It is simply not enough in today’s world to just set out a CSR policy or a supplier code of conduct or total up the number of sustainability initiatives in the supply chain and think you are doing the right thing. The days of accountability by case study are fading fast. Companies must actually do the work and invest the capital to create lasting (and profitable) change in their supply chains
Canada has one-fifth of the world’s fresh water, points out World Wildlife Fund Canada—and the third largest supply after Brazil and Russia, notes the United Nations’ Food and Agriculture Organization. Yet that is only 7 percent of the world’s renewable fresh water supply, and “the perception that Canada is blessed with an abundance of freshwater has led to misuse and abuse of the resource,” says Environment Canada (EC).
Just 6 months after joining the Masters of Science in Sustainability Management program at U of T, I began to see a whole new world of opportunity about what it means to be a “leader in sustainability”. As part of my program, this summer I will work at Cennatek, a bioenergy start-up in London, Ontario, as the Business Development & Marketing intern. I’m excited to take the classroom lessons and use them to make an impact in this budding, but growing industry. For those who are in a similar stage in their careers, here are some lessons that I’ve learned along the way.