1、ADVANCINGCLIMATEJUSTICE THE BUSINESS GUIDE TO CREDITSAUTHORSKsenia Benifand,Christina Daniels-Freeman,NatashaMehta,Kylie Nealis,Charlotte SewellDESIGNERShani TuckerEDITORSamantha VeideDATE OF PUBLICATION:April 22,2024Creative CommonsLicense WHO WE ARE:This guide was created through a partnership bet

2、ween Forum for the Future,B Lab Global,and B Lab U.S.&Canada.A core team of five people worked together since June 2023 to learn from community members,hold workshops and interviews,and compile this guidance.B LAB GLOBAL creates standards,policies,tools,and programs that shift capitalisms behavior,c

3、ulture,and structuralunderpinnings.They mobilize the B Corp community towards collective action to address societys most critical challenges.Theirglobal community includes over 8,500 B Corps in over 95 countries and over 160 industries.More than 100,000 companies use ourB Impact Assessment and SDG A

4、ction Manager to manage their impact.B LAB U.S.&CANADA (B LAB USCA)is one of six partners of B Labs global network.They foster and mobilize a growingcommunity of people and businesses working towards a more fair and inclusive economy in the United States and Canada.At theheart of their theory of cha

5、nge are three impact pillars:climate justice,racial equity,and a stakeholder-driven economy.Over 2,500B Corps comprise the U.S.&Canadian community.FORUM FOR THE FUTURE(FORUM)is a leading international sustainability non-profit.For more than 25 years,theyve been workingin partnership with businesses,

6、governments,and civil society to accelerate the shift towards a just and regenerative future in whichboth people and the planet thrive.Forum is focused on enabling systemic and urgent action in three potentially game-changingareas:transforming how people and organizations think about,produce,consume

7、,and value both food and energy,and onreimagining the purpose of business in our society and economy.The American Climate Futures program was created under the Forum umbrella to ensure that climate justice is seen as afoundational priority in private sector responses to the climate crisis.Forum is w

8、orking towards ensuring that the needs and voicesof those most impacted by climate change are prioritized and centered in climate solutions and that these solutions are developed inan inclusive and just way.In so doing,Forum seeks to deepen trust and spark collaboration between companies and frontli

9、necommunities in support of long-term,systemic change.Climate justice strengthens current and new climate action initiatives to bemore effective and efficient.As climate change intensifies,often the most severe harm fallsdisproportionately on frontline and underserved communities,who are leastable t

10、o prepare for and recover from climate disasters.Vulnerability to climatechange is exacerbated by extractive forms of capitalism and widespreadinequality that marginalizes specific communities.For example,a recentreport by the Environmental Protection Agency(EPA)found Black and AfricanAmerican peopl

11、e in the United States are 40%more likely to live in areaswhere extreme temperatures lead to more deaths.This likelihood increasesto 59%if global warming reaches 4C.FOREWORDOver the last five years,there has been an influx of investment inclimate solutions to address global greenhouse gas emissions.

12、While billions of dollars are invested in climate solutions annually,only a small percentage is allocated to support the communitiesmost vulnerable to its impacts-frontline communities.Through a series of interviews and workshops withfrontline community leaders and experts,we haveheard about the hop

13、elessness,fear,anxiety,lossof income,displacement,damage to property,anddeteriorating health that people are experiencing,along with a wide range of other injustices thatintersect with the climate crisis.We also heard thatprogress is slow and solutions are not directlybenefiting communities,with the

14、 people affectedfirst and worst feeling unheard and left out.Wevewoven many insights from these conversations intothis guide.We have also heard from businesses beginning toembrace and prioritize climate and environmentaljustice as part of their climate action goals andstrategies.We are seeking to bu

15、ild meaningfulpartnerships with communities.We heard there is a lack of knowledge on whereand how to take action for meaningful impact,anambiguous process for equity-centered communityengagement,a lack of clear metrics to measureand track progress,and a fear of failing or gettingit wrong,preventing

16、concrete and urgent action.As many businesses begin to embrace their roleand responsibility in creating equity-centeredsolutions to the global climate crisis,this guide willamplify and support the stories,voices,andwisdom from frontline community efforts andprovide practical guidance for the private

17、 sector totake concrete climate justice action in partnershipwith communities.This guide builds on previousguidance including the Climate Justice Playbookfor Business.Lastly,this guide does not need to be read linearly.Read through the Table of Contents and decidewhere to start.If you only read one

18、section,focuson the Guidance for Partnering With Communities.B Lab U.S.&CanadaKylie nEALISForum for the FutureKseniaBenifandIt is for those willing and ready to take on newleadership approaches requiring a profound shiftfrom the traditional mindset rooted in authoritativeso-called expert roles.This

19、new leadershipapproach focuses on a regenerative mindset,embracing humility and learning andacknowledging the need for collaboration andpartnerships between businesses and frontlinecommunities to address the climate crisis.The guide is a compilation of perspectives frompeople living and working at t

20、he frontlines ofclimate change,people working to support andadvance social justice issues,and those whobelieve that there is a significant role for theprivate sector to take action.It also includes the voices of business,policy-makers,and civil societyexperts working in partnership with frontlinecom

21、munities to advance these issues.While climate injustice is a global issue,this guideis grounded on information gathered fromcommunities and businesses across the U.S.and Canada.Though we believe there arelearnings in this guide that could apply in multiplecontexts,it is critical to acknowledge that

22、experiences of climate injustice are context-specific.Some organizations have fought for decades forrights to a safe,healthy,and survivableenvironment and have elevated the need forclimate justice at a national scale,and some oftheir voices are shared here.They share their livedexperience and soluti

23、ons they seek to the climatecrisis and related injustices that have long beenadvocated for but might still need to gain tractionin the mainstream.We offer this content to contribute to the broaderconversation and provide practical guidance tocompanies ready to take action.We aim to elevateand connec

24、t stories of whats possible andhighlight areas where urgent private-sector actionis imperative.This guide is for business leaders,change-makers,and entrepreneurs committed tocentering equity and justice as part of theirclimate action efforts.ABOUT THIS GUIDEWHO IS THIS GUIDE FOR?CONTENTS321702535388

25、71072787980827517FOREWORDLetter from the editors.KEY POINTSFour critical points for the private sector toconsider.2.PERSPECTIVES FROM THE FRONTLINESCentering frontline community voices.HOW TO TAKE ACTION7.Internal Engagement(38)8.Internal Operations(45)9.Products&Services(53)10.Value Chains(58)11.Po

26、licy Advocacy(65)4.EQUITABLE PARTNERSHIPSGuidance for working alongsidecommunities.CONCLUSIONKey takeaways.1.THE CASE F OR CHANGEThe urgent need for climate justice.3.OVERVIEW:GUIDANCE FOR BUSINESSHow to get started.5.PARTNERING IN PRACTICEFind tangible guidance for how to applythe Principles for Pa

27、rtnership.6.ACTION&INFLUENCEBusiness spheres of action.GLOSSARYDefinitions for reference.APPENDIX 1Additional resources.APPENDIX 2Methodology.APPENDIX 3 Stakeholder Wheel tool.SOURCESSources for in-text citations.ACKNOWLEDGMENTSThank you to our contributors.1.PRIORITIZE TRUST-BUILDING WITH FRONTLINE

28、 COMMUNITIESFrontline communities often perceive businessesto be extractive and lacking in follow-through.Businesses can begin to transform relationships bylistening to frontline communities and beinghumble,present,and collaborative over anextended period.It is important to acknowledgepast harms and

29、 take concrete actions aligned withcommunity needs to heal historical distrust.2.ADOPT A NEW MINDSETAdvancing climate justice calls for a differentapproach to business leadership,shifting awayfrom short-term gains toward long-term solutionsdeveloped in partnership with communities toaddress the root

30、 causes of todays biggestchallenges.These include the climate 4.CONSIDER YOUR SPHERES OF CONTROL&INFLUENCEEvery business has spheres of control,like internaloperations,and influence,like its value chain andthe policies it advocates for.It is important to lookacross both spheres when it comes to clim

31、atejustice.Climate solutions are most likely toadvance climate justice when relevant prioritiesare integrated into business strategy and decision-making.To begin,businesses should prioritizeareas of action and develop a process by which toassess the environmental impact of existing andfuture project

32、s.emergency,nature in crisis,and mountinginequality.Through this transition,businesses cancontribute to ecosystem restoration and renewalwhile championing dignity,fulfillment,and equityfor all.3.OFFER IMMEDIATE&SUSTAINED SUPPORT TO MEET FRONTLINE COMMUNITY NEEDSLook for ways to reduce barriers for c

33、ommunityorganizations to access funding,including byshifting to an adaptive and relational model thatprioritizes multi-year,unrestricted grants.Consideroffering technical skills training,educational andmentorship opportunities,digital tools,and othercapacity building.It is important to acknowledgedi

34、sparities and engage in a deeper discussionabout what a more equitable distribution of powerand resources might look like.KEY HIGHLIGHTSThe following insights have been identified as most critical for theprivate sector to consider as it works to advance climate justice.URGENTNEED FORJUSTICE 1.THE CA

35、SE FOR CHANGE PAGE XXXClimate justice seeks to address the disproportionate impacts of climatechange on underserved communities,including low-income groups,people ofcolor,Black and Indigenous Peoples,and those with fewer resources toprepare for and recover from climate disasters.It acknowledges hist

36、oricalinjustices and systemic inequities that exacerbate vulnerability to climate-related events.Climate justice prioritizes the needs of frontline communities,aiming to rectify environmental and social disparities by centering equity inclimate action and policymaking while holding accountable those

37、 who bearthe most significant responsibility for greenhouse gas emissions andenvironmental degradation.Frontline communities with the fewest resources to adapt to climate changeare often the least responsible for greenhouse gas emissions,yet many timesare the most impacted.These communities have a c

38、ritical perspective andexpertise around their needs to be more resilient to climate change.Theprivate sector has more opportunities to support community-led climatesolutions today than ever.Well explore these opportunities in the followingsections.WHAT IS CLIMATE JUSTICE?FRONTLINEPERSPECTIVES 2.FROM

39、 THE FRONTLINES WHAT DO WE MEAN BY CENTERING FRONTLINE COMMUNITY VOICES?Centering communities and community voices is foundational to climatejustice.Uplifting,trusting,and valuing the lived experiences of the peoplemost impacted by climate change constitutes centering community voices.Centering comm

40、unities means ensuring those most impacted are deeplyinvolved and have decision-making power when identifying solutions,settingpriorities,setting policy agendas,and setting the overall narrative.DEFINITIONS OF CLIMATE JUSTICEForum and B Lab USCA spoke with diverse changemakers working towardsclimate

41、 justice,including frontline community representatives,activists,businesses,nonprofits,council members,and policymakers.We asked howthey define and approach climate justice and what they see as key principles.PERSPECTIVES FROM FRONTLINE COMMUNITIESREAD WHAT WE HEARD ON THE FOLLOWING PAGES Cee Stanle

42、y AT CHAMPIONSRETREAT 2022PHOTO:KielinskiPhotographersTHE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 12PART 2:FRONTLINE PERSPECTIVES|IntersectionalEnvironmentalistDiandraMarizetEsparzaCEO,Navajo PowerBrettIssacVice President,DNVBrandyBrown“My definition of climate justice isunderstanding,not only the i

43、nequitiesfacing the frontline communities,butwho is experiencing what first and who ismost vulnerable to climate change.Then,I look at inequities system-wide and howthat impacts what we are doing as a partof climate action.”“From an intersectional environmentalistperspective,the aim should be to mak

44、eengagement accessible and culturally relevantto promote equal access to meaningfulparticipation.Environmental justice is markedby the inclusion of communities in decision-making around their own environments.Intersectional environmentalism is a lens thathelps us identify and uncover opportunities f

45、orbuilding agency around missing participationto achieve a future where we all have equalaccess to contributing to climate justice.”“Climate justice is not just about transition,its about taking care of the communitiesthat are being abandoned with the shiftaway from fossil fuels.”THE GUIDE TO ADVA N

46、CING CLIMATE JUSTICEPAGE 13PART 2:FRONTLINE PERSPECTIVES|“I think about climate justice in terms ofuplifting and supporting community-drivenclimate solutions.There needs to be asignificant paradigm shift,moving fromclimate progress and action to justice,byempowering frontline communities.”Green Heff

47、aFarmsCeeStanleyCalifornia GreenNew Deal CoalitionZach LouDeputyCommissioner for Equity&Justice,New York StateDepartment ofEnvironmentalConservationAdrianaEspinoza“You cannot talk about climate justicewithout also talking about environmentalracism.”“There must be an emphasis on making surewe have le

48、adership from communities thatare most impacted by climate change,orextraction,or economic disinvestment.Wedont want to reproduce the same inequitieswith a new energy system,.We must fix thesystem while also addressing climate.”Many people we spoke withacknowledged that the definition ofclimate and

49、environmental justicevaries based on the context andhistory of different communities.THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 14PART 2:FRONTLINE PERSPECTIVES|“The central idea of capitalism of singularownership is devolved people are sharing,people understand,and live by the idea thattheres enoug

50、h.You dont take any more than youneed and people take responsibility for what theydo.”“Communities are prepared for climateemergencies.Homes are safe and energyefficient.Communities are healthy.”“Active and accessible participation by everyonewhen it comes to determining how we live safely inour com

51、munities.”“We have space to engage in community joy andimagination.”“I see climate-safe homes,water catchment,andno more lawns or ornamental plants.We aregrowing food,bringing back wetlands and naturalsystems that were there before colonization.”“More democratic structures for people to haveownershi

52、p and control over the things they needto live.”Our research concluded that we cannot have ahealthy planet without healthy communities.What might the future look like if we prioritizedadvancing climate justice?Everyone we talkedto imagined diverse and inspiring possibilitiesand collective visions fo

53、r a just future,visions ofa healthy planet,and thriving communities thatlive in harmony.We all have a role in shapingthe arc of the future toward justice.VISIONS FOR A JUST FUTURECOOPERATIVE&CONNECTEDSAFE&HEALTHYACCESSIBLEJOYFULTHRIVINGDEMOCRATIZED&DECENTRALIZEDA JUST FUTURE IS.THE GUIDE TO ADVA NCI

54、NG CLIMATE JUSTICEPAGE 15PART 2:FRONTLINE PERSPECTIVES|We asked community leaders across the UnitedStates about their experience of climate impacts represented by the pins on the map on the nextpage.Their quotes highlight some of theexperiences of those living on the frontlines ofclimate change.Thes

55、e perspectives emphasizethat environmental,economic,and social injusticeare deeply intersectional none can be addressedwithout the others.The Climate Vulnerability Index(see map on thenext page)was developed to assess climatevulnerability through a holistic lens.It illustrateshow the combination of

56、environmental factors andsocial stressors,such as health,infrastructure,racism,or socioeconomics,can exacerbate acommunitys capacity to cope with and recoverfrom climate impacts.See Appendix 1:AdditionalResources to access this and other resources.INSIGHTS ON CURRENTCLIMATE IMPACTSQuotes from interv

57、iews andworkshops conducted by Forumand B Lab USCA in 2022 and 2023are anonymous.“I dont see any signs that places werebuilt/donated the company didnt want credit;itwasnt a political move.We dont have torecognize things that were donated,we just knowbecause we see whos in the community.”“.democratiz

58、ed,decentralized access toenergy-building resilience while alsomaximizing co-benefits like new jobs orincreased ownership opportunities.Profitsflow back into the community.”“.outsourcing to grassroots and frontlineefforts rather than expanding their owninfrastructure.”NOT SEEKING CREDITSHARING PROFI

59、T&ENSURING CO-BENEFITSSUPPORTING&STEPPING ASIDE“.paying their fair share of taxes,proactivelyseeking ways to become more environmentallymindful,even without regulations in place.”“.truly triple bottom line and responsive to theneeds of the community.”“They recognize theirroles and responsibilities t

60、o communities and theglobal climate crisis.”TAKING RESPONSIBILITYACCOUNTABLE TO COMMUNITY NEEDSIN A JUST FUTURE,BUSINESSES ARE.THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 16PART 2:FRONTLINE PERSPECTIVES|“We hear false promises and false solutions like greentechnology or solar panels subsidies for ho

61、meowners.Funding priorities are outside of what were asking for weknow what solutions there are but are told there arealways different funding priorities.”“We see PTSD when it rains.Clean up from flooding canbe unaffordable forfamilies.We arediscouraged from openingwindows but with floodingyou need

62、to dry out yourhome.There is no system tomake folks aware of issueslike flooding or to educatethem as to how to handleflooding.”“I see a lack ofcanopy cover itis important tosee trees.There isa lack of greeninfrastructure,sostorm wateroverflows.Thereis a lot ofdevelopment butno investment ingardens

63、or greenspace.”“I feel grief.When webrought up climate changeto the company,we weretold Oh no,thats notgoing to be an issue.frontline communities havebeen dealing with thisresponse for years.evenwith science&facts,Theydiscounted that.Whenthere was an explosion,itpoisoned the community.”Map FROM The

64、climate vulnerability indexGUIDANCEFORBUSINESS 3.OVERVIEW As seen from the climate vulnerability map,there is a need for urgent actionon climate justice across the United States and beyond.“We need business,but we need businessto operate in a very different wayprofoundly aligned with the principles

65、ofclimate justice.This means reimaginingmarkets to not simply limit harm;theymust foster healthy communities andecosystems.”UC Center For Climate JusticeTracey OsborneHOW TO GET STARTEDThe private sector is a significant driver of a justand regenerative economy in which people and theplanet take pri

66、ority.With resources and influenceto leverage,businesses have the potential tocatalyze meaningful change to advance climatejustice.This section explores how businesses cantake action across multiple scopes and areas ofimpact,including internal operations,supplychains,products and services,and policy

67、advocacy at scale and with speed.We heard from many businesses that theyrecognize that centering justice and equity in theirclimate action efforts is critical,but significantroadblocks exist.These include:A lack of knowledge about where to takeaction aligned with business objectives for themost mean

68、ingful impactUncertainty about the process by which towork with communities and the repercussionsof accidentally missteppingUncertainty around how to overcome lack oftrust due to past and ongoing harms betweenbusiness and communities.Complex,interconnected challenges like climatechange,environmental

69、 impacts,and social justicemust be tackled systemically.These are oftendivorced from corporate strategy but can andshould be integrated and embedded across theorganization.When speaking with frontline community leaders,we asked about their experiences with businessesto understand where there has bee

70、n harm through action or inaction and to identify opportunities forfuture action.Some of the most significant barriersheard across frontline communities that canhamper or halt progress and even result in aregression require massive shifts in howbusinesses tend to approach partnerships andrespond to

71、community needs.These include:THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 19PART 3:GUIDANCE FOR BUSINESS|1.Reluctance and resistance toacknowledging and addressing past harmsthat have led to trauma,mistrust ofbusiness in communities,and fear of failing.THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 20P

72、ART 3:GUID ANCE FOR BUSINESS|This reluctance has hampered meaningfulprogress towards climate justice by businesses.Some of these past harms include,but are notlimited to,actions such as pollution,gentrification,displacement,and inequitable access to resources,as well as ignoring and even discreditin

73、gcommunities when they try to speak.Whenbusinesses evade accountability and protect theirinterests over those of frontline communities,itleaves people feeling deeply mistrustful about theintentions and priorities of business.Manybusinesses are hesitant to take action towardclimate justice because th

74、eyre afraid of failing orgetting it wrong.This work requires a level ofdiscomfort,humility,and willingness to innovate.2.Transactional approaches to partnershipand shallow,low-impact gestures driven by public relations and business growthinstead of genuine interest in munities lose trust and confide

75、nce in thepotential of the partnership.They can label theefforts as performative.Additionally,short-termannual growth goals,urgency,and profitmaximization often drive business decisions thatresult in catastrophic damage to our ecosystemsand communities and climate solutions that arenot aligned with

76、the needs of frontlinecommunities and dont address the root of the.problem.Businesses need to shift the criteria forevaluating successful climate action efforts toinclude community adaptation,resilience,healthand safety-related outcomes.This often leaves communities feeling like they arean afterthou

77、ght and not a true partner incollaboration.When businesses approach acommunity with an imposed solution,expecting amarketing opportunity or brand loyalty in return,Detroiters Working for EnvironmentalJusticeLaprishaBerryDaniels“There has been so much harm done by businesses in the past,so there is a

78、 big issue oftrust.When local companies want to pitch in,people are concerned that their image willshow up and it will look like we are supporting their practices.Therefore,we only engagewith folks who we trust and have worked with in the past.We must build those relationshipsbefore a crisis,so the

79、trust is already there when we need help.”PARTNERINGWITHCOMMUNITIES 4.EQUITABLE PARTNERSHIPS PRINCIPLES FOR PARTNERSHIP WITH FRONTLINE COMMUNITIESIn the winter of 2023,frontline community leaders and employees of CertifiedB Corps,guided by expert facilitators,came together to advise B Lab USCAon its

80、 climate justice strategy.Over ten months,the group met virtually sixtimes and built a working relationship centered on the willingness to havehonest,and sometimes uncomfortable,conversations needed to build trust.These workshops were supplemented with interviews with frontlinecommunity leaders base

81、d on trust,respect,curiosity,honesty,and awillingness to have uncomfortable conversations.As an outcome of this co-creation process,B Lab USCA has developed the Principles for Partnershipwith Frontline Communities.These offer guidance on how businesses canbuild and nurture equitable partnerships wit

82、h frontline communities.PARTNERING WITH COMMUNITIESThe following sections highlight key opportunities and stepsfor developing community partnerships and examples of howcompanies can take actions that benefit frontlinecommunities and the planets health.THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX

83、PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXXPART 4:PARTNERING WITH COMMUNITIES|7 PRINCIPLESCenter Trust&TransparentCommunications1Center LocalWisdom&Perspective2Commit to Equitable ResourceAllocation3Prioritize Racial&Cultural Literacy 4Clear&Equitable Decision Makin

84、g 6Center ConflictAcknowledgement&Trust Regeneration5Center Long-Term&SustainableCommitment7FOR PARTNERSHIP WITHFRONTLINE COMMUNITIESAs you read the following section,we call on you to considerhow your company can embrace the following Seven Principlesfor Partnership with Frontline Communities*acros

85、s the areas ofimpact covered below to help create a just and thriving future.Principle 1Centering trust and transparent communication will move the private sectoraway from the extractive and exploitative norms of business and towardsequitable relationships.Businesses can foster trust by actively lis

86、tening tocommunity partners with curiosity and good faith,being transparent aboutexpectations,intentions,and values,and getting specific about the time andresources they have to put into shared projects.The following are excerpts from the principles.Please visit the link above to read them in full.C

87、ENTER TRUST&TRANSPARENT COMMUNICATIONSCo-develop clear and equitable decision-makingprocesses that meet the needs of all partners.Inpartnerships,move towards diverse,intersectional,culturally aware,trust-based decision-making.Allparties should understand how a project comes tolife,moves forward,the

88、shared goals,and who isresponsible for which pieces.Additionally,localwisdom,how historically marginalized andimpacted voices are centered,how the work iscommunicated,how the final project outcomes areshared,and who is acknowledged need to be clear.Principle 7Pursue long-term and sustainable commitm

89、ents forthe collective survival and liberation of people andthe planet.Understand that short-terminvestments cause harm and are often focused onimage and virtue signaling.By creating long-termpartnerships that extend beyond typical corporateprogram timelines,businesses can consider thesustainability

90、 and impact of the collaboration.CENTER LONG-TERM&SUSTAINABLECOMMITMENT TO ENSURE OUR COLLECTIVESURVIVALTHE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 24PART 4:PARTNERING WITH COMMUNITIES|Principle 2Moving at the speed of tru

91、st,we actively listenbefore exploring how local wisdom intersects withsystemic solutions inspired by Western scienceand institutions.We expand our perception of whatsolutions are valued and focus on co-creating pathways that address bothimmediate needs and longer-term systems change.Principle 3Ackno

92、wledge power and resources andredistribute them to serve the local communitybest.Resources may encompass money,time,in-kind donations,and political influence,amongstother forms of power.There are stark resourcedisparities between large companies andgrassroots,frontline communities.With thiscommitmen

93、t,businesses move away from a top-down power dynamic towards partnerships thatredistribute power and resources in tangible andequitable ways.Principle 4 Businesses are accountable for their ownmotivation,learning,and continuous commitmentto being grounded in racial and cultural literacy.This account

94、ability is imperative to movecollectively toward the larger vision of a just andequitable society.Principle 5Center conflict acknowledgment and trustregeneration through active listening and by takingaccountability for missteps.When missteps occur,move into the action of conscious repair usingrestor

95、ative justice frameworks.Principle 6CENTER LOCAL WISDOM+PERSPECTIVERACIAL+CULTURAL LITERACY WILL BE PRIORITIZED BY PARTICIPANTSCENTER CONFLICT ACKNOWLEDGEMENT+TRUST REGENERATIONCOMMITMENT TO EQUITABLE RESOURCE ALLOCATIONCO-DEVELOP CLEAR&EQUITABLE DECISION-MAKING PROC ESSESCOMMU NITYPARTNERSHIPGUIDAN

96、CE 5.PARTNERING IN PRACTICE PARTNERING IN PRACTICEIn the following section,youll find tangible guidance andsuggested actions for how to apply the Principles forPartnership with Frontline Communities to your businessclimate justice work.“Your bottom line starts with yourneighbors,you must be mindful

97、of the fullimpact on people and communities.”Just and National Climate PlatformMICHELE ROBERTSTHE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 27PART 5:PARTNERING in practice|TAKE STOCK INTERNALLY BEFOREEXPLORING COMMUNITY PART

98、NERSHIPBusinesses often wonder where to startwhen it comes to communityengagement and partnership aroundclimate justice issues.Before activelyengaging with communities,companiesmust undertake crucial internalgroundwork.This internal work at thisearly stage is critical in influencing theoutcomes of c

99、ommunity engagementand partnerships.CONSIDER YOUR BUSINESS FOOTPRINTIdentify locations across your operations and value chain.Assess how climate and environmental justicemanifest in these communities.Look at where your employees reside,where your business operates,where your products are manufacture

100、d,where materials are sourced,used,and disposed of,and whereyour customers live.Identify prevalent issues.These include rapid response to weather-related incidents,flooding,fires,droughts,pollution,and limited access to green spaces.Utilize tools like the ClimateVulnerability Index or EPAs Environme

101、ntal Justice Screening and Mapping Tool to understand how socialand environmental factors affect vulnerability.TAKE TIME TO MAP CRITICAL STAKEHOLDERSThe most effective climate justice action happens through collaboration.Every business has a range ofstakeholders and partners to work with on climate

102、justice.Use the stakeholder collaboration wheel fromThe Climate Justice Playbook for Business to prompt thinking about who you can work with and how(See Appendix 3).Consider who might not be typically involved,such as people of different socio-economic status,people of color,immigrant and refugee co

103、mmunities,school boards,youth,cultural andsocial organizations,elderly community members,and clergy.BUILD ON EXISTING EFFORTSHistorically excluded communities have long advocated for safe and healthy environments,amplifyingthe importance of climate justice nationwide.Identify areas where you can bol

104、ster existing impactfulwork.Reflect on relevant issues and organizations already engaged in them,utilizing stakeholdermapping to guide your approach.Build on existing relationships within your organization,including those Here are some topics to help kick-start an internal discussion.1.PREPARE WELLT

105、HE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 28PART 5:PARTNERING in practice|current decarbonization pathways on people andcommunities.EVALUATE YOUR LEADERSHIP TEAMSENGAGEMENTReview partnership guidelines and assessleadershi

106、p openness to new approaches.Assessavailable financial resources and commitment tolong-term relationships.Learn more in the InternalEngagement:Leadership and EmployeeEngagement and Governance section.ENSURE ACCOUNTABILITYCollaboratively set metrics and consistentlymonitor progress internally and wit

107、hin engagedcommunities.Remain flexible and ready to adjustapproaches if they prove ineffective.cultivated through employee volunteering orphilanthropic efforts,to align with organizationstackling these issues.LISTEN TO&LEARN FROM COMMUNITY VOICESReview articles,blogs,videos,and social media tounders

108、tand community challenges.Conductlistening tours in diverse neighborhoods,providingnecessary support such as compensation,travel,accommodation,and childcare for communitymembers contributing their time and expertise.Surface assumptions by identifying potential gapsin your understanding of issues bef

109、ore engagingwith communities.ACKNOWLEDGE HISTORICAL INJUSTICES&ASSESS COMPLICITYConsider ongoing harm and negative impacts yourbusiness or industry may have contributed to or isstill contributing to.You can use Causal LoopMapping,a visual systems mapping tool,to identifypotential unintended conseque

110、nces of yourTHE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 29PART 5:PARTNERING in practice|LEARN,BUILD TRUST,&RELATIONSHIP DEVELOPMENTNow that you have done the internalgroundwork consider essential elementsfor cultivating co

111、mmunity relationships.Prioritize trust over perceived deadlinesand urgency.Notice tendencies to movefast or show up in a way that might feellike the business is suddenlyparachuting in or dominating.Have abudget in place to support this part ofthe process,which may require asignificant time investmen

112、t.BUILD TRUST THROUGH INTENTIONAL ENGAGEMENTPrioritize the pace of trust-building when initiating new relationships.Allocate time for deep listeningacross diverse perspectives through multiple meetings,listening sessions,focus groups,and individualconversations.Include communities traditionally unde

113、rrepresented and respect all feedback.Attendexisting community-based meetings to understand prevailing concerns and perspectives firsthand.Prioritize transparency about your intentions at these gatherings,which is key to building trust.ADDRESS ACCESSIBILITY NEEDSConsider community needs when plannin

114、g interactions to avoid further burdening them.Offer flexibilityin meeting locations and consider times that would be convenient,considering job and family priorities.Identify the communitys spoken languages and customs for effective communication and offertranslations.“Let the community set the ton

115、e and set thepace of the relationship.”Climate Justice Organizing Hub CanadaJacqueline LEE-Tam2.BUILD HEALTHY&JUST RELATIONSHIPSTHE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 30PART 5:PARTNERING in practice|VALUE LIVED EXPERI

116、ENCE BY ACTIVE LISTENINGAvoid rushing into solutions or making immediatecommitments.Frontline communities have oftenfelt disregarded by businesses parachuting in withsolutions without genuinely listening.Recognizethat businesses may not have all the answers.Honor grassroots expertise and acknowledge

117、 theinsights of those directly affected.Be willing tohave difficult and uncomfortable conversations attimes in order to gain perspective and align oncommon goals and shared values.TAKE OWNERSHIP OF YOUR LEARNINGTake responsibility and commit to deepening yourunderstanding of the issues at play.This

118、workmight be your job,but this is someones day-to-dayexperience.Continue to develop awareness ofsystemic racism and cultural literacy.THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 31PART 5:PARTNERING in practice|ACTIVATE YOU

119、R RELATIONSHIPSAs you identify everyday needs andchallenges with key communities andcommunity-based organizations,beintentional about how you formalize therelationship to work together to tacklechallenges.ESTABLISH A COMMON GROUND AND SHARED VISIONIdentify shared goals and contributions.Co-create pr

120、ogram priorities by genuinely partnering withcommunities,prioritizing needs,and avoiding assumptions.Encourage open idea-sharing from all partiesand jointly establish clear leadership roles for local community members.Consider facilitating visioningsessions using tools like Appreciative Inquiry and

121、Three Horizons to guide the process.Establishing ashared vision at the outset enables each partner to comprehend their joint objectives and contributionstoward the collective vision as the partnership progresses.JOINTLY CONSIDER DECISION-MAKING AND THE LEVEL OF COMMUNITY PARTICIPATIONEmpowering affe

122、cted communities to engage in creating and implementing solutions and policies isessential.This empowerment can help address equity gaps,reduce climate vulnerability,and enhancecommunity capacity to organize for change.Use the Spectrum of Community Engagement,developed byMovement Strategy Center,to

123、support community participation in solutions development and decision-making.“We need leaders that are experiencing the harm to be theones coming up with the solutions.”in her Ted Talk,Climate Action Needs New Frontline LeadershipOzawa Bineshi Albert3.PROGRAM CO-DESIGNTHE GUIDE TO ADVA NCING CLIMATE

124、 JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 32PART 5:PARTNERING in practice|START SMALL WITH MINI PARTNERSHIPS ORPROJECTSTo test working dynamics and gather earlyfeedback,begin by exploring small-scalecollaborations or events,such as supporting localini

125、tiatives.Consider resources and skills beyondmonetary contributions that can help advance thepartnership,including public relations,strategicplanning,budgeting,or project management.Remember,the skills sharing will be reciprocal.SET UP A FLEXIBLE&ADAPTIVE PROJECTMANAGEMENT STRUCTUREThis structure ne

126、eds to be strong enough to holdeverything together yet have the flexibility to adaptto process,purpose,and people shifts.Considerdiverse communication styles and preferredcollaboration methods via email,phone,or in-person meetings.DOCUMENTATION FOSTERS TRANSPARENCYShare progress through videos,podca

127、sts,visuals,or transcripts to meet varied learning needs.Identify partner needs and document progress inaccessible formats.ENSURE THERE ARE FINANCIAL RESOURCES TOSUPPORT THE WORKThis includes corporate,philanthropic,andgovernment funding for various project phases.Ensure funding for partnerships wit

128、h intermediaryorganizations,such as local climate justice groups,and compensate community residents to facilitatecommunity engagement and bridge-buildingefforts for example by covering childcare ortransportation costs.DISCUSS POTENTIAL CHALLENGES&SUCCESSESEngage in conversations about risks andoppor

129、tunities.Define what success means for allparties and identify potential pitfalls and hurdles.Address power dynamics,cultural differences,andindividual perspectives openly.Understandcommunity perspectives on past unmetexpectations to mitigate future disappointments.Plan for the aftermath:Ensure comm

130、unities areequipped for success post-partnership.Discussexit strategies,including timeframes and supportneeds for contingency plans or finding newpartners.CONTINUE TO MITIGATE BARRIERS TO ACCESS PROACTIVELYProviding outreach materials in multiple languagesis critical.In addition,ensure you are condu

131、ctingcommunity engagement in places where residentsspend their time,such as parks,schools,churches,or health hubs.Providing transit passes,childcare,and food at events also reduces barriers.THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE

132、JUSTICEPAGE 33PART 5:PARTNERING in practice|As you implement the program,staynimble and agile to ensure youprogress towards desired outcomes.Create spaces for honest feedback andcheck-ins,and allow time to pivot ifneeded.SET UP REGULAR CHECK-INS TO ENSUREPROGRESS IS STILL MOVING TOWARDS DESIREDOUTCO

133、MES Develop simple feedback structures that work forall parties.Continue to prioritize critical needs ofthe community that intersect and exacerbateclimate risks.Establish accessible and culturallysensitive grievance mechanisms for communitiesto report perceived infringements on their rightsand clima

134、te-related impacts.Treat all feedback asvaluable.ESTABLISH COMMUNITY ADVISORY BODIES Hold yourself accountable to your shared actionplan.For example,this could be done throughexisting environmental justice community groupsor local residents directly impacted by theprogram.ESTABLISH A PLATFORM FOR ST

135、ORYTELLINGMake the work visible to the community and abroader audience.Working with partners in sharing on social media platforms could inspire additionalpartnerships between businesses and localcommunities in other locations.SECURE SUSTAINED PROGRAM FUNDINGGrassroots organizations require financial

136、 supportto amplify their voices and implement solutions.Address resource disparities openly inpartnerships,recognizing the expertise of localorganizations and community members.As themore resourced party,businesses should engagein two-way conversations about equitable powerredistribution and integra

137、te this into budgetplanning.IN-KIND SUPPORTConsider the full range of your assets that can besupportive,including the product or service youoffer and your facilities,for example,warehousespace,event space,office facilities,and vehicles.Digital assets like social media can also be helpfulto community

138、 organizations.4.PROGRAMIMPLEMENTATIONTHE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 34PART 5:PARTNERING in practice|As you near the end of your original workplan,there are several options for movingforward.Ideally,the progra

139、m end wouldhave been discussed as part of formalizingthe partnership.Still,unforeseen developments can occur duringprogram implementation,where you may need toeither continue,jointly adjourn,or close theprogram.Your choice will depend on whether theprograms original objectives have been met andwheth

140、er there is a continuation of work.At thisstage,consider the following:ARE YOU FULLY TRANSFERRING THE PROGRAMTO THE COMMUNITY?Ensure the community has resources to carry thework forward and support to prepare for loss offunding or benefits.Consider long-term fundingand sustainability via a governmen

141、t policy that nowprovides core funding or working with the partnerorganization to design a business model ornonprofit structure for the innovation.Offercommunications with the business team to ensurethere is support to address questions and concernsor if any issues arise after the work ends.ARE YOU

142、JOINTLY ENDING THE PROGRAMBECAUSE THE ORIGINAL NEED HAS BEEN MET?Consider a joint evaluation,a dialogue on lessonslearned,and ways to share your learnings andwork with others.ARE YOU JOINTLY CONTINUING THE PROGRAMAS NEW NEEDS HAVE COME UP?Make sure to reassess your joint goals,ways ofworking,and joi

143、nt outcomes,and identify areaswhere you may need to pivot.5.PROGRAM CONTINUITY,TRANSFERS,OR SUNSETTING BUSINESS SPHERES OF ACTION 6.ACTION&INFLUENCE BUSINESS SPHERES OF ACTION&INFLUENCEEvery business has a range of spheres of action and influence.The following guidance outlines actionable steps with

144、in areas ofdirect control,such as operations,employee policies,and finances.We also delve into products,value chains,and the broader enablingenvironment,where companies can exert influence and fosterresilience and innovation.Finally,we explore opportunities toadvocate for policy changes alongside th

145、e climate justicemovement and accelerate and scale best practices throughcollaboration with industry leaders.B Lab USCA TeamTHE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 37PART 6:ACTION&INFLUENCE|Internalengagement&Operation

146、sWIDER ENABLING ENVIRONMENT:POLICY advocacyvalue chainsproducts&servicesThere needs to be a deep shared understanding of whatthe root causes of the problems are,and a recognitionthat you are showing up with a commitment to transformthose systems that have resulted in interlockingoppressions for so m

147、any people.Even if you come from adifferent place in the ecosystem of social change,youwant to leverage the resources that you have in theprivate sector to be able to do that transformationalwork.That is a really important place to start.Climate JusticeOrganizing Hub CanadaJacquelineLee-Tam 7.HOW TO

148、 TAKE ACTION INTERNALENGAGEMENTBefore engaging with frontline communities,conducting internal groundworkto foster effective and authentic partnerships is essential.This work involveseducating your organization about climate and environmental justice andunderstanding how these concepts manifest withi

149、n the communities you arehoping to engage.Doing this work requires humility,patience,embracing along-term approach,intentionality,and commitment.It necessitates building internal alliances and securing organizational buy-infor required cultural shifts.Strategic employee engagement is crucial formean

150、ingful climate justice initiatives,particularly by involving seniorleadership and decision-makers.Embracing climate justice demands a new leadership approach,promptingreflection on the organizations contributions to community harms and itsresponsibility to address them.Championing climate justice al

151、so involvesaligning the organizations culture with mindsets that support climate justiceprinciples.INTERNAL ENGAGEMENT:LEADERSHIP,EMPLOYEES&GOVERNANCETHE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 40 PART 7.TAKE ACTION:INTERN

152、AL ENGAGEMENT|MAKING THE MINDSET SHIFTThe diagram shown here,from The Climate JusticePlaybook for Business,invites us to reflect ondifferent corporate mindsets.The left wheelpresents components of an extractive businessmindset that have been identified as most likely toexacerbate climate injustice.T

153、he right wheel offersingredients of a more regenerative mindset thatbusinesses can develop to enable and advanceclimate justice.Which extractive and exploitativemindset elements on the left-handside feel most familiar to you?Notice the changes iin an equitable andregenerative mindset.How might youra

154、ctions look different if you adoptedsome of the behaviors and mindsetsshown on the right-hand side?Where are you most aware ofthese behaviors in your business?“In order to make this work and to make itreal,we need to be willing to give up powerand give credibility to the voices who aremost impacted.

155、”Vice President,DNVBrandy BrownCONDUCT LISTENING SESSIONSListen to various employee groups across yourgeographies and functions to get a range of theirperspectives and ensure they are represented.Ensure you include various in-house affinity groupssuch as Human Resources teams,Equity,Diversity,and In

156、clusion coalitions,sustainabilityteams,and in-house youth councils.FOSTER A FOUNDATIONAL UNDERSTANDING OFCLIMATE JUSTICE AMONG EMPLOYEESEducate all staff on climate and environmentaljustice principles,including historical context andcontemporary manifestations of injustice.Utilizelearning and traini

157、ng initiatives that complementeffective community engagement and offeradditional organizational benefits such asfacilitating non-violent communication and anti-racism training.EVALUATE HIRING PRACTICESAssess your organizations hiring process,including for senior leadership roles,to leveragethe exper

158、tise and insights of community members.Formally involve employees with local knowledgein shaping engagement and sustainabilityprograms.Ensure equity in employment byguaranteeing job security and fair compensation,especially amidst rising living costs in variousregions.PROMOTE ONGOING EMPLOYEE ENGAGE

159、MENTShare resources,actively listen to employeeconcerns and ideas,and foster a safe andsupportive environment for idea generation.Ensure employees are compensated for theircontributions.Consider establishing EmployeeRepresentation Groups to address specific issuescollaboratively.GUIDANCE FOR EMPLOYE

160、E ENGAGEMENT THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 41 PART 7.TAKE ACTION:INTERNAL ENGAGEMENT|EMBRACE A LONG-TERM VIEW ON VALUE CREATIONPartnering with communities requires sustainedcommitment over many years and enta

161、ilsprioritizing long-term sustainability.Recognize thatthis unfolds gradually and may not yield immediatereturns.Focus on building trust and supportingfrontline communities and organizations to achievetheir goals during the early stages of partnershipdevelopment.PRIORITIZE DEEP LISTENING TO DIVERSE

162、PERSPECTIVESDo this within the business and with stakeholders,especially those with firsthand experience ofclimate impacts.Look for ways to participate inexisting community-based meetings to understandlocal concerns.CREATE A CLEAR VISION THAT BUILDS CLIMATE JUSTICE INTO YOUR COMPANYSBROADER MISSIONL

163、ink positive social and environmental impacts tothe core purpose and values of the business.INTEGRATE CLIMATE JUSTICE INTO YOURBUSINESS DECISIONSEnsure this happens alongside budget,scope,andother environmental and social impacts.Provideprecise steps for evaluating climate andenvironmental justice i

164、mpacts,both positive andnegative,as part of project and programassessments.FOSTER A CULTURE THAT VALUES&FACILITATES COLLABORATIONEnable this culture with stakeholders acrossfrontline communities to address environmentaljustice issues effectively.FOLLOW THROUGH WITH GENUINE COMMITMENTMake sure you ar

165、e addressing communityconcerns.Identify the right individuals within yourorganization to lead relationship-building withfrontline communities.Ensure they possess strongpartnership-building skills and are adequatelyresourced with staff and financial support to actupon community feedback effectively.G

166、UIDANCE FOR SENIOR LEADERSHIP THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 42 PART 7.TAKE ACTION:INTERNAL ENGAGEMENT|PROVIDE ENVIRONMENTAL JUSTICE TRAININGEnsure this is provided to board members andleaders at various level

167、s across the business.DEFINE EXECUTIVE RESPONSIBILITYDesignate one member of your business ExecutiveLeadership Team as the ultimate accountableparty for climate justice actions company-wide andfor fostering genuine progress.If one exists,ensure this individual also participates in thecompanys intern

168、al sustainability advisory group.GIVE CLIMATE JUSTICE REPRESENTATION ON THE BOARDAppoint a member explicitly responsible forensuring environmental justice is prioritized andadvocated internally and externally.ESTABLISH AN EXTERNAL CLIMATE JUSTICEADVISORY GROUP FOR COMPANY-WIDESTRATEGY AND PROJECTSTh

169、e Chair of this group should also serve on thecompanys External Sustainability Advisory Groupto facilitate integrated collaboration andapproaches.PROVIDE ENVIRONMENTAL JUSTICE TRAININGEnsure this is provided to board members andleaders at various levels across the business.ADVOCATE FOR LEGISLATION I

170、N ALL OPERATING TERRITORIESHelp legislation ensure businesses have a legalobligation to deliver social and environmentalbenefits and profits.This means leadingcompanies will not be disadvantaged by leading onclimate justice agendas,as all companies would beheld to the same obligations.Refer to B Lab

171、USCAs legal requirements for a good example ofthis framework.GUIDANCE ON GOVERNANCE THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 43 PART 7.TAKE ACTION:INTERNAL ENGAGEMENT|for all Dr.Bronners employees on diverting wastefrom

172、 landfill,drafted a Green Reuse andPurchasing Policy,written company-widenewsletter entries about living green at home andin our community,and more.The team embodiesthe principles of climate and environmental justiceby designing the team with diversity and company-wide representation as goals and cr

173、eating inclusivespaces of learning and empowerment.Green Teamis a place where employees from the frontline tomanagement are equals,and members developprofessional skills essential to the environmentalmovement,like public speaking,computer literacy(e.g.using Microsoft Outlook,Word,and Teams),planning

174、,running&facilitating meetings,andnetworking with colleagues and beyond the localSan Diego environmental community.Everyone onGreen Team has allocated hours to participateeach month,and the teams leadership,meetingstructure,location,times and formats are chosento prioritize equity and relationship-b

175、uilding andcenter front-line worker needs.Over the years the Dr.Bronners Green Team hasorganized and led Earth Week programming foremployees company-wide,invited guest speakerson topics ranging from composting to green votingto public transit access and equity,helpedimplement low-flow faucets and mo

176、vement sensorlights at the manufacturing facility,organized aBuy Nothing Pop Up Shop,designed the company-wide waste sorting bin system,provided education CASE STUDY THE GUIDE TO ADVA NCING CLIMATE JUSTICETHE GUIDE TO ADVA NCING CLIMATE JUSTICEFounded in 2017,Dr.Bronners GreenTeam is a diverse,cross

177、-departmental,project-based group of employeesdevoted to making positiveenvironmental changes at the companyand beyond.QUESTIONS TO CONSIDERWhat resonates with you?Which internal initiatives do youalready have in place,and whats stillneeded?How does your organization considerand discuss climate ande

178、nvironmental justice?Is this something your leadershipteam is aware of or a place whereeducation is required?INTERNALOPERATIONS 8.HOW TO TAKE ACTION To address climate-related impacts,consider your internal operations,encompassing elements owned and controlled by your company,such asbuildings,vehicl

179、es,equipment,and production processes.These includeresources like energy,water,and plastics.As you evaluate your decarbonization pathways,recognize their varyingimpacts on existing disparities.For instance,reducing CO2 emissions alonemay not significantly alter existing air pollution disparities,and

180、 someelectricity sector decarbonization pathways worsen existing disparities.Achieving equity necessitates targeted interventions like sectoral policies andcommunity-focused measures,highlighting the imperative for structuralchanges.Moreover,communities feel overlooked when sharing their climate-rel

181、atedhealth impacts with industry,emphasizing the need for acknowledgment andaction to address the harms individuals face.INTERNAL OPERATIONS“Where communities see health impacts is differentfrom our regulatory folks.We see the problem here.Theydont see the problem.The way that we measure impactis an

182、tiquated.Theres an odor problem in Detroit.Theregulator is saying that its not doing anything to you.Were saying we dont want headaches or nausea.Weknow odors cause anxiety.Anxiety is not something thatregulators are going to measure as a health impact.Iwent to all the meetings where it was being ex

183、plained.They never tied in what our concerns were.”THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 47 PART 8.TAKE ACTION:INTERNAL OPS|As you develop a strategy to decarbonize your internal operations,evaluatehow your climate a

184、ction plan aligns with principles of equity and justice.Mapout how your initiatives address frontline communities environmental andclimate impact disparities.Its essential to prevent and mitigate negativeimpacts on these communities and ensure that they receive equitable benefitsfrom your efforts.De

185、troiters Working forEnvironmental JusticeLaprishaBerry DanielsIDENTIFY IMPACTED OR POTENTIALLY IMPACTEDINDIVIDUALS,COMMUNITIES,&STAKEHOLDERSFocus on understanding concerns rising fromcommunities and identify areas where these fallwithin your direct sphere of control vs your sphereof influence.Consid

186、er partnerships with others toaddress areas outside of your direct control.CONDUCT SYSTEMIC AND ONGOINGEVALUATIONS AS PART OF YOURDECARBONIZATION PLANLook at how reshaping your systems andoperations to reduce greenhouse gas(GHG)emissions can eliminate existing negative impactsand drive health benefi

187、ts such as clean air quality.ALIGN CORPORATE DECISIONS REGARDINGTECHNOLOGY INVESTMENT AND OTHER EFFORT-MITIGATION DRIVERS TO ENSURE COMMUNITYBENEFITSInvolve community members in deciding howinvestment decisions will directly impact andbenefit their communities.ENABLE UNRESTRICTED,LOW BARRIER-TO-ACCE

188、SS FUNDING FOR COMMUNITYORGANIZATIONSEnsure that your corporate philanthropy effortsenable this and that your company follows theprinciples of trust-based philanthropy.START LOCAL WITH YOUR BUSINESS FUNDINGEFFORTS TO SUPPORT A POSITIVE FINANCIALIMPACTFor example,where your headquarters or themajorit

189、y of your workforce is located or withfrontline and underserved communities acrossyour supply chain.GUIDANCE FOR ACTIONINTERNAL OPERATIONS THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 48 PART 8.TAKE ACTION:INTERNAL OPS|RECO

190、GNIZE THE PRINCIPLES UNDERPINNINGINDIGENOUS PEOPLES RIGHTS This includes the right to Self-Determination andFree Prior and Informed Consent(FPIC),whichrequire that businesses fully and meaningfullyengage Indigenous peoples to obtain their consentfor business activities that will affect them or their

191、rights.INVEST IN EDUCATION AND CAPABILITY-BUILDING PROGRAMSHelp communities prepare for and thrive in a justtransition.Look for ways to partner with localclimate justice groups already providing trainingand upskilling programs.Offer job placements.DEVELOP AN ENVIRONMENTAL JUSTICEASSESSMENT PROCESS F

192、OR EVALUATINGSUSTAINABILITY PROJECTSEnsure community knowledge and input isgathered through direct community engagement,such as listening sessions.Incorporate culturalheritage impacts into environmental,social,andhuman rights impact assessments.ASSESS YOUR ACTUAL AND POTENTIAL IMPACTSON THE RIGHTS O

193、F INDIGENOUS PEOPLESFocus on your business activities and relationshipswith third parties,including business partners.TheUN Global Compact Business Reference Guide onUNDRIP helps businesses understand,respect,and support Indigenous peoples rights byillustrating their relevance to business activities

194、.ESTABLISH A LEGITIMATE,EFFECTIVE,&CULTURALLY SENSITIVE OPERATIONAL-LEVELGRIEVANCE MECHANISM The grievance mechanism allows people to reportperceived infringements on their rights and climateand health-related impacts committed by thebusiness or third parties working on the businesssbehalf.Treat all

195、 feedback as valid.ALIGN YOUR GOVERNANCE WITH YOUR CLIMATETRANSITION PLAN BY ADOPTING STAKEHOLDERGOVERNANCEConsider becoming a benefit corporation if thelegal status is available in your state or province.Ifnot,work with an attorney to adopt a legalamendment that embeds your commitment tostakeholder

196、s into your legal DNA.Stakeholdergovernance requires companies to consider theimpact of their decisions on stakeholders likeworkers,customers,local communities,widersociety,and the environment and give them theflexibility to profit and purpose.THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:E

197、quitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 49 PART 8.TAKE ACTION:INTERNAL OPS|Why is business climate finance so critical?According to the BusinessClimate Finance Initiative,a group that brings together businesses andinvestors to increase private sector investment in the trans

198、ition to a low-carbon climate-resilient future,the way businesses approach their finance hasa tremendous impact on climate.Over$8.4 trillion in assets are held in 110 million 401(k)employeeretirement plans across the United States.The average carbon intensity by U.S.banks is roughly 126ktCO2e/$billi

199、on.In other words,for each$1 billion spent,these banksgenerate emissions comparable to about 30,000 internal combustionengine cars running for a year.In February 2022,13 of the worlds largest non-financial companiescumulatively held cash and investments that exceeded$1 trillion-thesecorporations cas

200、h and investments generate emissions at a huge scale.The cash holdings of U.S.companies are their most significant source ofemissions.BUSINESS CLIMATE FINANCE Every company,regardless of size or industry,can advance climatejustice through their financial practices and align their money withclimate s

201、olutions versus further funding the fossil fuel industry.Climate finance refers to local,national,or transnational financing,drawnfrom public,private,and alternative sources of financing,that seeks tosupport mitigation and adaptation actions that will address climate change.Business climate finance

202、refers to how companies financial decisions andpractices align with climate-friendly options and can be levers for climatesolutions.These levers include but are not limited to company investments,including 401(k)employee retirement plans,corporate philanthropy efforts,insurance,and banking.THE GUIDE

203、 TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 50 PART 8.TAKE ACTION:INTERNAL OPS|INVESTIGATE YOUR FINANCIALRELATIONSHIPSAre your current bank or investments fundingthe fossil fuel industry or exacerbatingclimate change?CONSIDER SWITC

204、HING BANKSMove your money to a sustainable,climate-friendly bank or credit union.GUIDANCE FOR ACTIONBUSINESS CLIMATE FINANCE HAVE AN HONEST DISCUSSION WITH YOURCURRENT BANK AND INVESTMENT PARTNERSIf you are not in a position to switch banks,pushyour financial partners to cut ties with the fossilfuel

205、 industry and fund more community-basedclimate solutions.BE TRANSPARENT WITH YOUR CLIENTS ANDCUSTOMERS ABOUT YOUR CLIMATE FINANCEWORK AND JOURNEYIf you have an annual impact report,considerincluding a financial section.THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE

206、 GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 51 PART 8.TAKE ACTION:INTERNAL OPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 7.HOW TO TAKE ACTION|EXAMPLESWhere do you see anopportunity to start?What resonates withyou?W

207、hom do you need toengage and work withto start taking action?QUESTIONS TO CONSIDER1Which internal initiativesdo you already have,andwhats still needed?234Tradewater,a 50-employee company with headquarters in the United Statesand Costa Rica works with communities directly living with the effects ofha

208、zardous emissions left behind by companies.Communities dealing withthese issues might experience health problems,contaminated soil and water,and decreased land values.Tradewater works with communities to managematerials and seeks to hire local people in the process.WORKING WITH LOCAL COMMUNITIES TO

209、REMOVEENVIRONMENTAL HAZARDS As part of its decarbonization of their portfolio,the Ohio-based electricitycompany AEP partnered with the Just Transition Fund to convene acommunity transition task force when it announced plans to retire its Texasfossil fuel power plant by 2023.AEP and the Just Transiti

210、on Fund workedtogether to draft a high-level action plan for local economic diversion withinsix months of closure.The transition task force helped relocate the plantsworkforce members into new jobs outside of the coal industry.By the end of2021,75%of the workforce had secured new employment.A JUST T

211、RANSITION TO DECARBONIZATIONPRODUCTS&SERVICES 9.HOW TO TAKE ACTION The current climate crisis and material use are intimately linked.Ithas been calculated that the vast majority of Greenhouse GasEmissions(GHGs)are generated by the extraction and handling ofmaterial resources.In addition,thousands of

212、 potentially harmful chemicals are in daily products,ranging from electronics to medical equipment,toys,personal care products,and food products,with many linked to long-term health issues such ascancer and congenital disabilities.Furthermore,the existing system of wealthdistribution is not equitabl

213、e towards communities that are already harmed,with about one in every four Americans struggling to meet basic needs,while overconsumption from wealthier populations is driving waste,pollution,and ecological collapse.PRODUCTS&SERVICESThe mainstream system of production and consumption has allowedbusi

214、nesses to thrive while exploiting the planets finite resources and peopleshealth and livelihoods.Businesses addressing climate justice need to see thatthey are not separate from these issues but are inextricably linked to them.This can show up across the value chain from how a business undergoesrese

215、arch and development for new products,the frequently prevalentprocurement,contracting,and financial models across a value chain,how itdelivers its products and services,and actions taken at a products end of life.As organizations work on centering equity and justice as part of theircorporate strateg

216、y and climate action transition plan,consider what it meansto take a justice-led perspective for your existing and future products andservices.Reflect on your organizations distinctive assets,position,andexpertise and impacted communities needs and well-being.THE GUIDE TO ADVA NCING CLIMATE JUSTICEP

217、AGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 55 PART 9.TAKE ACTION:PRODUCTS&SERVICES|INVEST IN RESEARCH AND DEVELOPMENTFOR LONGER-TERM PRODUCT DESIGNConsider both the environmental and long-term health impacts at each stage of the valuechain to help you shift you

218、r product portfoliotowards solutions that avoid and reduceharmful toxins and chemicals and link to betterhealth outcomes for people and the planet.GUIDANCE FOR ACTIONIDENTIFY OPPORTUNITIES TO WORK DIRECTLY WITH COMMUNITIES AFFECTED BY CLIMATE CHANGECo-design local adaptation interventions and climat

219、e responses,considering inclusivity,inequalities,andregional demands.For instance,consider how your circularity strategy and approach as part of yourproducts end-of-life can be rooted in the communitys needs and assets.For example,reuse and repairare two labor-intensive activities with the potential

220、 to provide a variety of occupations across localmarkets,especially for persons who are currently excluded from the labor market.For every 1,000tonnes of materials gathered for reuse,social enterprises engaged in reuse activities today generate,onaverage,70 jobs.IDENTIFY OPPORTUNITIES TO ENGAGE YOUR

221、 CUSTOMERS AROUND CLIMATE JUSTICE ISSUESLeverage your communications and marketing platforms to help amplify stories of frontline communities.This might include engaging your customers to vote for climate policy change,supporting and financing aclimate justice organization,or volunteering.“Businesse

222、s have a unique potential to reach a baseof consumers that are interested in the brand andexpand that to taking policy action with them.”Zero HourZanagee ArtisPRODUCTS&SERVICESCONSIDER NEW BUSINESS MODELS TO ADDRESS THE WEALTH INEQUALITY AND DECISION-MAKING GAPFor example,cooperatives and employee-o

223、wnedbusinesses might aim to redistribute power andshare responsibility and resources.ENGAGE WITH INDUSTRY PEERSTogether,advocate for broader change and workcollectively to address shared societal issues.Thiswork could include partnering with industrycounterparts,policymakers,and frontlineadvocates t

224、o roll out climate and environmentaljustice standards across the sector,includingphasing out toxins,waste reduction,etc.INVITE COMMUNITY MEMBERS TO LEAD AND TELL YOU WHAT THEY NEEDConsider the ramifications across your value chain.For example,if you provide solar panels for acommunity,consider the r

225、equired skills and costsfor requisite maintenance and,eventually,end-of-life.CONSIDER PRODUCT AND SERVICEACCESSIBILITY DURING EXTREME WEATHER EVENTSIdentify opportunities to enable resilience andreach vulnerable communities during extremeevents through the products and services youprovide.Plan with

226、communities for future potentialevents to ensure resilience and accessibility at thecommunity level,including supporting existingclimate resilience hubs,such as the ClimateCREW.THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 5

227、6 PART 9.TAKE ACTION:PRODUCTS&SERVICES|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 7.HOW TO TAKE ACTION|EXAMPLESEquitable Internet Initiative develops neighborhood-governed communitywireless networks and internet

228、infrastructure for residents from historicallyexcluded communities.This initiative is a collaboration between DetroitCommunity Technology Project(DCTP),Community Tech New York,and threeorganizations in Detroit Grace in Action in Southwest,Church of the Messiahin Islandview,and the North End Woodward

229、 Community Coalition(NEWCC).NEIGHBORHOOD-GOVERNED INTERNET INFRASTRUCTURESThe Solutions Project is partnering with Ecosia,a search engine platform,tohighlight the impact of individual actions and how everyday tasks contributeto a growing movement for social change.For a month,each Ecosia searchwill

230、directly support The Solutions Project.Grapevine Outdoors,a Certified B Corp in Portland,partnered with localnonprofit Taking Ownership PDX(TOPDX),an organization working to renovateand revive homes and businesses for Black families in Portland.GrapevineOutdoors has a network of billboards around th

231、e city which they used to highlightTOPDXs work by offering billboard space at discounted rates.INDIVIDUAL IMPACTHOME RENOVATIONSWhere do you see anopportunity to start?What resonates withyou?Whom do you need toengage and work withto start taking action?Which internal initiativesdo you already have,a

232、ndwhats still needed?QUESTIONS TOCONSIDER1234VALUECHAINS 10.HOW TO TAKE ACTION Across various supply chains,theres a recurring issue of power dynamicsfavoring a select few stakeholders,leading to disproportionate control overdecisions and unfair treatment of less powerful actors.This imbalancemanife

233、sts in unjust pricing,exploitative procurement practices,and dictatedterms of contracting,all of which disadvantage suppliers,compromise productquality and environmental standards,and leave suppliers bearing unequal riskfrom climate-related disasters and economic volatilities.Workers face financial

234、instability and lack agency,while procurement teamsare often incentivized to prioritize cost reduction without considering fairwages and the resources required to look after landscapes,perpetuatingsocial issues like hunger and housing insecurity,and how stakeholders furtherup the value chain can ste

235、ward the land or promote more sustainable wastepractices.Sustainability efforts often address problems caused by thesepractices,creating a cycle of remediation.Ultimately,a small fraction ofactors capture most of the value in the supply chain,leaving others strugglingto cover their costs of producti

236、on.VALUE CHAINSBusinesses of all sizes are exposed to myriad climate-relatedand human rights challenges within their value chains.Theyare increasingly under pressure to report on their supplychains environmental and social impacts.More and more,theymust report on raw materials sourcing,manufacturing

237、processes,transportation,distribution of goods and services,end of life and disposal,and the circumstances in whichpeople work across the various tiers.THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 59 PART 10.TAKE ACTION:VAL

238、UE CHAINS|Incorporating representation of stakeholders across all tiers of the value chainnot only ensures equitable decision-making but also provides a morecomprehensive understanding of how the industry impacts necessaryproduction landscapes.This approach allows for diverse perspectives,andknowled

239、ge of the specific landscapes and contexts in which your businessbenefits from.This can assist in providing accurate assessments of thepotential harms caused by a companys value chain and offer insights intoeffective strategies for addressing these issues.THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE

240、XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 60 PART 10.TAKE ACTION:VALUE CHAINS|Incorporating representation of stakeholdersacross all tiers of the value chain not only ensuresequitable decision-making but also provides amore comprehensive understanding of how thein

241、dustry impacts necessary production landscapes.This approach allows for diverse perspectives,andknowledge of the specific landscapes and contextsin which your business benefits from.This canassist in providing accurate assessments of thepotential harms caused by a companys valuechain and offer insig

242、hts into effective strategies foraddressing these issues.CHANGING PROCUREMENT AND PRICINGPRACTICESMuch of the sustainability work that happens invalue chains is with post-profit investment.Givinglicense to procurement teams to pay the true priceof production costs and recognize the social andenviron

243、mental costs can significantly reduce thesocial and environmental challenges felt by valuechain stakeholders.PROMOTING PRICING TRANSPARENCY TO ASSISTIN DRIVING EQUITABLE MARKETSWhen shareholders can count on certain paymentsbased on certain qualities from the market,thiscan improve the quality of pr

244、oduction and therebyreduce negative environmental practices employedto grow/manufacture/transport them.ESTABLISHING GREATER TRACEABILITY ANDTRANSPARENCY ACROSS THE VALUE CHAINThis can include high-tech forensic traceabilitytesting or fewer technological approaches,such asconversation-based mapping,w

245、hich can helpcapture a snapshot of your supplier base.Manybusinesses are now incorporating traceabilityrequirements in their business processes,findingthat its instrumental in ascertaining who isoperating within their value chain,in whatcontexts,and in meeting environmental and socialtargets.It will

246、 also assist in ensuring safetystandards,meeting regulations,and drivingefficiencies within their businesses.PARTNER WITH SUPPLIERS FROM DIVERSEBACKGROUNDSThis could include,but is not limited to,vulnerable,minority,and women-owned businesses topromote economic growth in marginalizedcommunities.REME

247、MBER THAT PURSUING ENVIRONMENTALJUSTICE IN YOUR VALUE CHAINS INCLUDESPROTECTING WORKER RIGHTS AND HEALTHThis involves ensuring safe working conditions,fairwages,and protection from exposure to hazardousmaterials or pollutants.Workers in agriculture andcritical minerals are particularly vulnerable to

248、environmental risks.ENGAGE SUPPLIERS IN A TWO-WAY DIALOGUEThis will help to deepen relationships across thetiers of the value chain.Practice deep listening tounderstand current and future potential challengesand areas for innovation.GIVE VALUE CHAIN PARTNERS OPPORTUNITIESTO BE REPRESENTEDOffer meani

249、ngful opportunities for those working inyour companys operating contexts to share theirinsights,their expertise and perspectives.Considertheir feedback thoughtfully and ensure thatdecisions which may impact their area of workreflect the representatives views.GUIDANCE FOR ACTION THE GUIDE TO ADVA NCI

250、NG CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 61 PART 10.TAKE ACTION:VALUE CHAINS|VALUE CHAINSTHE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 62 PART 10.TAKE ACTION:VALUE

251、CHAINS|ENSURE DECARBONIZATION STRATEGIES ANDENVIRONMENTAL PROTECTION MEASURES DONOT COME AT THE COST OF A COMMUNITYSRIGHTS,LIVELIHOODS,OR ACCESS TORESOURCESFor example,some rigorous forest protectionmeasures within carbon offset projects have beencriticized for excluding local communities thathave r

252、espectfully collected food and medicines inthe forest for hundreds or thousands of years andhave been evicted due to forest protections.PARTNER WITH SUPPLIERSEnsure all suppliers meet environmental targets inways that are co-created with and ensure directbenefit to local communities.Recognize thedis

253、proportionate tasks and financial demands thatsome stakeholders are laden with to achieve thosetargets.WORK WITH KEY STAKEHOLDERS TO DESIGNSTRATEGIES FOR CARBON REDUCTION,BIODIVERSITY IMPROVEMENTS,POSITIVEHEALTH OUTCOMES,&CLIMATE ADAPTATIONSThis might include partnering with suppliers toidentify and

254、 scale climate resiliency andadaptation,lending financial support duringclimate crises and supporting suppliers with theirown decarbonization efforts.It could also includeinvesting in supply chain workers health and well-being,and enabling climate-resilient infrastructuresuch as typhoon shelters or

255、contour dams forterraced fields.ENABLE ACCESS TO FINANCE FOR SUPPLIERS TOTRANSITION TO CLIMATE-POSITIVE PRACTICESThis could include targeted no-or low-interestloans to help build long-term community resilienceor foster long-term contracts and relationships toincrease suppliers and manufacturers resi

256、lienceand ability to shift to more sustainable practices.EXAMPLESBen&Jerrys adopted a first-of-its-kind worker-driven social responsibility commitment:Milk withDignity,originally developed by farm workers,including migrant workers.As a result,Ben&Jerrys pays a premium to provide economic reliefto st

257、ruggling farm owners while ensuring theirdignity and respect.Farm workers will seeconcrete improvements in wages,scheduling,housing,and health and safety protections.Theywill be educated on their rights and how to enforcethem,effectively serving as frontline defenders oftheir human rights.PROTECTING

258、 HUMAN RIGHTS IN THEDAIRY SUPPLY CHAINForum for the Future convenes several multi-stakeholder collaborations,including Growing ourFuture,the Climate and Health Coalition,andCotton 2040.Cotton 2040 trialed an ecosystemservices market approach to growing regenerativecotton with formerly conventional-s

259、tyle growers.Acritical part of this transition was channeling thecorrect information and de-risk funding totransition to climate-positive practices.It isdesigned to increase incentives and financing forfarmers to adopt regenerative production practiceswith the potential for positive climate and heal

260、thimpacts.Cooperative Coffees,a Certified B Corp,launchedan emergency relief fund to support their farmerpartners in career recovery from disastrousflooding.As natural disasters and other cropfailures became more frequent due to climatechange,the fund changed from the Roya Fund tothe Climate Impact

261、Fund.The fund now focuses onsupporting farmers in building resilience whilepromoting regenerative practices and naturaldisaster recovery.One of Cooperative Coffeeslong-time partners,COMSA,trains farmersworldwide in sustainable agricultural practices.MULTI-STAKEHOLDER COLLABORATIONSAND ECOSYSTEM SERV

262、ICESCLIMATE CRISIS RAPID RESPONSEFOR COFFEE FARMING COMMUNITIESTHE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 63 PART 10.TAKE ACTION:VALUE CHAINS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|T

263、HE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 7.HOW TO TAKE ACTION|What resonateswith you?Which internal initiativesdo you already have,andwhats still needed?QUESTIONSTO CONSIDER12“The most important part is makingspace and recognizing when you have aposition of power figuring out howmuch you

264、can actually take a step backand bring these communities directly intothe decision-making process torepresent themselves because they knowwhat theyre doing.”Cooperative CoffeesMelissaWilsonBecerrilWhere do you see anopportunity to start?Whom do you need toengage and work withto start taking action?3

265、4POLICYADVOCACY 11.HOW TO TAKE ACTION Companies of all sizes and industries can use their power and influence topush for legislation that addresses the climate crisis in a way that alsosupports more just outcomes for communities at the local,state and federallevel.Examples include investment in gree

266、n infrastructure,ensuring a justtransition for displaced workers,regulations requiring emission tracking,eliminating exploited labor from supply chains,and legislation protectingnatural resources and community health.While becoming a policy expert isnt necessary,companies can collaboratewith organiz

267、ations like B Lab USCA and Ceres,which specialize in engagingbusinesses in policy advocacy and stakeholder-driven economies.Despitehaving considerable political power,businesses can be hesitant to addressissues like fossil fuel use and intensive agriculture,which exacerbate climatejustice concerns.C

268、ompanies must leverage their political influence to supportcommunity calls to action in addressing these issues.WIDER ENABLING ENVIRONMENT:POLICY ADVOCACYTHE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 67 PART 11.TAKE ACTION:P

269、OLICY ADVOCACY|Businesses also have an opportunity to contribute to environmental justiceefforts by supporting existing initiatives like Justice40 and leveraging theirinfluence to advocate for equitable distribution of climate and clean energyinvestments.Understanding the dynamics of existing policy

270、 initiatives enablesbusinesses to proactively address environmental injustices and advanceequitable solutions to climate change.U.S.Climate Action NetworkKeya Chatterjee“We need aligned businesses to not wait,to challenge and disrupt the powerstructures now in ways that frontlinecommunity groups can

271、not.ENSURE THAT YOUR ADVOCACY AGENDA ALIGNSWITH YOUR COMPANYS CLIMATE TRANSITIONPLAN,MISSION,AND VALUESThis will ensure all stakeholders and rights holdersare onboard.Consider engaging employees in thedevelopment of the advocacy agenda to ensurebuy-in.PARTNER WITH INDUSTRY COUNTERPARTS TOSET AND REV

272、IEW ENVIRONMENTAL AND CLIMATEJUSTICE STANDARDS ACROSS THE SECTOR ANDTO COORDINATE EFFORTSHowever,also be aware that not all industry groupswill be aligned with climate policy values and goals.For example,some trade organizations,businessassociations and chambers of commerce mightadvocate for issues

273、that oppose climate policygoals.We recommend reviewing yourorganizations membership and policy goals beforejoining.Once engaged in a collaborative effort,youcan also do good work by advocating within thatorganization to align values and goals to climatejustice outcomes.APPROACH POLICY ADVOCACY FROM

274、A LENS OFJUSTICE AND EQUITYChampion new ways of thinking about the role thatbusiness can and should play.Align your lobbyingefforts with priorities set by communities to createthe leverage needed to enact change.JOIN LOCAL AND NATIONAL COALITIONSThese coalitions can accelerate your business-focused

275、advocacy and lobbying efforts and shareyour values.LEVERAGE EXISTING PROGRAMS,RESOURCES,AND OPPORTUNITIES FROM NATIONALGOVERNMENTSParticipate in government consultations,workinggroups,or collaboration opportunities to helpadvance change.ENGAGE YOUR ELECTED OFFICIALS TOESTABLISH POSITIVE RELATIONSHIP

276、S FOR THELONG TERMPolicymakers are always ready to meet withconstituent employers and to hear about acompanys positive impact.You dont need aspecific policy request to start buildingrelationships.GUIDANCE FOR ACTIONPOLICY ADVOCACYTHE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTN

277、ERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 68 PART 11.TAKE ACTION:POLICY ADVOCACY|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 69 PART 11.TAKE ACTION:POLICY ADVOCACY|EXAMPLESWhere do you see anopportunity to start?

278、What resonates withyou?Who do you need toengage and work withto start taking action?Which internal initiativesdo you already have,andwhats still needed?QUESTIONS TOCONSIDER1234Intersectional Environmentalist facilitated a community stakeholderengagement initiative to bridge the Can Manufacturers Ins

279、titute(CMI)withenvironmental justice thought leaders and generate a policy and programaction report.Aimed at ensuring new recycling legislation implements keyenvironmental justice considerations,the report equitably serves those mostimpacted by recycling giveback programs.It can set a powerful prece

280、dent forfuture legislation.The success of this project was marked by the inclusion ofstakeholders in the community and those with significant expertise in recyclingprograms.COMMUNITY STAKEHOLDER INITIATIVESSeventh Generation,along with a small coalition of other businesses andbusiness associations i

281、n New York State,pioneered a partnership with NYRenews.NY Renews is a leading coalition of over 300 environmental justice,climate justice,labor,faith,and community organizations that work to furtheran ambitious climate justice policy agenda in the state legislature.COALITION BUILDINGCONCLUSIONRegard

282、less of size or sector,every business is responsible foruplifting and bolstering community-driven solutions to the climateemergency.To navigate this path effectively,companies shouldunderstand and acknowledge their motive for engaging in this workand allow it to serve as their compass.Embracing a pr

283、ocess withfull awareness and accountability for negative impacts necessitatesa willingness to navigate discomfort while moving forward at thepace of trust.WHERE DO WE GO FROM HERE?Businesses need to recognize that short-termthinking and corresponding investmentsprioritizing image-building can be see

284、n as virtuesignaling and ultimately contribute to long-termharm.Creating long-term partnerships thatchallenge the often-tight timelines dominatingcorporate culture enables more sustainable andmore impactful collaborations.Taking a first step isessential.Businesses must be brave and holdthemselves ac

285、countable for past shortcomings insupporting their communities.They then can moveforward to genuinely and effectively contribute tothe important work of climate justice.To have an impact and shift how businesses haveshown up to support communities on the frontlinesof climate change,businesses must c

286、ommit tocontinuous learning and listening.Similarly,weknow that trust-building among communities andbusinesses is iterative,non-linear,and requires adeep dedication to relationships over time.In 2014,the first Peoples Climate March was heldin New York City.More than 400,000 peoplemarched in the stre

287、ets of Manhattan to demandclimate action centered in justice.The marchsslogan was“To Change Everything,It TakesEveryone.”That could not be truer today,andbusinesses have a paramount role.So,find yourstarting point or continue making an impact whereyou have been already,and know that to changeeveryth

288、ing,it takes everyone especiallybusinesses.We Want to Hear From You!Please shareyour thoughts and feedback on this guideby reaching out to:Ksenia Benifand,Forum for the Future,(k.benifandforumforthefuture.org)and Kylie Nealis,B Lab USCA()PEOPLES CLIMATE MARCH.PHOTO:South Bend VoiceTHE GUIDE TO ADVA

289、NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 72GLOSSARY|Climate justice seeks to address the disproportionate impacts of climatechange on underserved communities,including low-income groups,People ofColor,Indigenous peoples,and those with fe

290、wer resources to prepare for andrecover from climate disasters.It acknowledges historical injustices andsystemic inequities that exacerbate vulnerability to climate-related events.Climate justice prioritizes the needs of frontline communities,aiming to rectifyenvironmental and social disparities by

291、centering equity in climate action andpolicymaking while holding accountable those who bear the most significantresponsibility for greenhouse gas emissions and environmental degradation.Unlike the notion of equality,is not about sameness of treatment.Equity denotes fairness and justice in process an

292、d in results.Equitable outcomes often require differential treatment andresource redistribution so as to achieve a level playing fieldamong all individuals and communities.This requires recognizingand addressing barriers to provide opportunity for all individualsand communities to thrive.(Source:McG

293、ill University)The just treatment and meaningful involvement of all people,regardless of income,race,color,national origin,Tribal affiliation,or disability,in agency decision-making and other federalactivities that affect human health and the environment so thatpeople:Are fully protected from dispro

294、portionate and adverse humanhealth and environmental effects,risks,and hazards,includingthose related to climate change,the cumulative impacts ofenvironmental and other burdens,and the legacy of racism orother structural or systemic barriers;andHave equitable access to a healthy,sustainable,and resi

295、lientenvironment to live,play,work,learn,grow,worship,andengage in cultural and subsistence practices.(Source:EPA)GLOSSARY DEFINITIONSCLIMATE JUSTICECLIMATE VULNERABILITYEQUITYENVIRONMENTAL JUSTICE“The degree to which natural,built,and human systems are at riskof exposure to climate change impacts.”

296、Integrated Climate Adaptation and Resiliency Program)source:THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 73GLOSSARY|Coined by Kimberl Crenshaw,intersectionalityacknowledges the complex and cumulative waythat multiple social

297、 and personal identities andissues can combine,overlap,and intersect tocreate layers of power and privilege,as well asadverse layers of oppression.A more expansive and inclusive take onenvironmentalism calling for justice for all peopleand the planet.It looks at how environmentalinjustice and racism

298、 affect frontline communities,especially people with overlapping or multiplemarginalized identities,working to bring them tothe forefront of environmental activism.(Source:Intersectional Environmentalist)People who experience unequal access toresources and power,who are often Black,Indigenous,and Pe

299、ople of Color(BIPOC),and livein lower-income communities and neighborhoodsthat lack basic infrastructure.(Source:PachamamaAlliance)The concept of racism is widely thought of assimply personal prejudice,but in fact,it is acomplex system of racial hierarchies andinequities.At the micro or individual l

300、evel,there isinternalized and interpersonal racism.At the macrolevel of racism,we look beyond the individuals tothe broader dynamics,including institutional andstructural racism.Embracing the power of nature to renew andregenerate,understanding that humans are afundamental part of nature,and respect

301、ingeveryones universal rights and potential to thrive.(Source:A Compass for Just and RegenerativeBusiness)INTERSECTIONALITYINTERSECTIONAL ENVIRONMENTALISMMARGINALIZED PEOPLERACISMREGENERATIVE MINDSETA group of people who are already or will likelyexperience the consequences of climate changefirst an

302、d worst in ways that will cause significantdamage,upheaval,and life loss.They experiencedisproportionate impacts of the climate crisis dueto compounding inequities.They are often alsoexperiencing and struggling with harmful corporateand industry activity,jeopardizing their health,well-being,and loca

303、l environment.(Source:Climate Reality Project)FRONTLINE COMMUNITYASSOCIATION OF AMERICAN INDIAN FARMERSCALIFORNIA GREEN NEW DEAL COALITIONTHE CHISHOLM LEGACY PROJECTCLIMATE JUSTICE ORGANIZING HUB CANADACOALITION OF COMMUNITIES OF COLORCOMMUNITIES RESPONDING TO EXTREMEWEATHERDETROITERS WORKING FOR EN

304、VIRONMENTALJUSTICEIf youre interested in supporting theorganizations who contributed to this report,please reference the list below:GLOSSARY OFORGANIZATIONS EQUITABLE AND JUST NATIONAL CLIMATE PLATFORMGREEN HEFFA FARMSTHE HIVE FUND FOR CLIMATE&GENDER JUSTICEINDIGENOUS CLIMATE ACTION INTERSECTIONAL E

305、NVIRONMENTALISTMOVEMENT RIGHTSNAVAJO POWERNEW YORK STATE RESEARCH AND DEVELOPMENTAUTHORITY(NYSERDA)THE SOLUTIONS PROJECTSUNRISE MOVEMENTTAKING OWNERSHIP PDXUC CENTER FOR CLIMATE JUSTICEUS CLIMATE ACTION NETWORKWALKER-MILLER ENERGY SERVICESZERO HOURTHE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART

306、 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 74GLOSSARY|ACKNOWLEDGMENTSThis report would not have been possible without the community ofchangemakers advocating for climate justice in the U.S.,Canada,and worldwide.A special thank you to all the organizations and individuals w

307、hoparticipated in our interviews and workshops.We would like tothank the following organizations and individuals:THANK YOU.MAIN AUTHORS AT FORUM FOR THE FUTURE Ksenia Benifand,Christina Daniels-Freeman,Natasha MehtaMAIN AUTHORS AT B LAB USCA&B LAB GLOBALKylie Nealis,Charlotte SewellSECONDARY AUTHORS

308、 AT FORUM FOR THEFUTUREGemma Bridgman,Hannah CunneenSECONDARY AUTHOR AT B LAB USCAGrace MausserKara Boyd,Association of American IndianFarmersSarah Shanley-Hope,Solutions ProjectJacqui Patterson,Chisholm Legacy ProjectEriel Deranger,Indigenous Climate ActionCee Stanley,Green Heffa Farms Eriqah Vince

309、nt,PowerShift NetworkPennie Opal Plant and Shannon Biggs,MovementRights2022 FORUM FOR THE FUTURE INTERVIEWEESAdriana Espinoza,New York State EnergyResearch and Development Authority(NYSERDA)Brandy Brown,Vice President,DNVMarlie Wilson,Chicago Food Policy Action CouncilDiandra Marizet,Intersectional

310、EnvironmentalistEve Barnett,US Department of InteriorJane Cohen,Governors Office of Climate Actionand the Green Economy,New JerseyKate Ogden,Seventh GenerationKim Pate,NDN CollectiveLaprisha Berry Daniels,Detroiters Working forEnvironmental JusticeMichael Kobori,StarbucksNikita Daryanani,Coalition o

311、f Communities ofColorFORUM FOR THE FUTURE EDITING SUPPORTJames Payne,Priya Kvam,Samantha VeideB LAB USCA MARKETING TEAMBriana Humes,Courtney Pankrat,Shani TuckerREPORT ADVISORSRaj Aggarwal,ProvocElizabeth Joseph,New Rochelle Public LibraryKate Ogden,Seventh GenerationPennie Opal Plant,Movement Right

312、sAmanda Yates,3M2022-23 B LAB USCA INTERVIEWEESMelanie Allen,The Hive Fund for Climate andGender JusticeKeya Chatterjee,U.S.Climate Action NetworkZanagee Artis,Zero HourJacqueline Lee-Tam,Climate Justice OrganizingHub CanadaAditi Anand,Sunrise Movement Silicon ValleyRandall Wyatt,Taking Ownership PD

313、XMichele Roberts,Just and National ClimatePlatformBrett Isaac,Navajo PowerTracey Osborne,UC Center for Climate JusticeNoah Oppenheim,Businesses for Conservationand Climate ActionSam Appel,BlueGreen AllianceSameer Ranade,New York State Energy Researchand Development Authority(NYSERDA)Zach Lou,Green N

314、ew Deal California Coalition2022 FORUM FOR THE FUTURE VIRTUALWORKSHOP PARTICIPANTSAmanda Yates,3M Arielle King,Intersectional Environmentalist Avrielle Miller,NYRENEWS Beaumont Morton,WE ACT for EnvironmentalJustice Caitlin Harris,Target Channing Nesbitt,Salesforce Ventures Charlotte Sewell,B Lab Gl

315、obal Cole St Arnold,NDN Collective Diandra Marizet,Intersectional Environmentalist Eli Moore,Othering and Belonging Institute at UCBerkeley Emily Mediate,Healthcare without Harm Eve Barnett,U.S.Department of Interior Jaclyn Mothupi,Wondry Innovation Center atVanderbilt University James Lovold,Non-GM

316、O Project Jane Cohen,Governors Office of New Jersey Justin Carter,Salesforce Kate Ogden,Seventh Generation KT Michaelson,Starbucks Kylie Nealis,B Lab U.S.&CanadaLaprisha Daniels,Detroiters Working forEnvironmental JusticeLexi Fischer,The David Rockefeller Fund Linda Cognato,Non-GMO Project Makeeba B

317、rowne,ClimateWorks Foundation Martin Wolf,Seventh Generation Melissa Zaksek,Erb Institute at University ofMichigan Michael Le,Dell Michelle Diggs,3M Minna Toloui,Climate Equity Consultant Monica Sanders,Amazon Noah Oppenheim,Businesses for Conservationand Climate Action Sam Appel,BlueGreen Alliance

318、Sameer Ranade,New York State Energy Researchand Development Authority(NYSERDA)Sonia Joshi,Institute for Sustainable Communities Susan Kruse,Community Climate Collaborative Tamar Saunders,Eden Housing Terry Nelidov,Erb Institute at University ofMichigan Vernon K.Walker,Communities Responding toExtrem

319、e Weather(CREW)Zach Lou,California Green New Deal Coalition2023 COMMUNITY WORKSHOP PARTICIPANTSElizabeth Joseph,New Rochelle Public LibraryKaren Blondel,Public Housing Civic AssociationLaprisha Berry Daniels,Detroiters Working forEnvironmental JusticeLynn Neuman,Artichoke Dance CompanyMegan Deichler

320、,Catskill Hudson Area HealthEducation CenterPennie Opal Plant,Movement RightsRami Dinnawi,El Puente2023 CLIMATE WEEK NYC WORKSHOPPARTICIPATING ORGANIZATIONS3MAccentureAgendiAllbirdsAmalgamated BankCERESClimate CREWCLIMATE NEUTRALDiageoDNV Energy SystemsEarths Tomorrow FoundationEnvironmental Defense

321、 FundEstee LauderHSBCIntersectional EnvironmentalistProvocPurposeRewiredSeachange CollectiveSeventh GenerationSimple MillsThe Solutions ProjectVoicing VoicesWMWe Mean Business CoalitionForum for the Future would like to thank3M and Kimberly-Clark foundation fortheir financial support to make this re

322、portpossible.Thank you.THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 78APPENDIX 1:ADDITIONAL RESOURCES|Climate Solutions at Work,presented byDrawdown Labs(a how-to guide for employeeslooking to make every job a climate job)I

323、NTERNAL OPERATIONSUN Global Compact Business Reference Guideon UNDRIPB Lab USCA Business Climate FinanceCommunity of Practice Business Climate Finance Initiative 14 B Corp Banks Using Your Finances To DoGoodPRODUCTS&SERVICESTransforming ConsumptionRedefining the good life:Why and howconsumption need

324、s to changeGUIDANCE FOR PARTNERING WITH COMMUNITIESClimate Vulnerability Index Climate and Economic Justice Screening Tool(Council on Environmental Quality)Environmental Justice Screening and MappingTool(Environmental Protection Agency)The Spectrum of Community Engagement toOwnership(Movement Genera

325、tion)Fighting Redlining&Climate Change withTransformative Climate Communities(Greenlining Institute)Drawdown Neighborhood Series(ProjectDrawdown)LEADERSHIP,EMPLOYEE ENGAGEMENT&GOVERNANCE The Prosci ADKAR Model(a research-based,individual change model that is part of theProsci change management metho

326、dology)SUPPLY CHAINSJust Transition in Supply Chains:A BusinessBrief(UN Global Compact)Reconfiguring value chains:Seven essentialshifts for resilient,fair and thriving value chains(Forum for the Future)Climate and Supply Chain Report (Businessfor Social Responsibility)POLICY ADVOCACY&BUSINESS CLIMAT

327、E FINANCEPolicy&Stakeholder-Driven Economy Program(B Lab USCA)Environmental,social,and governance(ESG)Guide(B Lab USCA)Business for Innovative Climate and EnergyPolicy(BICEP)Network(Ceres)Policy Center(American Sustainable BusinessNetwork)Growing Our Future Policy Workstream(Forumfor the Future)2 Ye

328、ars of Justice40 Integrating EnvironmentalJustice into US Climate Policy(WRI)APPENDIX 1THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE XXX PART 4:Equitable PARTNERSHIPS|THE GUIDE TO ADVA NCING CLIMATE JUSTICEPAGE 79APPENDIX 2:METHODOLOGY|This guide was inspired by research,conversations,and partnerships

329、 with Black,Indigenous,and People of Color communities andfrontline organizations,highlighting how responsesto climate challenges exacerbated inequality andracism.Shifting power,decision-making,andinnovation are urgently needed to include andpartner with traditionally excluded and frontlinestakehold

330、ers to ensure the viability of any climateresilience planning and solution.The impetus behind this work is to ensure thatclimate solutions are collaborative and co-designed,from the diagnosis to methodology toprocesses,with national and local partners.Thisguide was created through thematic,qualitati

331、veanalysis of pre-existing literature,documents,anddata,fused with semi-structured interviewsconducted over Zoom with representatives fromclimate and environmental justice organizations,community groups and coalitions,academics,policymakers,private sector representatives,foundations,and industry ass

332、ociations.In addition,Forum for the Future and B Lab USCA held fourmeetings with community members and privatesector representatives to understand and identifythe needs of communities and gaps in whichclimate solutions must be more inclusive and just.We will continue to engage frontline communitiesa

333、nd the private sector through workshops andplace-based engagements.Our goal is to facilitateconversations that will deepen trust and sparkcollaboration between companies andcommunities in support of long-term,systemicchange.Our methodology around collaboration willconsider and include the following people,ideas,and mindsets:People who see the situation they are in asunacceptable,unstable,or unsust