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What Business Can Do To Address Climate Crisis Under Any Administration

What Business Can Do To Address Climate Crisis Under Any Administration

Forbes29-04-2025
Rosie Austin speaking w panel looking on at Earth Day Women's Summit - 4-22-2025 (l to r: Joan ... More Michelson, Helle Bank Jorgensen, Rosie Austin, Danielle Azoulay, Jana Gerber
In a poll at The Earth Day Women's Summit last week in Dallas, Texas, 100% of respondents said that business is not doing enough to address the climate crisis. This aligns with a PwC 2024 study that found the same – and that a majority of consumers are willing to pay more for sustainably-made products too.
'Even as consumers look to cheaper, generic options for essentials, they nevertheless cite a willingness to pay 9.7% more for sustainability,' the PwC reported, adding, 'In the year ahead, companies must achieve a delicate balance between consumer affordability and environmental impact if they are to source and retain consumers.' They also found that a majority – over four-fifths – of 'consumers are willing to pay more for sustainability,' and that 'nine-in-ten (85%) say they are experiencing the disruptive impacts of climate change in their lives.'
A panel of top business leaders focused on sustainability, clean energy and environment-social-governance (ESG)-related issues at The Earth Day Women's Summit, dove into the issue of what business can do and some of the nuances of doing so at this moment in the global economy.
Slide of Business panel - Women's Summit 4-22-2025
The panel included: Helle Bank Jorgensen, Founder/CEO of Competent Boards training and certification programs for board members and prospective board members; Danielle Azoulay, former Chief Sustainability Officer (CSO) of L'Oreal and former CSO of Bed, Bath & Beyond, and now CEO of The CSO Shop; Rosie Austin, Principal-Program Manager in AT&T's Environmental Sustainability division; Jana Gerber, President of Microgrids at Scheider Electric. I moderated the panel. at The Earth Day Women's Summit was one day of the five-day EarthX2025 Congress of Conferences.
Despite the Trump administration's aggressively-anti-climate and anti-clean energy actions, the business sector is moving forward with sustainable practices. Market forces are demanding it, and they have to protect their operations in the face of extreme weather events wrought by a warming planet. It's a business imperative.
Jana Gerber speaking at Earth Day Women's Summit - 4-22-2025. Danielle Azoulay looks on.
Rosie Austin speaking at Earth Day Women's Summit - 4-22-2025, Danielle Azoulay looks on
Helle Bank Jorgensen speaking on panel at Earth Day Women's Summit - 4-22-2025, Rosie Austin looks ... More on
Danielle Azoulay speaking at Earth Day Women's Summit - 4-22-2025, Jana Gerber looks on
Companies may take these actions more quietly than they did over the past few years, but they are still taking them. Mother Nature is not waiting, so leaders can't either.
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time20 hours ago

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"But, those efforts often aren't reflected in the financials. That misalignment between operational execution and reporting for those using RIM is exacerbating the challenges retailers face." The retail inventory method of accounting is an older method that was most useful for retailers when they had many items from a range of categories without an easy, or technological, way to track inventory. "Inventory accounting methods existed before this thing called Excel," said Bowie. "[A retailer] had an abacus and a dream trying to figure out what you're going to do." Over time, technology made it easy to use actual costs rather than averages, so cost accounting became more common. As retailers grow and accounting methods become ingrained, it's difficult, though not impossible, to switch tactics. Macy's and Nordstrom recently made the change to cost accounting. PwC said it takes an average of two to three years to make the transition from one accounting method to another and can require millions of dollars and a restatement of previous years' financials to provide apples-to-apples comparisons. Still, the accounting firm said about half of retailers that use RIM have considered switching. CNBC worked with PwC's Furman and Suni Shamapande, the firm's U.S. retail customer experience and operations leader, to develop a simplified example demonstrating the difference between RIM and weighted average cost accounting in how they affect gross profit margins. The example demonstrates how RIM accounting can "overstate" true profitability at a moment in time when costs increase quickly. For the purposes of this example, PwC and CNBC used weighted average cost accounting, which takes a SKU-level weight average and blends all costs together, regardless of purchase date. A SKU is a stock-keeping unit, which retailers use to track inventory of specific items. Base case: No tariffs The base case, which does not include tariffs, uses three different T-shirts types from three different countries. Each type of T-shirt, or individual SKU, has a different cost and is sold to consumers at a different retail price. The retailer bought each type of T-shirt in different quantities, as did consumers. Here's how the math differs to start. The gross profit margin for the items calculated using weighted average cost accounting is 46%. Using RIM, it's 53%. Tariff case 1: Retailer's costs increase, all else remains the same If the retailer's cost for each T-shirt goes up as a result of tariffs, but everything else — units bought, units sold and retail price — remains the same, gross margin falls if calculated using cost accounting and RIM. But it would still be higher under RIM than if the company used cost accounting. Here's the math for our simplified example: Tariff case 2: Retailer raises prices to offset higher costs If the retailer passes on the full dollar value of the tariff cost to the customer, and units bought and sold stay the same, gross margin improves under both accounting methods. In our example, it goes to 36% in cost accounting and 47% with RIM. Both gross margin percentages are lower than the base case, which assumes no tariffs, but the percentage change is smaller under RIM than under cost accounting. Tariff case 3: Retailer raises prices and units bought and sold both fall Here's where it gets interesting, and likely more realistic, to reflect supply and demand choices a retailer and consumer would likely make as costs rise. If the retailer passes on the full dollar value of tariffs to the customer and also sells fewer items to consumers at the higher retail price, RIM makes profit margins look temporarily rosier. Gross margin in our example falls to 27% under cost accounting, but holds steady under RIM at 47% even though units sold have changed. Here's where you see how the ratio of cost of goods sold to selling price hasn't had time to adjust.

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