Corporate philanthropy at work: U2 can move the world (A): Finding a cause

What does a zero target measure? In 2016, Barry Callebaut launched Forever Chocolate with a pledge to eradicate child labor from its supply chain by 2025. For its 2021-22 financial year, the company reported over 25,000 cases of child labor identified and 2,844 remediated. In May 2023, it changed the target: By 2025, human rights due diligence would cover its entire cocoa supply chain and every identified case would be remediated. A Bittersweet Paradox: From Zero Child Labor to Human Rights Due Diligence uses this decision to examine how zero KPIs and impact metrics behave in practice. A zero KPI states an absolute ethical demand in a single number. That simplicity mobilizes action. It can also conceal the conditions that determine whether change lasts: persistent poverty in farming communities, limited access to education, and constraints that no single company can resolve alone. But Zero KPIs also set a measurement trap. Stronger monitoring uncovers more cases so improved visibility looks like deteriorating performance. A report of zero cases can say more about what an organization fails to see than about the children it has protected. The replacement metrics raise their own questions. Is abandoning zero child labor a retreat or an evolution in the sustainability strategy compliant with the new regulatory environment? Students work with the company's reported figures through the eyes of a sustainability manager, an investor, a child rights organization and a farmer cooperative, each reading the same evidence differently. The questions apply more broadly: to net zero emissions, zero workplace harm and zero discrimination. What exactly does 'zero' cover? Do incentives reward discovering problems? Who verifies that remediation lasts? Do indicators reveal progress or reward an attractive appearance of success?

Pirelli CFO Fabio Bocchio explains how disciplined capital allocation, sustainability investment, and balance-sheet strength build resilience.

Holcim is a Swiss multinational company that manufactures cement and building materials. Excluding China, it is the top cement producer in the world. Holcim is also a top 50 CO2 emissions emitter. And it decisively put sustainability efforts front and center in its overall strategy. The case describes the integration of different sustainability initiatives into Holcim's overall strategy over more than a decade, a period during which the firm underwent massive transformations, including a merger with Lafarge, a major pivot from cement to construction materials, the sale of assets in key countries and a spin off of its North-American operations. The case pivots the discussion from the traditional question: 'What does Holcim do for sustainability?' to a more interesting one: 'What does sustainability do for Holcim?' It brings clarity to the different ways through which sustainability contributes to the firm's strategy: compliance, resilience and market advantage. Focusing on market advantage, it shows the vast repertoire of sustainability actions that can impact a firm's strategy and how sustainability can be leveraged to create value. It also reveals that not all sustainability actions are designed to have a sustainability impact.

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