines IKEA's integration of environmental sustainability into its global business model, specifically focusing on its partnership with The Natural Step (TNS) and the implementation of these principles within its North American operations during the 1990s.

This case study describes a fictitious company, MultiPaint, Inc. (MPI), which faces a crisis when toxic contamination is discovered at its idle downtown manufacturing site. Despite a recent marketing campaign emphasizing environmental safety, the company must navigate legal, financial, and public relations challenges while evaluating five distinct options for the contaminated property.

This case study describes the Waste Reduction Always Pays (WRAP) program implemented by the Louisiana Division of the Dow Chemical Company. Originally evolving from an energy-saving contest in 1981, WRAP was formally announced in 1986 to reduce pollution and operating costs through employee-led innovation. The program utilizes a competitive submission process where projects are evaluated on technical viability and return on investment (ROI), rewarding winners with public recognition and project leadership roles rather than direct financial prizes.

This case study describes how Gold Fields developed a 40 MW solar photovoltaic (PV) project at its South Deep Gold Mine in South Africa to reduce operating costs and enhance energy security in the face of rising utility tariffs and supply constraints.

This September 2020 report by the Stockholm Environment Institute (SEI) provides practical guidance for organizations to track, report, and reduce business air travel emissions. Based on the TR2AIL project, which involved interviews at SEI and the University of East Anglia, the document outlines strategies for setting emissions targets, implementing decision-support tools, and fostering an organizational culture that prioritizes lower-carbon travel alternatives.

The 'Switching to Green' guide by the World Resources Institute provides practical information for office- and retail-based companies in the United States to transition their energy supply to clean, renewable resources.