Annual Plan 2021
Deepening relations, growing influence, fostering resilience

Final Draft

Contents
Deepening relations, growing inf luence, fostering resilience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Key aspirations for 2021 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . 4
Preliminary 2021 Timeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . 5
Transformations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Social Transformation ................................................................................................................ 6
Corporate Human Rights Benchmark (Spotlight) ....................................................................... 7
Gender Benchmark (Spotlight) ................................................................................................... 9
Food and Agriculture Transformation ...................................................................................... 12
Access to Seeds Index (Spotlight) ............................................................................................. 14
Seafood Stewardship Index (Spotlight) .................................................................................... 16
Digital Transformation.............................................................................................................. 18
Decarbonisation and Energy Transformation ........................................................................... 20
Financial Transformation.......................................................................................................... 23
Circular Transformation ........................................................................................................... 25
Institutional Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . 26
Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . 30
Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . 32
Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 36
People, Culture, Learning and Development............................................................................ 36
Manage performance and development.................................................................................. 36
Grow and maintain talent ........................................................................................................ 36
HR processes and policies ........................................................................................................ 37
Culture: Make Teal and our ways of working more explicit ..................................................... 37
Governance .............................................................................................................................. 37
Donor management ................................................................................................................. 39
IT and data platform ................................................................................................................. 41
Data management strategy ...................................................................................................... 412

Deepening relations, growing influence, fostering resilience
Due to COVID-19 the world is in a very different state. The health and economic crises are expected to pushhundreds of millions of people back into poverty. This does not only mean a lack of progress on the SDGs but inmany instances it will also take us significant steps back - people are deprived of the opportunities and means
they need to find a way out of poverty towards prosperity.
We are still learning about the implications of COVID-19 on corporate attitudes and actions towards
sustainability and the influence governments have gained as they have had to step up to protect their citizens
and economies. What we observe so far is that we see a lot of companies not delivering on their sustainability
commitments due to the economic uncertainty. At the same time, we see that COVID-19 has brought increased
awareness among business leaders, more and more see the urgency of tackling climate change, inequality, andbiodiversity loss and how they matter for human health and wellbeing.
How this heightened awareness among business will translate into tangible action in a time of economic
recession remains to be seen. We expect to continue to see major variations between industries andgeographies, depending on the degree to which they will be hit by the economic downturn.
Despite COVID-19, WBA as an organisation was by and large able to follow the themes we set out for 2020:
scale first, depth later. We grew the organisation to 60+ FTE, expanded our funders base, grew the Allies to150+ organisations and assessed 500+ companies. WBA is now in a very different place than it was last year,
while WBA is still a young organisation, it is increasingly recognised. This is reflected in the growth of the
Alliance, our presence in key policy circles like the EU and UN and direct engagement with companies. Uptake
by investors as a potential key user of the benchmarks still lags in that respect, except for the Corporate Human
Rights Benchmark which has been around the longest and has wide coverage in terms of companies assessed.
Taking all of this into account – the growth of the organisation, the anticipated global recession and the needfor the world to (re)focus on the SDGs as a roadmap for recovery - WBA will now need to grow its influence andfoster its own resilience and that of the ecosystem in which we operate.
To grow our influence and resilience in 2021 we will commit to deepening relationships. This means deepening
relationships between our people, the Supervisory Board, Allies, donors and partners and the companies weassess. Pursuing the growth of our influence and resilience through deepening relationships is in line with our
mission; building a movement to measure and incentivise business impact towards a sustainable future thatworks for everyone.
Stronger connections, both within our own organisation and the movement at large should greaten our impact
as we enhance our ability to learn, reinforce each other’s work, prevent unnecessary duplication and respondquicker to change.

3Key aspirations for 2021
M e t ho do l og i es fo r si x o ut of th e se ve n sy s te ms t ra n sf or m at i on s
By the end of 2021 we will have developed and published methodologies for six of the seven transformations(Urban is scheduled for 2022), as well as a number of spotlight methodologies. These methodologies will all
have integrated the core social indicators, currently being developed, so that we can assess all companies on
the social transformations.
These new methodologies will grow our potential to influence as they give guidance to 2,000 keystonecompanies on where their contribution to the SDGs is required. We will continue to put firm emphasis on thealignment of our methodologies with existing standards to strengthen connectivity in this ecosystem and makeexplicit where we developed new indicators to push for real SDG alignment and foster learning.
7 7 5 k ey s to ne co m pa n ie s as s es se d ac ro ss 4 sy s tem s t ra n sfo r ma t io n s
We will have assessed around 775 unique keystone companies by the end of 2021 across four transformations.
Greater coverage will grow our potential impact, but we need to ensure our company engagement can keep up.
Specifically, this means we need to ensure that initially the 20% of the most influential companies in an industry(due to their size or leading position) are engaged in the development of the methodology, the provision of data
and the discussion of the results. In addition, we will publish four spotlight benchmarks, covering human rights
in high risk sectors, gender in apparel, the seafood industry and the agricultural seeds industry.
P o pu l a ti n g S D G 20 00
Early next year we will update the SDG2000 and undertake further research into the companies and theirfootprint, collecting and publishing key data points across the 2,000 companies. We will explicitly link to thework done by our Allies on WBA’s website – signposting stakeholders to champion additional insights andrelationships across the ecosystem. This will support our Allies’ work and show how we complement one
another. It is intended to grow WBA’s influence as we aim to become the go-to place linking companies andtheir stakeholders to all publicly and freely available information on the sustainability performance of thesecompanies. This will equally enhance the connectivity of the ecosystem and demonstrate what we collectively
know about the impact of these companies and where we can improve our understanding.
2 2 5 A l l ie s an d 4 C ol l ec tiv e I mp ac t C oa l i ti o ns
The Alliance is WBA’s primary vehicle for growing the movement. As the Alliance grows, it can start to work as aforce multiplier that increases the influence and ultimately impact of our benchmarks. To accelerate this, we will
begin the design and establish Collective Impact Coalitions. The coalitions will build collaborative engagementswith SDG2000 companies, based on WBA evidence and key findings. They will be taken forward by Allies, crowd
in other stakeholders and be focused around a specific transformation.
Our 2,000 keystone companies fulfil diverse functions in the economy and differ in their ownership structure,varying from being publicly listed, (partly) state-owned, privately owned as well as cooperatives. This means thatthese companies will respond differently to levers for change created by investor engagement, consumer
scrutiny and pressure, regulatory changes, policy incentives, brand risk and reputation and action taken by othercompanies in the value chain who can be direct competitors, suppliers and/or customers.
This means we need these different stakeholders to truly collectively engage with companies, together creating
the incentives for companies to change. WBA will use the remainder of 2020 and Q1 of 2021 to co-design theCollective Impact Coalitions and their functioning with our Allies.
4Preliminary 2021 Timeline
Q1
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World Economic Forum, virtually January 25-29, and launch of updated SDG2000
Publish Social Transformation Framework
Publish the revised Corporate Human Rights Benchmark (CHRB) Methodology
Publish the Food and Agriculture Benchmark Methodology
Publish the revised Access to Seeds Index Methodology
Publish the revised Seafood Stewardship Index Methodology
Publish the Oil & Gas (Climate & Energy) Methodology
Publish Financial System Scoping Report

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World Bank Spring Meeting, April 9-11, Washington DC
World Economic Forum in person early May in Davos
Launch the Oil & Gas (Climate & Energy) Benchmark, June
Publish the Just Transition Framework for the Climate & Energy Benchmarks, June
Launch the Gender Benchmark, G7 Summit, June

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Publish commentary on first 1,000 companies assessed against core-social indicators
UN High Level Political Forum, July
Launch the first Food and Agriculture Benchmark at the UN Food Systems Summit, September/October
Launch of the second iteration of the Seafood Stewardship Index at the UN Food Systems Summit,
September/October
Launch of the third iteration of the Access to Seeds Index (first edition as WBA) at the UN Food Systems
Summit, September/October
UN General Assembly, September/October
2021 G20 Summit, TBD

Q2

Q3

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Q4
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COP26, November 1-12, Glasgow
Launch Just Transition (incl core social indicators) benchmark for Oil & Gas, Automotive and Electric
Utility sector including an update on Climate performance of Automotive and Electric Utility
Launch of a benchmark based on the revised CHRB Methodology
Launch of the second iteration of the Digital Inclusion Benchmark
Publish Financial System Transformation Methodology
Publish Circular System Transformation Methodology

5Transformations
Social Transformation
Stage of development of the benchmark
WBA's social transformation reflects the need to transform the role of business in society such that businesses
respect human rights, promote equality and empower people; acting responsibly to create long term value
while ensuring that the transformations across the finance, food, energy, urban, circular and digital systems'leave no one behind'. The Social Transformation approach has been in development in 2020, for full roll out in
Q1 2021.
At this stage, we do not plan to have a single ‘social benchmark’. Instead, social criteria will be integrated into
each of the other six transformation benchmark methodologies, recognising that respect for human rights andresponsible business conduct enables and supports the achievement of the SDGs and the specifictransformations. In addition, spotlight benchmarks under the Social Transformation (such as CHRB and Gender)
will drive change in specific topics (such as respect for human rights and gender equality). These spotlights
provide depth and assessment of performance on a topic, while the core social assessment provides breadth
and a reassurance that companies have a solid foundation in place to contribute to a systems transformation in
a way that leaves no one behind.
Key aspirations and themes for 2021
In 2021, the Social Transformation work will be intimately linked with our progress in the digital, food, climate &energy, finance and circular systems, by assessing all 750 benchmarked companies on a series of core social
indicators in the digital, food and climate & energy rankings and by supporting the development of relevantsocial elements of new methodologies. The Spotlights in 2021 (Corporate Human Rights Benchmark and Gender
Benchmark) and their link to the WBA aspirations and themes for 2021 are articulated separately below.
Expected results
Different aspects of the Social Transformation work are at different stages – see following sections for details on
expected results for the Spotlight Benchmarks in 2021 (CHRB and Gender). The Social Transformation
framework (published in Q1 2021) will explain how these spotlights link to the broader social transformation.
Beyond CHRB and Gender, the main expected results are as follows:••

We will aim to establish the social transformation framework (and our intended impacts) as arecognised approach within the minds of key stakeholders and get them ready to take action on thebasis of social transformation methodology and data, by deepening our relationships with key
organisations and building relevant coalitions for impact;
1,000 companies will be assessed under social indicators to reflect the unique companies assessed for2021 benchmarked companies from the SDG2000, at least 750 from the digital, food and energy
benchmarks, as well as those from the finance and circular scoping / indicator testing phases. We will
demonstrate the utility of core social assessment as a standalone product, by contributing to policy
discussions (at global, EU and Asian levels) on corporate due diligence, reporting and responsible
business conduct. This is based on the performance of those 1,000 companies on core social indicators,
linking commentary and input to the World Economic Forum at Davos, the G7, rotating EU presidency
and EU Commission work on corporate reporting and COP26. Establishing WBA and the Social
Transformation within the minds of key stakeholders will be key to ensure long term impact.

Key activities to support impact
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To launch and embed the social transformation framework from Q1, we will establish the Social Transformation
framework as a key reference with external stakeholders (for example as a framework which tackles so-called
SDG washing). This means building broad acceptance through deepening our relationships with groups like UN
Global Compact and making the SDG2000 companies aware of and ready for the integration of social indicatorsin their rankings. In particular, ensure that the core social requirements are established as a basic ‘must’ in theminds of investors and ranked companies.
To further roll out the core social assessment, approximately 1,000 companies will be assessed on core social
indicators (supporting) digital, food, energy and finance teams with their benchmarks. We will have anonymised
analysis ready to produce thought-pieces for Davos in the summer, which will also support othertransformations methodologies for inclusion of social aspects.
A key feature of next year’s activities is to establish a network of organisations that can select and support
aspects of social transformation through collaboration on benchmarks for specific areas within the socialtransformation (e.g. living wage, tax and corruption, racial justice). This would lend support to our aim to
multiply impact while maintaining WBA resilience (by not relying on WBA to create every single benchmark
linked to social transformation). Finally, hand in hand with this ambition goes the strengthening of therelationships between benchmarks linked to social transformation and relevant global, EU and Asianpolicymakers through policy dialogues and publications. We will also position submissions at UN Human Rights
Council SDG – Human Rights Policy Process through Resolution 43/27 Framework with particular focus ongender and corporate due diligence.
Finally, to facilitate all of the above, we will establish a Collective Impact Coalition around the socialtransformation, identifying lead investors and other Allies to take forward collaborative engagements on coresocial assessment topics.
Learning questions and key challenges••

There are multiple ‘mini’ transformations under social (like gender equality, living wage etc). With WBA
unlikely to be able to handle benchmarks for all of them, how can we drive impact in the socialtransformation without overloading us with new benchmarks?;
How can we localise our global approach to drive impact in developing countries?

How will we measure success?
A key measure of success will be the delivery of research of 1,000 companies on the core-social indicators andthe integration of core-social indicators into the rankings of the 2021 transformation benchmarks/research
cycles.
Success for the social transformation should also be viewed in parallel with both the CHRB and gender spotlights
described below, as well as the food, digital and energy benchmarks. Following the launch of the final coresocial methodology in Q1 2021, a focus will be to understand the pick-up, buy-in and amplification of the socialtransformation framework and its messages. If possible, endorsement and statements of support, reference in
key events and ‘pull’ from companies on core-social assessments will demonstrate this.

Corporate Human Rights Benchmark (Spotlight)
Stage of development of the benchmark
The Corporate Human Rights Benchmark (CHRB) assesses the human rights performance of the largest global
companies in high-risk sectors for human rights impacts. CHRB became part of WBA’s Social Transformation in
2019, and in 2020 it is assessing 230 companies from five sectors, namely agricultural products (4 th iteration),
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apparel (4th iteration), extractives (4th iteration), electronics manufacturing (2nd iteration) and automotive
manufacturing (1st iteration). CHRB is also analysing the initial response of these 230 companies to the COVID19 pandemic, focusing on the human rights implications of the crisis, and undertaking a year-long review of its
methodology and approach.
Key aspirations and themes for 2021
In 2021, in line with WBA’s ambition to deepen relations, grow influence and foster resilience, we will build on
the increasing recognition and influence of CHRB in the business and human rights space to strengthen existing
relationships with different stakeholder groups (particularly with investors, governments, inter-governmentalorganisations, expert organisations and civil society), build new relationships (particularly with individuals andorganisations that are close to impacts on the ground, especially in the global south, with WBA Allies, as well as
putting the data in front of a larger consumer audience) and position CHRB – and the social transformation
more broadly – as the reference point to track the human rights performance of the largest, most risk-prone
businesses.
Expected results
In 2021, CHRB has the following three main expected results•••

Further increase in the number and quality of human rights disclosures and further improved humanrights practices as a result of the CHRB methodology and benchmark (direct impact on companies);
Further increase the use of the CHRB methodology and benchmark by the investor community,
governments, international organisations, the media, civil society, academia and consumers (impact on
stakeholders that can incentivise companies);
Further increase the recognition of CHRB as the reference methodology and benchmark of corporate
human rights performance (movement building and harmonisation/simplification/alignment of thelandscape).

These expected results are all connected with the broader WBA objectives of systematically incorporating theperspective of global south stakeholders, embedding social issues into corporate practices and increasing
corporate accountability through a demanding but harmonised and coordinated landscape of requirements.
Key activities to support impact
In order to achieve the expected results, CHRB will rely on the publication of the results of a study looking at theinitial response to COVID-19 of the 230 companies in scope in the 2020 CHRB, as well as the publication of therevised CHRB methodology, scheduled to happen in Q1 and Q2 respectively.
CHRB will also publish a benchmark based on the revised methodology. An important question to resolve fornext year will be whether we maintain the CHRB assessment of each company on an annual basis or move to a
two-year assessment cycle, with the possibility of publishing the different sectors at different points in the year.
Building on these publications, the CHRB team will continue to pursue and develop engagement activities topromote the methodology and the results with different stakeholder groups. This will include engagement
activities based on the 2020 CHRB assessment, on the CHRB COVID-19 survey, on the revised methodology andon the 2021 assessment (once published). For example, we will continue strong engagement with DG DEVCO(International Development and Cooperation) of the European Commission to look at how CHRB and Social
could support the implementing plan of the EU action plan on human rights and democracy 2020 - 2024 andfuture European Corporate Due Diligence legislation. This is particularly around business and human rights
actions in policy dialogue with the private sector, partner governments and regional organisations and the useof rights-based approaches.

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The CHRB team will also continue to work with third-parties to conduct assessments on companies outside the
CHRB list, based on a subset of indicators taken from the full CHRB methodology (also referred to as ‘snapshot
projects’, which are currently taking place in Denmark, Ireland, Finland, Belgium, Scotland, and also undertaken
by business association WBCSD on its members).
Learning questions and key challenges•••

With the possible adoption of a new publication cycle for CHRB (each sector published every 2-years
instead of every year), how do we use this as an opportunity to maximise engagement whilst ensuringthat the data remains sufficiently up to date?;
How can we ensure meaningful engagement with stakeholders in the global south, in a context oftravel restrictions and the increased vulnerability of the individuals and communities that we would
want to connect with?;
How can we build on the increasing recognition and influence of CHRB to contribute actively to the
movement to build back better, using policy-engagement as a way to enhance progress?

How will we measure success?
In 2021 it is the ambition of CHRB to start the year with an early publication, with the launch of the results of
the COVID-19 study as a one-off exercise that falls outside of the normal assessment conducted by CHRB andshould therefore provide us with new angles of analysis to complement the 2020 benchmark results. It is also
the ambition of CHRB to publish and socialise the revised methodology, which should reflect the multiple
consultations with a variety of stakeholders across the globe which mostly took place in 2020. This revised
methodology should then be applied for the first time to produce a benchmark towards the end of the year.
Throughout the year we are aiming for high levels of engagement from different stakeholders using the 2020
benchmark results, COVID-19 results and the revised methodology. Successful engagement would include clear
examples of the benchmark results being used by Allies, companies, investors and governments, but also
evidence of the CHRB being recognised as a reference in the business and human rights landscape, for example
through involvement with the UNGP 10 project of the UN Working Group on Business and Human Rights.

Gender Benchmark (Spotlight)
Stage of development of the benchmark
The Gender Benchmark is a spotlight benchmark within WBA’s social transformation. Its comprehensive
methodology assesses corporate efforts on gender equality and women’s empowerment across the entire value
chain. The initial plans for 2020 were to launch a full Gender Benchmark, ranking and scoring the world’s 36
most influential apparel companies. However, after much consideration and discussion, we decided to modify
the timeline of the Gender Benchmark due to the challenges posed by COVID-19 globally, especially for apparelcompanies that were occupied with more immediate needs (particularly in their supply chains). This decision
was made to acknowledge the current reality, while also offering the opportunity to further strengthen our
relationships with target companies, who very much appreciated the additional time and space to provide theinformation required to be thoroughly assessed in a full Gender Benchmark.
Accordingly, to continue the momentum, WBA launched the Gender Baseline Report in Q3 2020 as apreliminary assessment of the gender disclosure of these 36 apparel companies. This report used publicly
available information to highlight these companies’ public commitments and actions to drive gender equality
and women’s empowerment, as well as what is not currently disclosed.

9Building on this initial assessment, in 2021 WBA will launch the first iteration of the full Gender Benchmark
where apparel companies’ gender efforts will be evaluated based on both publicly available and privately
provided evidence through our engagement with companies.
Key aspirations and themes for 2021
In 2021, the Gender Benchmark aims to activate and leverage collective engagement opportunities as well as
ensure that all stakeholder voices are not only heard but also integrated into how companies’ gender efforts areassessed.
In line with WBA’s aspirations to deepen relations, grow influence and foster resilience, we will build on the
Gender Baseline Report to strengthen existing relationships with stakeholders and build new ones to drive agender-transformative movement. To further develop existing relationships, we will more actively engage withthe 36 apparel companies to share best practices and guide them through the gender transformation. As forbuilding new relationships, our focus will be on policymakers, industry associations, as well as individuals andorganisations that are closest to the impacts on the ground, particularly women garment workers in developing
countries. In addition to the new Allies welcomed in 2020, we will continue to grow the Alliance with moregender-focussed organisations, especially those with a presence in the global south.
Expected results
The Gender Benchmark will drive the following expected results:
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Further educate companies on where they stand and explain how to drive gender equality andwomen’s empowerment throughout their value chain using the Gender Benchmark methodology as
the roadmap;
Increase and improve corporate gender efforts to close the gender gap, as well as the number andquality of gender disclosures;
Increase the use of the Gender Benchmark methodology and benchmark data by stakeholders,
including investors, governments, international organisations, the media and civil society, in order todrive a gender-transformative movement incentivising the private sector to contribute to the SDGs.
Understand the challenges faced by women garment workers in the global south and assess companies
on what matters most to these women.

Key activities to support impact
Following the launch of and lessons learned from the Gender Baseline Report launch at the UN General
Assembly 2020, we will launch the first iteration of the Gender Benchmark, assessing the gender impacts of 36
of the most influential apparel companies globally, on the margins of the Generation Equality Forum in Q2 2021.
The findings of the Benchmark will be shared with a broad set of stakeholders with whom we have built
relationships, including investors, policymakers, industry associations and civil society organisations. To ensurethat our Benchmark assesses companies on what will have the greatest positive impact for workers on the
ground, we will, together with our Allies and donors, engage with women garment workers in the global south.
Additionally, we will continue 2020’s engagement with key stakeholders (in particular, the companies in scope
for the benchmark) and leverage key moments to socialise the findings of the Gender Benchmark andencourage greater gender data disclosure by companies. We will also explore opportunities for engagement
through roundtables, presentations and / or discussions at various events throughout the year, including the UN
General Assembly, UN Commission on the Status of Women, G20 and World Bank. Finally, we will work tostrengthen relationships with policymakers in relevant regions such as the EU and Asia to ensure that thefindings from our Gender Baseline Report and our Gender Benchmark to be launched in 2021 contribute todriving policy change.
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To achieve scale, we will identify, extract and use the lessons learned from the first iteration of the Gender
Benchmark to explore how the methodology can be scaled up and used to measure the gender efforts of alarger set of the SDG2000 companies beyond the apparel industry.
Learning questions and key challenges
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•
•

•

Given the impact of COVID-19 on the apparel sector, how can we most effectively incentivise apparelcompanies to ensure that gender equality and women’s empowerment is at the heart of the recovery
from the pandemic?
How can we most effectively drive forward corporate disclosure and action that has a positive impact
on women, including the invisible women in the global supply chains of apparel companies?
How can we scale up the Gender Benchmark methodology to measure a larger set of the SDG2000
companies across various industries, given that SDG5 (gender equality and women’s empowerment) isa cross-cutting theme for the 2030 Agenda?
How can we align with other gender efforts going on globally to engage all key stakeholders mosteffectively in building a gender-transformative movement?

How will we measure success?
As a relatively young benchmark, the Gender Benchmark will measure success based on the WBA’s Theory of
Change and Results Management Framework. Key markers of success will be the engagement of and progress
made by companies from the launch of the Gender Baseline Report to the launch of the Gender Benchmark, aswell as the level of engagement from and use of the data by stakeholders.
In 2020, 67% of the 36 companies in scope meaningfully engaged with us during the Gender Baseline Report
cycle. In 2021 we aim for involvement and meaningful interest in the Benchmark of at least 75% of the 36
companies in scope. To increase our engagement levels, we will provide multiple opportunities for companies toconnect with us, including through participation in webinars, roundtable discussions, data collection andindividual company engagements.

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Food and Agriculture Transformation
Stage of development of the benchmark
The Food and Agriculture Benchmark will assess the performance of the 350 most influential food andagriculture companies across the value chain, from farm to fork, accounting for over half of global revenues. In
2021 WBA will present the first iteration of the Benchmark during the UN Food Systems Summit (UNFSS). It will
be WBA’s first benchmark assessing an entire system transformation.
Already in 2020 it became evident that an increased number of crucial food and agriculture companies
and stakeholders are getting behind the mission of transforming food systems to become more healthy,
sustainable, equitable and resilient. However, despite their good intentions companies are still struggling toconnect individual corporate action to system changing initiatives, while stakeholders remain focusedon narrow often single-issue topics. Meanwhile, the sense of urgency surged due to the COVID-19 pandemic,
which has exposed the fragility and inequality of the system with not only an alarming increase in malnutrition,
but also record amounts of food waste. Low- and middle-income countries are hit the hardest, but also indeveloped countries like the United States and the United Kingdom the rising numbers in food poverty and childhunger have made headlines. It has become bitterly evident that systemic failure results in human tragedy,
which can only be remedied if all stakeholders, worldwide, come together.
To assess the contribution of companies to the food systems transformation, WBA is developing the Food andAgriculture Benchmark and two Spotlight Benchmarks: the Access to Seeds Index (ATSI) and the Seafood
Stewardship Index (SSI). The three benchmarks ensure alignment and coordination in resourcing, activities andlearnings. In 2021 WBA will launch all three benchmarks during the UNFSS.
Key aspirations and themes for 2021
The Food and Agriculture Benchmark builds upon the knowledge and experience of the previous iterations of
the ATSI and the SSI. These two spotlight benchmarks have both been well-received and are respected, credible
sources to assess industry specific sustainability performance of companies. The Food and Agriculture
Benchmark will deepen these existing relations and grow WBA’s influence by reaching more companies andfurther involving our Allies. The Food and Agriculture Benchmark will assess a broad range of companies with
headquarters in 41 different countries. Approximately one third of the companies in scope have not been partof an index or benchmark before and are mostly operating from the global south, making them crucial inreaching vulnerable demographics.
Expected results
The main objective is to accelerate progression of food systems transformation by providing an accountability
mechanism for the private sector. The UNFSS - scheduled for Q3 2021 - will dominate all engagement
activities throughout the year. To ensure our benchmark is relevant and meaningful for stakeholders, and on
which they can base their engagement, WBA will work with the UNFSS secretariat and the private sector track
to position WBA as the accountability mechanism to evaluate and track private sector progress against the
SDGs. WBA aims to contribute to these efforts in the following way:••••

The Food and Agriculture Benchmark is established as the accountability mechanism at the UNFSS;
Food and agriculture companies use the methodology and the benchmark results as a roadmap toidentify corporate action that could result into positive systemic change;
The Food and Agriculture Benchmark findings will be used by multilateral policy actors such as the EU
or ASEAN to inform food security regulations;
A Collective Impact Coalition is in place that accelerates positive business performance.
12Key activities to support impact
In Q1 WBA will finalise and publish the methodology for the Food and Agriculture Benchmark. The methodology
translates the topics which have been set out in the framework and published mid-2020, into measurable
indicators, providing the private sector with clear targets to act upon in the decade of action. The holistic
approach along the three interrelated dimensions of nutrition, environment and social inclusion (integrating
WBA’s core social indicators) is unique and made applicable and relevant to all 350 companies in scope. In Q1
and Q2 WBA will use the findings of the baseline study published in December 2020 to share preliminary
findings about critical areas where progress is failing or lagging. WBA will participate in multiple fora, engage
with diverse stakeholders and further develop the Collective Impact Coalition geared towards the socialisationof the methodology and using the available data to stimulate the 350 keystone companies to do more. In order
to be able to present key findings of the Food and Agriculture Benchmark at the UNFSS (late Q3) the researchteam will conduct all research in Q1 and Q2. Companies which are in scope of both the Food and Agriculture
Benchmark and ATSI or SSI will be assigned one researcher working on both surveys, making it easier forcompanies by having one WBA contact person for all their food assessments. As with all other systems andbenchmarks, WBA will limit the reporting burden for companies by prepopulating the surveys with publicly
available information and data received from other indices. This should result in strengthening the relationshipwith companies and increase their willingness to provide additional input, improving the accuracy and relevanceof the data. In Q3 and Q4 WBA will focus on sharing the results of the Food and Agriculture Benchmark, fully
operationalising the Collective Impact Coalition and diving more deeply into understanding the influence that
keystone companies have on their supply chain partners in especially East Africa and Asia. The research study onthese supply chains will continue until 2023.

In terms of strengthening relationships between the Food and Agriculture Benchmark and relevant
policymakers, we will focus on engaging on a global, EU and ASEAN level. Global engagement is conducted
through the involvement with the UNFSS and possibly the G7. On the EU level, we will input specifically intodelivery of the EU’s Farm to Fork Strategy through an expert stakeholder group looking at implementation.
Through that we will provide input on how the Food and Agriculture Benchmark can be an accountability
mechanism as well as a policy feedback mechanism to measure progress of companies headquartered in the
EU. Lastly, we will continue to engage with Asian policymakers, especially the Japanese government in
preparation of the Tokyo Nutrition for Growth Summit.
Learning questions and key challenges••

Which indicators in the methodology provide the most relevant insights into performance bycompanies on food systems transformation?;
Where does the Collective Impact Coalition have the most potential (which companies, topics,
geographies) and where the least; and why?

How will we measure success?
The Food and Agriculture Benchmark should be ambitious yet achievable. It should meet stakeholder
expectations, while also being recognised and valued by companies. WBA will measure success along theapplicable Results Management Framework criteria such as the level of engagement from investors, Allies,
policymakers and of course the companies in scope. In 2021 we aim for involvement and meaningful interest in
the benchmark of at least 20% of the 350 companies in scope. This includes participation in data collection orround table discussions and individual company engagements. The first benchmark will provide key insights into
company performance against indicators and will help refine and review the methodology. Furthermore, we will
be able to compare the baseline findings on commitments to the results of the benchmark. Finally, a key
measurement area will also be the outreach and impact that we will gain from working with a Collective Impact
13

Coalition, most importantly we will measure the increase of Allies and stakeholders from critical regions in the
global south who are using the baseline and benchmark results in their efforts to support the transition to more
healthy, sustainable and equitable food systems.

Access to Seeds Index (Spotlight)
Stage of development of the benchmark
The Access to Seeds Index (ATSI) measures and compares seed companies' efforts to enhance the productivityof smallholder farmers. Following the second edition publication in 2019, the now-dissolved Access to Seeds
Foundation has developed a collaboration model with the World Benchmarking Alliance. ATSI will remain a
Spotlight Benchmark deepening insight into the seed industry's contribution, including small and medium-sized
seed enterprises at the regional level, as part of WBA's Food and Agriculture Transformation. In 2021 the main
output is the third edition of ATSI that focuses on three regional benchmarks: for South and Southeast Asia,
Eastern and Southern Africa, and Western and Central Africa. The index particularly highlights the importance of
local and regional companies providing access to seeds for smallholder farmers alongside global players.
Key aspirations and themes for 2021
Aligning with WBA’s goal of deepening relationships, the main objective of ATSI in 2021 is to strengthen
collaborations with regional partners to inform the methodology by their data needs, and use existing channels,
events and conferences to disseminate the results of the ATSI.
For company and stakeholder consultations, the ATSI will make use of existing events in the regions such as the
AFSTA Congress (Africa), APSA Congress (Asia), Seed Connect (Nigeria), the African Green Revolution Forum(Africa), Seed World (India), the Indian National Seed Congress (India) and ASIWA (West Africa).
Apart from focusing on relations with regional partners, strengthening our collaboration with Dutch seed sector
development programs such as ISSD and SeedNL is an objective of this activity. We will also explore
opportunities for building relationships that promote and align with WBA’s mission such as ECOWAS (Economic
Community of West African States), AU (African Union) and UNECA (United Nations Economic Commission for
Africa).
Expected results
With its key position at the start of the global food chain, the seeds industry is vital to achieving multiple
sustainability targets. As one of the SDGs main targets is to double smallholder productivity and incomes by2030 as part of efforts to end hunger and achieve food security the seed industry’s role is key. ATSI contributes
to this goal in three ways by:•••

Providing clear insight in the private seed sector in regions which inform policymakers but also helps
civil society actors or public sector bodies to build partnerships with these companies;
Ranking and comparing companies against each other, to channel the competitive spirit that drives
every industry towards making a positive impact;
Providing inspiration to the keystone companies included in the Food and Agriculture Benchmark: bydemonstrating that inclusive agribusiness models that include smallholder farmers are possible andprofitable, these companies set an example for other companies in the global food chain, also beyond
the seed industry, to follow.

Key activities to support impact

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From 2020 to 2021, ATSI will publish three regional landscaping reports providing an overview of the seed
sector in each region. In addition to the main seed industry players identified for benchmarking in the 2021
Regional Access to Seeds Index, the report summarises the main crops of the region, the enabling environment,
observations from the 2019 index results and recent events affecting the development of the seed sector in theregion, such as the COVID-19 pandemic.
Reviewing the index methodology with the goal to streamlining its structure while critically assessing indicators
in terms of data effectiveness and outcomes. Feedback received on the 2019 index serves as an important basis
for this process as well as discussions with other WBA teams on methodology alignment. In 2021 a methodology
report will be published online containing an overview of indicators, a questionnaire for companies as well as a
guidance for companies to submit data. In addition, the methodology report will feature a self-assessment toolfor companies and cooperatives not selected for the index.
The third edition of ATSI will launch with the Food and Agriculture Benchmark at the UNFSS. The 2021 index willcontain a league table comparing the performance of 72 leading seed companies in three regions: South andSoutheast Asia, Eastern and Southern Africa and Western and Central Africa. Regional analysis provides market
information of each region, country reports give an overview of presence of companies as well as the state of
their seed sector. Company scorecards provide insight in the performance, presence and portfolio of individual
seed companies.
ATSI is increasingly seen by media and congress organisers as an authority on seed industry activity in Africa andAsia. Throughout 2021 we will ensure that findings are presented at relevant global and regional platforms bybuilding and strengthening relationships with key stakeholders, including regional policy and economic bodies
such as the Economic Community of West African States (ECOWAS), African Union, and UN Economic
Commission for Africa (UNECA). Dedicated PR strategies will ensure that the findings of the 2021 Access toSeeds Index find their way to relevant global, regional and industry media and events. In 2019 such PR activities
resulted in over 500 publications in global and regional media outlets.
Learning questions and key challenges•••

What partnership and collaboration can advance the usability of the index’s results for the benefits ofsmallholder farmers through the seed industry?;
Who are the relevant and influential regional key players to support the participation of companies inthe data collection process?;
How will the index measure advanced seed-producing cooperatives assessed for the 2021, Access toSeeds Index in WCA i, given that the business models are too narrow relative to private seed
companies?

How will we measure success?
For the 3rd edition of Access to Seeds Index most of the Results Management Framework criteria fit theambitious goals set for 2021. At end of 2021, we will assess the number of index companies engaging andsocialising with the methodology from the draft to the final publication. In addition, we will engage withcompanies or cooperatives, not selected for 2021 assessment, on the self-assessment tool to compare theirperformance against the selected leading companies.
For the 2019 Access to Seeds Index, 85% of the globally active companies, 82% of the Eastern and Southern
Africa index companies, 78% of the Western and Central Africa index companies, and 75% of the South andSoutheast Asia index companies provided data. In 2021 we will aim to increase the number of companies
engaging with the index for data collection to reach more than 90% for each regional index. Furthermore, wewill leverage WBA and the index’s network to increase media mentions, growi partnerships in the index regions
and events and dialogues to establish the index as a key measurement and driver for seed companies to aligntheir business models operations with the SDGs.
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Seafood Stewardship Index (Spotlight)
Stage of development of the benchmark
The Seafood Stewardship Index (SSI) is a spotlight benchmark of the Food and Agriculture transformation andassesses the 30 largest seafood companies involved in the production of seafood from wild-capture fisheries
and aquaculture as well as aquaculture feed companies. The SSI methodology assesses company performanceacross five SDG-inspired measurement areas: governance and management of stewardship practices,
stewardship of the supply chain, ecosystems, human rights and working conditions and local communities.
The first iteration of SSI was published and launched in October 2019 at the Our Oceans conference in Oslo.
Based on the results of SSI, 2020 was dedicated to:•••Understanding the uptake of SSI by seafood companies and their stakeholders by a) directly engaging
with companies to understand how they have used the benchmark b) engaging with relevant
stakeholders (e.g. civil society, multi-stakeholder initiatives, pre-competitive groups) to identifyalignment;
Initiating the revision of the SSI methodology in line with the Food and Agriculture and the Socialtransformation benchmarks as well as the latest best practice standards;
Hiring a Seafood Benchmark Lead.

Key aspirations and themes for 2021
In line with WBA’s ambition to deepening relations, grow influence and foster resilience, 2021 will be dedicatedto increase the visibility and influence of SSI in the sustainable seafood space by deepening existing
relationships, especially existing Allies, civil society and business organisations), and creating new relationships,
especially with financial institutions, policymakers and on-the-ground stakeholder groups. By deepening andgrowing our relationships, SSI aims to activate and leverage collective engagement opportunities as well as
ensure that all stakeholder voices are heard and integrated into the expectations communicated through thebenchmark. The SSI engagement strategy will also focus on identifying Allies that have leverage in the seafoodindustry while at the same time increasing the number of Allies that can lend support towards a sustainableseafood sector. Allies will be mobilised through the Collective Impact Coalitions, in coordination with the Foodand Agriculture Benchmark.
Expected results
In 2021, SSI expects to have the following results:
•

•
•
•

SSI is known by key relevant stakeholders (with a focus on civil society, investors and multistakeholder/pre-competitive platforms) leading to an increased recognition of SSI as the “go tobenchmark and methodology to assess sustainability performance in the seafood industry;
The SSI results are used by a group of relevant Allies to drive change in the seafood industry;
At least two thirds of the companies participate in the second iteration of the benchmark and one thirdof the companies show improvement;
SSI contributes to the discussion on the role of seafood in the wider food transformation.

Overall, SSI will use the second publication of the benchmark to ramp up its visibility in the seafood industry andits community of stakeholders, further increase its relevance to different users and align with on-going multistakeholder efforts while contributing to re-framing the sustainable seafood agenda around the SDGs.
Key activities to support impact

16

In order to achieve the expected results, SSI will carry out a number of research and engagement activities,
while leveraging the activities of other benchmarks (e.g. the Social Transformation Benchmark, the Financial
Transformation Benchmark and the Food and Agriculture Benchmark) and WBA as an institution.
SSI will use the revision process of the methodology to engage with companies and key stakeholders by
ensuring participation in the revision process either through the ERC, one-on-one consultations and through the
public consultation period of the methodology revision (Q1 2021). Key stakeholders include CSO’s and multistakeholder initiatives and pre-competitive platforms such as EAT, Friend of Ocean Action, GSSI and SeaBOS tofoster aligned and common engagement with seafood companies.
As the methodology is published, SSI will socialise the methodology through various channels including
conferences (e.g. World Ocean Summit in Lisbon 2021, UN Second World Ocean Conference, Seafood Expo
North America, Seafood Expo Global), online webinars, partners, the seafood media and social media channels(Q1 2021). TSSI will use its existing network of partners and Allies as well as the WBA Alliance overall to support
the socialisation of the methodology.
SSI will assess the 30 largest seafood companies for the second time (Q2-Q3 2021) and publish key finding at
the UN Food Systems Summit, together with the Food and Agriculture Benchmark and the Access to Seeds
Index results (Q3 2021). The detailed scorecards will be published shortly after. The publication of the second
index will be promoted through conferences, our networks of partners, social media and the seafood media (toreach key stakeholder groups including investors, policymakers as well as consumers and seafood buyers (Q32021). SSI will also integrate and align engagement activities as appropriate with the Food and Agriculture
Benchmark (as well as other benchmarks where appropriate) by jointly contributing to overlapping events andthe Collective Impact Coalitions (continuous, particularly Q3 and Q4 2021). Finally, we will work to strengthen
relationships with policymakers in relevant regions such as EU and Asia to inform policymaking through SSI
scorecards as evidence and contribute to drive policy change.
Learning questions and key challenges
This year will be dedicated to identifying and “testing” different levers for impact for SSI. Therefore, thefollowing learning questions are expected:
•
•
•

•

What are the best levers (civil society, investors, policy) to effectively drive behaviour change amongthe 30 largest seafood companies using SSI as a learning and accountability tool?;
How can the SSI increase its impact beyond the 30 companies in scope?;
How can the SSI narrative and engagement be best aligned with the Food & Agriculture Benchmark to
maximise impact and include the sustainable seafood narrative into the food transformation narrative,
especially given the increasing understanding of the role of seafood in sustainable and healthy dietsand the overlap of 21 companies between the two benchmarks?;
How to best adapt SSI’s engagement strategy and activities in light of restricted travel and face-to-faceengagement?

How will we measure success?
We are tracking outreach and response to the above proposed engagement activities and outputs, seeking toengage at least two thirds of the companies in scope (i.e. 20 companies). We are also tracking engagement withindividual stakeholders and stakeholder groups (investors, civil society and investors) and across different
geographies. Stakeholder engagement means engagement in methodology revisions as well as education about
the benchmark and its results. These proxies will be used to assess reach and engagement among seafood
companies and their key stakeholders. With the second iteration of the benchmark, we will track how
companies have improved and integrated learnings from the first iteration. Finally, we will also track the extent
to which Allies and stakeholders outside of the Alliance are using the results of the benchmark to engage withseafood companies.
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Digital Transformation
Stage of development of the benchmark
2020 has been a watershed for WBA’s digital system transformation work. The pandemic has increased
attention towards the role of technology in health, education and economic development. It has re-focused the
public discourse toward the consequences of digital divides, particularly in developing countries where the gaps
are the largest. The first publication of the Digital Inclusion Benchmark in December 2020 therefore comes at apivotal moment which sets the groundwork for demonstrable impact in years to come.
Key aspirations and themes for 2021
In 2021, the digital transformation workstream will build on the momentum of the Digital Inclusion Benchmark’s
debut. Doing so necessarily involves deepening stakeholder relationships that have been built during thebenchmark’s development phase and in particular, deepening engagement with companies to facilitate internalbusiness transformation. By scaling up the benchmark scope from 100 to 150 companies, the digital
workstream also contributes towards WBA’s commitment to assess 2,000 companies by 2023.
Expected results
The digital system transformation work has three main expected results in 2021:•••

Widen awareness and adoption among digital technology companies of digital inclusion as a key issue
and obligation. This obligation towards digital inclusion is broadly defined to include improving
universal access and affordability, enhancing skills, fostering trust to foster beneficial use, andinnovating openly and ethically;
Empower government, civil society and investor stakeholders with data that they can use as evidencebase for development planning and cooperation, national and international policy advocacy and capital
allocation;
Mobilise a global multi-stakeholder coalition that leverages benchmark results and findings to advocate
for digital inclusion.

These expected results are proportional to the level of development of the digital workstream which will see asecond benchmark publication in 2021.
Key activities to support impact
To achieve the first stated result, WBA will continue to closely engage with digital technology companies,
prioritising those who have stated their willingness to embark on a learning journey about digital inclusion bestpractices. We will work with selected business platform Allies to organise a series of “community of practice”
roundtables where digital technology companies gather for peer learning on how to change business practices
to facilitate digital inclusion. WBA will also reach out to the 50 new companies in scope as well as continue
outreach towards companies who have not engaged during the benchmark’s first iteration. Ongoing company
outreach and education include webinars as well as bilateral communication, especially company engagement
calls to discuss their data and benchmark performance. These engagement and outreach activities will
consciously integrate the core social transformation component, to help ensure the digital technology
companies also embrace their broader obligations to sustainable development.
Engagement outreach will also include policymakers at the global and regional levels. In particular, we willcontinue to inform policymakers on emerging evidence for the need around consistent standards to measure
impact in digital inclusion.

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To achieve the second stated result WBA will continue to undertake benchmark research and analysis, gathering
initial data from public sources of information such as company disclosures and drafting individual company
scorecards that identify leading practices and risks as well as publishing a report detailing policy relevant
analysis. We will also continue to engage with stakeholders to feedback and identify ways to improve metrics
and benchmark methodology. This would include closer engagement with standard setting bodies, advocacy
groups and developing country ICT ministries on many issues ranging from child online protection to ethics inartificial intelligence. The idea is to set the stage for a more comprehensive review of the benchmark
methodology during its third year of publication. In 2021, WBA will also recruit additional members to the ERC
to further strengthen technical guidance and assure research quality.
To achieve the third stated result, WBA will build on the momentum of our government and investor roundtable
held during the 2020 UN General Assembly. This roundtable highlighted the willingness, particularly of a coregroup of institutional investors, to rally around the benchmark’s findings and engage companies in theirportfolio to improve their performance. Already, there have been initial commitments from Fidelity Investment
and Aviva Investors as well as interest from Deutsche Bank. As with other transformations, investors will form
the core group around which we build and convene a Collective Impact Coalition for digital systemtransformation. In 2021, we will formally launch this coalition and facilitate a plan of action. The digital systemtransformation lead will continue external representation at key events, organise convenings and ramp up
thought leadership pieces as well as bilateral conversations to deepen and widen the network of advocatesusing benchmark data. This effort will be supported by the recruitment of an additional engagement support
person solely focused on the digital system.
Learning questions and key challenges•••

Is there demand from stakeholders to assess more industry specific risks and harms? If so, how can weincorporate more industry-specific elements without changing the benchmark’s comprehensive but
simple framework?
What is the scope of obligation we can require from hardware companies which produce no consumer
devices or business-to-business software services towards specific topics such as child online
protection or school connectivity?
How does WBA design and drive forward the Collective Impact Coalition for the Digital transformation,
as it is likely going to require us to build it from the bottom up, given the pioneering nature of thebenchmark and the lack of other coalitions on issues covered?

How will we measure success?
The starting point for measuring success is WBA’s MEL framework. For example, we can look at company
engagement rates and supplement this metric with specific company case studies. We can track uptake of thebenchmark framework and findings in terms of references from stakeholders and penetration through various
media. Again, this will be supplemented with specific use cases that shed light on the qualitative results. Finally,
an important yardstick of success comes with the growth of private sector effort towards digital inclusion as
measured by benchmark indicators, with special attention paid to efforts in developing countries, especiallywith respect to universal access to digital technologies, economic value contribution, support for technology
innovation ecosystems and the sharing of data sets for sustainable development research and policy.

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Decarbonisation and Energy Transformation
Stage of development of the benchmark
A major decarbonisation and energy transformation is needed to align with global efforts to prevent the worst
impacts of climate change and limit global warming to well below 2°C. Without urgent climate action, the world
will experience more extreme weather events, rising sea levels and negative impacts on ecosystems. These will
have a disproportionate effect on the poorest and most vulnerable populations for decades to come.
The Climate and Energy Benchmark will rank 450 keystone companies in high-emitting sectors and measure thereadiness of companies to transition to a low-carbon economy. The benchmark uses the Assessing Low Carbon
Transition (ACT) methodologies, which assess companies against emissions pathways based on the sectoral
decarbonisation approach developed by the Science-Based Targets Initiative (SBTi). To assess companies against
the well-below 2 degrees Paris Goal, the most ambitious scenarios available from the International Energy
Agency are used to calculate the company pathways. The methodologies include indicators that align with theinformation disclosed by companies using CDP, GRI and SASB. They also show alignment with and support theobjectives of the recommendations made by the Taskforce on Climate Related Disclosures (TCFD).
The benchmark tracks keystone companies in the highest emitting sectors, identified through extensive
consultation and research, including on the industry groups included in the TCFD recommendations. To date,
the Climate and Energy Benchmark has launched the Automotive (December 2019, with an update in November
2020 and Electric Utility (July 2020) sector benchmarks bringing the total to 80 companies benchmarked.
The Automotive 2020 update includes the first WBA cross-system findings, with the same 30 Automotive
companies being benchmarked on their approach to human rights in the Corporate Human Rights Benchmark.
This update will align decarbonisation- and social-based assessments delivering a unique and multifaceted viewon company performance.

Key aspirations and themes for 2021
For 2021 the aim is to grow to 180 unique companies assessed, including an industry focus on Oil & Gas,
alongside Automotive and Electric Utilities. The key aspiration for 2021 is to include the just transitionassessments - the intersection between decarbonisation and social transformation - alongside the core social
assessments for all 180 companies in the Climate and Energy Benchmark. By fully integrating the social
elements (which includes just transition) across these 180 companies in 2021, we enable the Climate andEnergy Benchmark to be ready to move into its second phase from 2022 onwards, when we plan to publish afull benchmark (including social) for every decarbonisation and energy industry group every two years, with an
update in each interim year.
The first year of operation of the Climate and Energy Benchmark focused on building effective research
processes and exploring the opportunities and value add of the benchmark in a crowded climate action space.
These learnings will contribute to a scaling up of benchmark development and delivery, broadening our industry
and sector coverage and deepening our presence and relations in sector- and system-level dialogues. Asawareness of the benchmark grows, so does its influence. We consider this influence an important driver andtest of our work; driving collective stakeholder engagement as different actors share responses and take action
as a result of the benchmark, and testing to further incorporate the benchmark in decision-making centred on
the low-carbon transition. Benchmark resilience will develop as its positive influence is proven throughresponse, action and impact.

20

The Climate and Energy Benchmark team will look into a 2-year benchmark cycle which establishes a fulliteration every 2 years and an update/refresh at the one-year mark. The refresh will provide the opportunity to
update and reframe the findings, relevant to emerging challenges, events or external moments and in
partnership with an Ally or organisation for purposes of targeted engagement. The 2-year cycle will bring a
structure and rhythm to the benchmark’s production and publication. Sectors will be paired, so for example inthe year Automotive is fully benchmarked, Transport will undergo an update.
Expected results
COP26 will be the main target for the Climate and Energy Benchmark to launch its just transition benchmarks
and findings. By assessing all 180 companies in Automotive, Electric Utilities and Oil & Gas on core social andjust transition indicators and publishing these alongside the ACT climate assessment in the benchmarks, allengagement activities scheduled in the run up to COP will support the just transition narrative, as well as otherkey themes at COP26 across these three sectors. Expected results are:•

WBA is positioned as an accountability mechanism that underpins private sector engagement on thetransition to reach the objectives of the Paris Agreement;•

Widen awareness of the just transition concept with key stakeholders, first and foremost benchmarked
companies;•

Drive policy reform on global, EU and Asian level on climate, including through working with the
UNFCCC COP process;•Mobilise a collective impact coalition that leverages benchmark results and findings to advocate for
Science Based Targets and a just transition.

Key activities to support impact
In Q1, we will finish the Oil & Gas Methodology and start to assess the 100 companies in the benchmark. The
benchmark will be published in June 2021, alongside publishing the Just Transition methodology/framework(including indicators), taking the cumulative methodologies published on the Climate & Energy Benchmark tofour (Automotive, Electric Utilities, Oil & Gas, Just Transition). Key stakeholders will be consulted on the Just
Transition Methodology via multi-stakeholder roundtables.
By October we will publish an Automotive Benchmark or update (30 companies) and Electric Utilities Benchmark
or update (50 companies), including core social and just transition assessments. The Automotive results will be
used for a Call to Action campaign in run up to COP26 to support the call to phase out the Internal Combustion
Engine.
Benchmark launches will be supported by various pre- and post-launch dialogues with a key focus on regional
findings, investor specific dialogues and movement building through our Climate Allies. We will also strengthen
relationships with relevant global, EU and Asian policymakers involved with the Climate and Energy
transformation through policy dialogues and publications.
Furthermore, we will begin assessments for a Transport Benchmark (90 companies) or a Buildings andConstruction Benchmark (80 companies) for publication in 2022, in line with the 2-year strategic benchmark
cycles.
Lastly, 17 ACT sector methodologies will be available by the end of 2021, including a generic methodology thatcan be used across a range of sectors, which will allow flexibility to assess companies who do not fall within oneof the 16 high-emitting sectors with a specific methodology. A possible example of application of the cross-21

sectoral methodology within the WBA partnership will be to allow for the assessment of conglomerates atparent company level.
Learning questions and key challenges•••

How can the Climate and Energy Benchmarks be more intentional in regional engagement? Building on
the success of the regional findings on the Electric Utilities Benchmark, how do we cultivate moretargeted partnerships with locally, nationally and regionally influential organisations to sustain thiseffective entry point into policy discussions and drive better engagement results with companies?;
How can we work out loud to ensure consistency internally and within the Alliance? Over time, WBA
and the Alliance can begin to appreciate the depth and possibilities of the benchmarks; specifically indrawing out learnings and synergies for better cross-system alignment and for the purposes ofsystematic decarbonisation;
What strategy will be most effective for engagement with state-owned companies? Given this is key to
the Oil & Gas sector, how will we go about this jointly across systems thinking?

How will we measure success?
As the Decarbonisation and Energy transformation will work to launch the Oil & Gas sector benchmark in thesummer of 2021 it will be crucial to engage with at least 20 % of the companies in scope of the benchmark (total
sample 100 companies). As we will launch the Just Transition framework at the same time as the Oil & Gas
Benchmark, for full publication of the data assessment by COP 26, the success will be dependent on the rightconsultation for the framework. Industry representation from the Oil & Gas, Electric Utility and Automotive
sector will be needed to get support for the framework. We will do so through roundtables, and establishing aworking group around the Just Transition topic that seeks alignment with existing initiatives. Furthermore weneed to grow our Alliance in regions that are under-represented such as China and Africa through our regional
findings and engagement. The aim is to have at least six media mentions throughout the year to increase
visibility of our results.

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Financial Transformation
Stage of development of the benchmark
The aim of the Financial System Transformation (FST) benchmark is to accelerate the contributions of financial
institutions to sustainable development. The financial system plays a unique role as enabler of the six othersystem transformations. Given its inextricable links with all aspects of the economy, the financial system’s own
sustainability is dependent on the sustainability of other systems. Yet not one country is on track to meet all
SDGs by 2030. This unsustainable trajectory poses financially material risks to financial institutions. These
institutions can also, in turn, impact the SDGs – negatively and positively, intentionally and unintentionally. Thispotential for influence holds particularly true of the system’s keystone actors.
We started scoping the FST benchmark in 2020, consulting with over 200 stakeholders via seven regionalroundtables as well as via dozens of semi-structured interviews.
Key aspirations and themes for 2021
The FST benchmark is in development; its main focus over 2021 will be the socialisation of the benchmark
concept, following publication of the scoping report in January 2021 and development of the methodology over
the rest of the year. This will contribute to WBA’s aspiration to publish six of its seven transformation
benchmark methodologies by end 2021. To achieve this, we need to continue to broaden and deepen the
movement, begun in 2020, of influencers, amplifiers and future users of the FST benchmark.
Expected results
Given that the FST methodology will not be published until the end of 2021 and the full FST benchmark will not
be launched until 2023, no results are expected yet for 2021.
Key activities to support impact
2021 will see us continue to build a movement by testing our narrative further – how well does it work across all
financial institutions in scope? Do people agree that the financial institutions in scope are both affected by andcan influence these global goals? How can they influence these goals, and which (general) actions could be mostinfluential to accelerate sustainable development? We will test our narrative with the following groups:• Financial institutions in scope of the benchmark;• Industry associations and networks that represent or work with financial institutions and that are
working on sustainability, with particular focus on those that have disclosure standards, frameworks ortools (e.g. Principles for Responsible Investment, Principles for Responsible Banking, Principles for
Sustainable Insurance, IIGCC’s Net Zero Framework, UN High-Level Financing for Development Working
Group Process, European Corporate Reporting Lab of the European Financial Reporting Advisory
Group);• Regulators and policymakers, with a focus on those regulating the largest clusters of keystone actors inscope of the benchmark (e.g. European Commission, FSA in Japan);• Civil society actors that are engaged with financial institutions and can represent the views of thoseaffected by financial institutions’ decisions (e.g. Fair Finance, ShareAction).
In developing the FST benchmark, our aim is that it proves additive and complementary to evolving market
disclosure frameworks and accountability initiatives. Particularly as the FST baseline will not be published untillate 2022 and is being developed against a rapidly evolving landscape.

23This approach is complementary to our Alliance building efforts. Currently, 20% of our 160 allies are either
financial institutions or working directly with financial institutions. Our ambition is to grow our Alliance to over
300 organisations by 2023, including more than doubling assets under management of financial institution
Allies. It is also complementary to our policy ambitions. We are working closely with the Policy team, given
amongst other opportunities the many developments linked to the European Commission sustainable financestrategy.
We will engage these stakeholders via publication of the scoping report (Q1); publication of the draft
methodology (by end Q2); and then final methodology (end Q4), building on the successful regional
consultations held already to further widen and deepen our network of influencers and potential benchmark
users. With a new Research Lead joining January 2021 and the Expert Review Committee having its first meetingin Q1, we will develop the methodology over the remainder of the year. Key milestones include mapping
existing industry initiatives and indicators (Q1-Q2); testing the draft methodology through sampling a number offinancial institutions in scope of the benchmarks, including testing the core Social transformation indicators(Q3); exploring and identifying potential research partners, whether to support in data collection (2022
onwards) and/or on whose reporting frameworks our benchmark we may directly build; and revisiting further, if
needs be, the 400 in scope as part of our annual SDG2000 updates.
Learning questions and key challenges•••

How will the FST interact with or amplify our other transformation benchmarks? How can we use
platform moments such as COP26?;
How best to engage financial institutions in a rapidly changing regulatory environment? Particularly in
the US with a changing presidency (given >100 of the 400 in scope are headquartered there), andEurope (where the EU Taxonomy is setting standards for financial institutions as well as corporates);Will our principal engagement focus on industry leaders, industry associations and disclosure
frameworks give us sufficient reach to influential agents of change? We plan to deepen relations withthese groups first, and build connections to policy makers and regulators in the key regions where themajority of FST 400 are headquartered later (USA, Europe, Japan).

How will we measure success?
We are tracking outreach and response to the above proposed engagement activities and outputs, seeking tocontact half of the 400 in scope and engage 20%, overall. We will aim for a balance of input, geographically andby stakeholder type, by tracking quarterly outreach and multi-stakeholder roundtables organised, including
number of participants, capturing percentage participating from developing countries, with specific numbers
and percentages of those based in and/or working primarily in Africa and South Asia. These proxies will be used
to assess reach and engagement among financial institutions and their key stakeholders – as noted in thisreport’s opening remarks, knowledge of WBA is lagging amongst investors. The direct outreach suggested here,
backed up by deepening relationships with key industry associations and disclosure frameworks, alongside thefour planned Collective Impact Coalitions and hiring of an investor engagement lead noted elsewhere in theannual plan, and making smart use of other transformation benchmark launch moments, ought considerably
improve awareness of WBA amongst this key user group.

24

Circular Transformation
Stage of development of the benchmark
More and more research is becoming available which shows the urgency to move away from a linear economy
as a system that generates extreme amounts of waste and exacerbates the climate crisis. The latest Circle
Economy Gap report shows that less than 8.6% of the global economy can be considered circular and the trend
is downwards. This issue is particularly relevant for developing countries. Sustainable growth for developing
economies can be more resilient when based on a circular model of raw materials and products. A lack ofrecycling and waste-sorting facilities, combined with waste exports (particularly plastic and e-waste) create anegative impact, whilst opportunities for job creation and enhancing livelihoods (such as in retrofitting andrepair) create opportunities. The full value chain on keystone companies, including their relationship with theinformal sector, is fundamental to the circular transformation.
This is why Circular is one of the seven system transformations WBA has identified as crucial to achieving the
SDGs. We see evidence of some companies committing to implementing circular principles, but much moreneeds to be done. Whilst the recent uptake and interest in the circular economy is definitely positive, it begs thequestion as to how these commitments and ideas are understood by boards and practically translated into reallife projects and programmes with the adequate tracking and measuring mechanisms required to understandtheir full effect and potential.
The scoping study completed and published in Q4 2020, supported by the Laudes Foundation, highlighted thepotential for transparency to propel the circular agenda forward, with a primary focus on the global fashionindustry. Learnings from the fashion industry can be applied to other key industries such as the built
environment and electronics. Key findings were that 1. Circularity as a business concept and activity is in its
infancy; 2. Greater transparency from the private sector is urgently needed to move circularity beyond words toconcrete actions; 3. There is broad support across stakeholder groups to capture existing best practices andinspire action from others in the sector by establishing a corporate benchmark.
Key aspirations and themes for 2021
This scoping study has recommended that a publicly available and free circular benchmark be developed toserve as a tool to incentivise companies. This will allow for the opportunity to capture best circular corporate
practices through engaging with companies, to inspire companies to do more and show which circular businessmodels are fit for the future. To address the lack of comparable data and incentives for companies to betransparent, such a benchmark should rely on the development of a methodology that would seek to findcommonalities among existing frameworks. Building such a methodology and benchmark requires multistakeholder dialogues that involve the companies themselves, circular experts, civil society (including those
representing marginalised voices who are affected by impacts in developing countries) alongside eventual
benchmark users, such as investors and policymakers. The circular benchmark and associated company-level
data could also serve as an input into the evolving policy sphere by providing an evidence base for thedevelopment of policy regulations and requirements with regard to circularity, such as recyclability, repairability
and plastics regulation. The next step in the development phase will be to initiate the work on methodology
development with the ambition to launch a full methodology by the end of 2021.
Expected results
Given that the Circular methodology will not be published until the end of 2021 at the earliest, no benchmark
results are expected yet for 2021. The year will be focused on developing the methodology through multistakeholder dialogues, continuing to leverage the work of others and ensure that the benchmark is relevant.
25

Key activities to support impact
Q1 will be used to start ERC-building, for which we have approached multiple interested parties already such as
the Ellen MacArthur Foundation and the WBCSD Circular experts who have indicated their willingness.
Furthermore, we will do preliminary research for methodology framework. Many learnings from the Food &Agriculture transformation work will be taken into account for the Circular framework which is a system that will
do assessments at a scale that is unprecedented for the organisation.
Q2 and Q3 will be used to deep dive into themes, targets, metrics, more in-depth engagement calls, etc. withthe aim to end with a draft methodology that can be published for consultation. Q4 will be all aroundmethodology feedback gathering, calls from all stakeholders including the Expert Review Committee andpublication of the final methodology.
Learning questions and key challenges•••

With no specific funding secured for this transformation, how can we refine the scope to make it more
relevant and impactful?
What type of a methodology would be appropriate to for the scale of our ambition – to assess over 700
companies across different industries by 2023?
How can we build further on learning in from the financial and food systems to get to the scale needed
whilst still driving impact and recognising the different industry challenges?

How will we measure success?
Results will be measured in terms of expansion in Allies with a focus on Circular Economy, particularly indeveloping countries, the establishment of an Expert Review Committee and engagement uptake in socialising
the methodology.

26

Institutional Engagement
WBA’s institutional engagement efforts in 2021 will concentrate on expanding and deepening relationships,with a focus on driving forward multi-stakeholder, cross-sectoral engagement through the development ofCollective Impact Coalitions in at least three systems, as already expressed above. We anticipate designing anddeveloping these in the Social, Digital and Food and Agriculture transformations and exploring the potential toalign with other coalitions (i.e. collaborative platforms curated by Allies such as Ceres, We Mean Business, etc.)
in the Decarbonisation and Energy transformation to drive forward shared action and impact. These multistakeholder engagements will prioritise action from investors and policymakers and will be co-created and led
with Allies.
Expected results:
•
•
•
•
•
•

•

WBA is seen as an evidence-based solution to promoting transparency and accountability and action
on corporate SDG performance in line with the Decade of Action;
Deepened relationships and buy-in from SDG2000 companies to reflect importance of company
engagement throughout benchmark development process;Investors, civil society organisations and policymakers understand and are empowered to use WBA
data to influence company behaviour;
Strengthened regional and international demand/ consensus among policymakers and sustainable
development practitioners for consistent and comparable corporate legislation and reporting;
Allies better understand how to work with us and each other to create Collective Impact Coalitions thatdrive systemic transformation in and across areas of focus. Continue to broaden and grow the Alliance;
Globally inclusive and balanced engagement across geographies and sectors, including customised
engagement strategies based on cultural and regional norms or expectations, to reflect the diverse
perspectives and voices of stakeholders;
Adequate internal resourcing and capacity to facilitate diverse engagement with various stakeholder
groups, as well as alignment of benchmark-level engagement with institutional needs and priorities.

Key activities to support impact
As we work to empower diverse stakeholders and constituencies to use our data to mobilise and acceleratecompany performance, we will continue to focus on widening the tent of actors we engage with. This will
include working closely with our Research and Communications colleagues to ensure that relevant perspectives
are reflected in benchmark methodologies, position benchmark data appropriately and develop cohesive andcomplementary narratives for impact. It will also include working with our Allies in new ways that cut acrosssilos, sectors, and geographies to drive collective engagement at a systemic level.
We will accomplish this through the following activities:•••

Map relevant industry associations and professional networks, including those headquartered indeveloping or emerging economies, on a system basis to deepen engagement at the benchmark leveland expand reach in terms of potential impact on behaviour of the SDG2000;
Develop and launch a list of influential SDG2000 companies to test and champion WBA benchmarks
and approach to business engagement on the SDGs;
Hold multi-stakeholder roundtables or activations on high-level themes of transparency andaccountability, in partnership with Allies wherever appropriate, during at least three global convenings,
including:o World Economic Forum Annual Meeting (Davos);o UN High Level Political Forum;o UN General Assembly.
27

•

•

•
•

•

•

Grow Alliance to 225 organisations representing a diverse cross-section of geographic regions andsectors and focusing on community-building and strengthening through:o Annual Allies Assembly;
o Recruitment event focused on sharing positive stories of Ally engagement with WBA andintroducing new voices to WBA so that the growth of the Alliance is Ally-led;
o Regional convenings aimed at promoting intra-Alliance collaboration and partnerships,
including potentially around Collective Impact Coalitions, Policy CoLABS, or other sharedpriorities;
o Embedding developing country perspectives within the Alliance, including throughstrengthening the Farmer Coalition and expanding this model to other systems/benchmarks.
Initiate three Collective Impact Coalitions focused on aligning stakeholder expectations of companies,
highlighting multi-sector influence on company behaviour and developing principles for collaboration
within and across Allies;
Coordinate two investor statements/letters, in partnership with WBA Allies, calling for the use of WBA
data in investment decisions and capital allocation;
Develop and launch two Policy Collective Learning & Action Labs (CoLABS) focused on convening WBA
Allies around key policy issues and driving shared outcomes or deliverables for engagement with
policymakers, including on a regional basis;
Drive deeper policy engagement and demonstrate thought leadership and expertise at the global andregional levels by developing white papers or position statements, inputting into major consultations
or policy frameworks, or hosting multi-stakeholder roundtables or activations on the margins of major
global fora such as:o G7 and G20;
o World Bank/IMF Meetings;
o UN Financing for Development Forum;o UN Human Rights Council;
o Regional Economic Commissions;o PRI In Person;o Paris Peace Forum;o COP;o Regional fora (i.e. ASEAN Summit, ADB Forum, etc.).
Continue to be globally inclusive in our engagement by:o Developing a target stakeholder list to extend our professional network in regions across theglobe where the effects of not achieving the SDGs will be most severely felt, particularly indeveloping countries;o Build a customised narrative for our work that reflects the reality of these regions and cantherefore create the necessary impact;o Map events and conferences (regions/transformations) where WBA should take part acrossthe globe to maintain this principle of inclusivity and gain wider perspectives into our work.

Learning questions and key challenges
In 2021, our primarily learning questions will be:••

How can we ensure globally diverse, inclusive, and representative engagement with key stakeholders?
How can we facilitate collective engagement through multi-stakeholder, cross-sector collaboration tomobilise and accelerate corporate performance on the SDGs?

28

In working to successfully address these learning questions, we anticipate the following challenges:•••

Continued gaps in geographic representation within the Alliance, particularly in Asia, Africa, and Latin
America;
Difficulties in penetrating the market with American and Chinese companies, where 50% of our
SDG2000 are headquartered;
Potential difficulties in building new relationships or deepening existing ones due to continued COVID19 travel restrictions.

How will we measure success
We will primarily measure institutional engagement success by aligning outcomes of our activities with WBA’s
Results Management Framework. This includes tracking at three key levels: stakeholders using benchmarks totake action (including through collective engagements), publication and socialisation of benchmarks, andevolution of the Alliance. At the first level, we will aim to launch at least three Collective Impact Coalitions
focused on the digital, food and agriculture and social systems. These Coalitions will convene relevant Allies
from across geographies and stakeholder groups and will aim to develop targeted recommendations andactions using benchmark data that will lead to broad impact focused on driving company behaviour change. We
will also potentially launch a Coalition focused on climate, developed in close coordination and alignment withother Allies that are currently active in the space such as PRI, Ceres, ShareAction and others. At the second level,
we will host at least two socialisation events per benchmark or system, in partnership with Allies, in addition toindividual benchmark launches. Wherever possible, these events will be hosted during or on the margins ofmajor regional or global convenings. We will also rely on our community of Allies to provide platforms forsocialisation of benchmarks through amongst others webinars and roundtables. Finally, at the last level, we willgrow our Alliance to 225 members spread across stakeholder groups and geographic regions, with at least 30%
of Allies headquartered in developing countries.
In addition, we will continue to measure our success by tracking qualitative measures, including invitations from
Allies to provide feedback or comments on organisational work plans or publications, examples and use caseson how stakeholders are using benchmark data to spark dialogue and influence company behaviour andanecdotal evidence on WBA’s role in shifting attention and focus to broader conversations around corporate
disclosure, transparency and accountability.

29

Research
Growing our Research Capabilities & Working with Partners
A significant way for our research to help deepen relationships, grow our influence and foster resilience isthrough building on the work of others. During 2021, we will continue to ensure that we collaborate with Allies
and align with relevant initiatives and metrics as we develop and deliver new methodologies.
With the continued rapid growth of an in-house research team, we will invest extra time in ensuring we havethe skills needed to deliver our benchmarks. With scale, the challenge of quality control becomes greater.
Alongside the in-house skills that we need to recruit for, we will also continue to apply a hybrid model where weselectively outsource specific work to partners, such as CDP for our climate benchmarks and EIRIS Foundationon the Corporate Human Rights Benchmark. The core social indicators that will be applied across all benchmarks
in 2021 will require working with new partners too. We will explore options for working with a number ofdifferent partners on research with a particular focus on those located in developing countries. By ensuring we
use a mixture of in-house teams and outsourced partners, we can manage the peaks and troughs of theworkflow, learn from others and maximise our impact.
Monitoring, Evaluation & Learning
During 2019-2020, we undertook a thorough review of our Theory of Change (ToC) and Results Management
Framework (RMF) and updated them to focus more specifically on our impact in developing countries. This
resulted in our new Monitoring, Evaluation and Learning (MEL) Framework through which we monitor andevaluate our impact.
The framework is implemented through various tools. The RMF structures the data collection, processing andreporting aspects of the MEL framework. The KPIs within the RMF are selected to represent the ToC
components in data that are collectable, measurable, and reportable. Evaluation serves the continuous
improvement of the implementation of the activities of WBA to ensure they are as relevant, efficient andeffective as possible or, where not, modified or cancelled. Learning activities ensure that the results stemmingfrom the monitoring and evaluation work are captured, fed back into the organisation, and shared more broadly
with internal and external stakeholders.
The first evaluation of the MEL Framework took place at the end of 2020. During 2021, WBA will review andimplement recommendations from this first evaluation. In conjunction with our Supervisory Board and Donor
Committee, we will review recommendations regarding the relevance, efficiency, impact and sustainability of
WBA benchmarks. The findings will inform decision-making to ensure our MEL is fit for purpose.
In partnership with the IKEA Foundation, WBA is developing a specific MEL project to deepen our understandingof the impact of keystone companies. The pilot project will extend our institutional Theory of Change
by evaluating the correlation between the benchmark performance of approximately 30 food and agriculturecompanies, and their regional impact through value and supply chain partners in East Africa and South andSoutheast Asia. WBA intends to use this project to:•••

Demonstrate to keystone companies the growing societal expectations around the applicability anddisclosure of sustainability policies and programs beyond their core operations;
Inform the methodology development of the Food and Agriculture Benchmark, by demonstrating theextent to which the benchmark is sufficiently capturing regional impact;
Provide institutional learnings and recommendations across all of WBA’s seven systemtransformations.

30During the first full Food and Agriculture Benchmark in 2021, companies with the biggest spheres of influence
across the two regions will be identified. The framework for evaluating impact will be developed in line with thebenchmark methodology, with both the project framework and final company selection finalised in mid-2021.
The second half of the year will be spent engaging with the selected companies and their value and supply chain
partners, in preparation for data collection and the first correlation analysis in early 2022 (using the results ofthe 2021 benchmark as the basis). The findings will support our ongoing learnings on how to transform systems
and improve business impact of all our work in developing countries.
Deepening our Insights into the SDG2000
During 2021 we will expand and enhance our understanding of the 2,000 keystone companies that make up theWBA benchmarking universe. In January 2021, we will relaunch the SDG2000 to reflect changes to thecompanies (such as mergers or acquisitions) and make new links to the work of our Allies. We will also publish
new insights into the collective impact of the keystone companies to help deepen an understanding of theirrelevance in a way that complements the benchmarking cycles.
We will also explore new ways of visualising the SDG2000 on a dashboard that tells a story about results andimpact. Our aim is to help everyone to understand how an individual company, as part of an industry that isnested within a system, can play a role in delivering the SDGs.
Learning questions
In 2021, the Research team’s primary learning questions will be:
1.
2.
3.

What is the right balance between recruiting and resourcing benchmarks internally vs working withexternal third parties, and how do we maintain quality and oversight for both?;
What changes do we need to make to our MEL to improve the relevance, efficiency, impact andsustainability of WBA benchmarks?;
How can we deepen our insights into the 2,000 keystone companies we are benchmarking, particularlyaround their impact in developing countries?

31

Communications
We plan to use 2021 to initiate our journey to communicate to our audience in a more ambitious, interactive,
and in-depth manner. It is crucial for us to continue to keep our communication simple and clear to understandand use it to shape impactful engagement and research milestones. From 3 FTE’s in the beginning of 2020, ourteam has grown to 6 full time communication employees with various segments of expertise shared between
them. In 2021, we would like to fully utilise the combined expertise and diversity of this team to maximise
WBA’s communication efforts to reach the outside world. We would like to achieve this by not just taking an
inside-out approach, but by also learning to listen, collaborate with our stakeholders and react and adapt towhat is happening externally. For us, 2021 brings the opportunity to reach new territories, by expanding ourreach geographically to create new impressions and impact in regions where we have not been before. We will
also strive to continue to keep our communications truly inclusive by using methods and stories that will
resonate with our global audience.
At the transformational and benchmark level, it is essential for us to break down the data and results we
produce into accessible, creative and easy-to-understand formats for all stakeholders. Here, it is important toremember that communication requires a constant seat at the table, right from the beginning of the planning
for all our initiatives, in sync with engagement and research efforts, to deliver a holistic approach to create
impact. We strive to keep momentum ongoing throughout the year and customise our work to reflect the key
moments of the organisation overall. In 2021, our communication strategy will be truly integrated and use all
the different tools and resources we have, to achieve maximum impact.
Audiences
While engagement focuses on deepening relations on a one-on-one and one-to-few basis, communication takesthat further by focussing on reaching the mass audience. The below table maps the stakeholders we hope toreach in 2021 with our communication efforts.

Companies
Investors
Civil society
Governments
Individuals
AlliesMedia

PR/earned
media
X
X

Social media

WebsitePublications

X

X
X
X
X

X
X
X
X

X

X

X
X
X
X

General objectives to influence knowledge, attitude and behaviour
In 2021, the communications team will focus on influencing the knowledge, attitude and behaviour of the above
stakeholder groups in the following ways:•••

Build awareness on how benchmarks are a roadmap for companies to change behaviour;
Ensure that WBA and colleagues are perceived as an independent, credible and influential voice;Create compelling content that will help our audience arrive at a call to action as a concrete next step.

32

Key activities to support impact
Earned media
Earned media is any publicity or content published about WBA by a third party, which we have not created or
paid for. It is gained organically with editorial influence and word of mouth, often through proactive media
relations.
Objective
Position WBA as a sustainability leader and respected commentator in global media. We will make our voiceheard by translating benchmark insights into meaningful and concrete examples.
Activities••••

Continue expanding WBA’s voice across global media with a focus on SDG2000 and our key
transformations;
Develop media relations in regions across the globe where WBA’s visibility needs to be enhanced to create
impact;Leverage our agenda to key external moments to build our profile in the media;
Devising a thought leadership strategy that reflects our ambitions (aiming for a balanced proactive/reactive
approach) and thereby creating a license to speak.

Learning questions••

How do we sharpen our unique selling proposition towards the media to set our voice apart in the external
world?
How do we keep our internal agenda relevant and aligned to media appetite?

How will we measure success?
This can be measured by keeping a tab on WBA’s media mentions, stand-alone stories and features. We willcontinue to aim for coverage in a qualitative rather than quantitative fashion.
Quantitively, we will be able to compare our global reach by identifying areas/countries of media coverage in
2021 vs 2020. We will also compare the amount of high impact stories, the number of positive, neutral or
negative representation of WBA in the media. Another metric can be the ownership of WBA representation, forexample when WBA is simply mentioned or when a whole article is authored by one of our colleagues.
Finally, in order to assess our thought leadership efforts, we should be able to measure our ‘push and pull’,disclosing how many media opportunities are originated by proactive efforts or rather the journalists coming to
us as a reliable, trusted source of information.
Owned media
Owned media is the set of communication channels that we have complete control over: website, publication
tool, newsletter, blogs.
Objective
WBA’s research and stories are communicated in a simple and aspirational way through an intuitive and goaloriented journey through our website and publications.
Activities•••

Use our newly launched website to show the expertise of our colleagues, collaborations with Allies and how
our benchmarks are being used by stakeholders;
Further building our visual identity and design, while making sure we stay consistent;
Use our owned media channels as a vehicle to communicate more critical information around the SDG2000
companies;
33

•
•

Improve the presentation of our data and findings via our publication tools to maximise user-friendliness;
Analyse online behaviour and use this to tailor our decision-making on best practices and track active areas
for improvement.

Learning question•

How can we let the outside world help shape our decisions on how to best present our benchmark
results?

How will we measure success?
An increase of sessions (+20%) and time spent (+10%) on our website and publications and by having aproactive outreach to our stakeholders for feedback.
Social media
Objective
WBA’s defining moments are amplified online by strengthened social media engagement and online
conversations.
Activities
•
•
•
•
•

Continue to build on our social media presence and increase our following online quantitatively andqualitatively;
Maximise our key moments on social media to connect with our audiences and to keep awareness high;Equip our internal thought leaders with tools needed to become active voices on social media and use theirplatforms to generate interest for their areas of expertise and inspire action;
Create and share content on social media that resonates and provokes conversations in order to strengthen
our engagement with key stakeholders;Identify and try to use new social media platforms to engage with our audience across the globe (throughthe use of e.g. Weibo/WeChat in China) in our strive to be more inclusive.

Learning question•

How do we turn our internal thought leaders into influential voices for WBA’s mission on social media?
How do we best amplify our research and engagement milestones and create impactful conversations
online?

How will we measure success?
We will record quantitative (increase in rates of impressions, visits, engagement, reactions, mentions etc.) andqualitative (influential followers, frequent mentions by SDG2000 companies) social media metrics. In addition,
we will assess how our internal thought leaders gained proficiency in using their personal accounts and how
their channels/online networks grew over time.

Storytelling and co-creation
Objective
Have our audience relate better to our content and feel energised to act on it by embarking on conversations
through a storytelling and co-creation approach across our communication channels (owned, earned, social).
Activities••

Draw on the power of our existing stakeholders, board members, ambassadors and diverse Alliance toamplify WBA’s mission and impact through various means of communications;
To co-create our messages, stories and communication campaigns with our Allies as opportunity arises;34

•

Inform our colleagues on how they can utilise storytelling to create powerful content and optimise theirpersonal voice.

Learning question•

How can we co-create our content in a way that allow us to share, listen and bring in different
perspectives of the external world/partners?

How will we measure success?
Number of shares online via WBA channels and engagement rate with posts (both for WBA and colleagues). Thiscan also be measured by tracking how many communication opportunities/projects we work on in acollaborative manner with our external stakeholders.

35Operations
People, Culture, Learning and Development
In 2020 the organisation grew rapidly from 41 colleagues at the end of 2019 towards 64 expected at the end of
2020. Growth happened in all parts of the organisation and around the globe and we are proud to have beenable to successfully onboard and integrate new people into the organisation even during times of COVID-19. In
order to achieve the continued aspirational impact and the delivery of the activities mentioned in this annual
plan, the growth curve will continue to be steep with an indication of 20 new upcoming roles in 2021. With thislarger workforce in place, we will have to align people related processes more explicitly with the overall themeof this annual plan. As we need to be ready to welcome these new colleagues in 2021, we feel it is important tofocus on the 4 objectives below to ensure the organisation is and will remain resilient.
Manage performance and development
Impact, the related commitments and development are part of a self-owned individual process. Selfmanagement is a crucial element of WBA’s culture. But we know the importance of supporting people in thisjourney as it might be perceived as counterintuitive. That is why we will further develop the role of People
Leads. People Leads are people in the organisation that are personally committed to people development as
part of their own commitments. They like to encourage colleagues to own their learning and development andlike to help to maximise colleagues’ impact. The bi-annual commitment setting conversations are key to identify
commitments, personal impact, feedback and learning questions. In line with the picture below we will makethese conversations and the process more explicit.

Grow and maintain talent
It is our conviction that the only way to be impactful is through happy and independent people who bring theirfull potential to work. It is also important to identify talent and ensure they remain challenged by their work at
WBA. To ensure this, we are putting emphasis on what colleagues can learn as they go instead of making use ofwhat they already know. We believe lasting and impactful personal and professional growth comes 70% fromthe job, 20% from and with others and 10% by formal learning. Although we have been working according tothese guidelines since the start, we feel we have to implement this approach more explicitly. As a result, we will(continue) to ensure individual and collective growth and dedicate activities to identifying, cherishing and36

maintaining talent in the organisation. Together with the executive team, the people- and benchmark leads, wewill make sure to identify talent and closely monitor them.
HR processes and policies
In 2021 we will further determine and simplify our (international) human resources processes and policies, toensure we continue to shape the organisation in a clear, equal, inclusive and transparent way. Some activities
that we will undertake to ensure that are: re-evaluating our salary house and compensation system, our HRsystems and international compliance of pensions and staff related insurances. The size of the organisation alsoasks for the creation of light job profiles, describing the purpose of each role whilst staying independent in how
to reach that impact.
Culture: Make Teal and our ways of working more explicit
In 2021 we will continue to build a resilient organisation and deliver the impact in an effective and efficient way.
Therefore we will make sure to continue to focus on culture and our ways of working. The values of WBA are at
the heart of our culture and we are using the principles of a Teal organisation (Frédéric Laloux, Reinventing
Organisations) to create an organisation that is a great place to work at and with. The concept of Teal culture ispeople-centric by promoting the autonomy of the team which in turn enables organisational change andevolving as the organisation grows. Our Teal culture can be characterised by self-management, being yourwhole self and evolving purpose (see picture). We see the organisation as a living system, where change
happens all the time and we all grow as the organisation and people evolve. We will do this through open andhonest conversations, raising self-awareness and without a need for command. In 2021 we will further evolve
the activities around Teal working, such as our cultural introduction days, our buddy system for new people, thePeople Leads and our bi-annual team building days. We will also continue our learning approach, with setting up
trainings/information channels and our learning leaders helping to create certain habits and behaviours aroundfeedback and active listening, resilience, ownership and self-management and systems thinking.

Learning questions••

How do we support our colleagues and the organisation in embracing the teal way of working?
What are the processes, tools and interventions needed to ensure agility whilst continuing to grow theorganisation?

37

Governance
Our Supervisory Board expanded with an additional six new members in 2020 and two Board members stepped
down. In 2021 we aim to complete the Supervisory Board composition with the recruitment of two or three
additional members. Having a Board that is diverse in mind and way of thinking is our ultimate goal as it createsa body that is able to ask the right questions and independently oversee the work of WBA. We believe that by
ensuring that the Board mirrors WBA’s stakeholders in terms of expertise and geographical context we willachieve that. Therefore, we will focus on finding people who have experience from mainland Europe and East
Asia, as well as a youth representative. A youth representative is critical as the voice of the future, as someone
with a real stake in what the world looks like in thirty, forty or fifty years.
2021 will be the year to deepen the relationship with and amongst the Supervisory Board members to ensure
they are able to exhibit the governance that WBA needs. During the recruitment and onboarding process of new
members in 2020, we tested the initial governance model and slightly adjusted it for the coming years (seebelow). We replaced the advisory council with a clear role for our donors and we also clarified the role of theAllies Assembly. Both entities provide guidance and input, which is then used by the Executive Board to adjust
plans and strategies, after which the approval of the Supervisory Board is sought. In the previous version there
was a direct relationship between the Supervisory Board and these entities, which we felt complicated thegovernance in the early years of WBA’s existence. Furthermore, we divided the organisation into the Executive
Board and its three core capabilities. Another new feature from 2020 which will continue into 2021 is the threedifferent committees within the Supervisory Board which reflect the Core Organisational Capabilities:
Engagement, Research and Operations. These committees will continue to provide WBA with support andexpertise on each of the focus areas.
As the organisation is further developing around the teal principles the major learning question for 2021 is how
to govern a teal organisation like WBA. This may further impact the governance model.

New WBA Governance Model

38

Old WBA Governance Model

Donor management
Despite and maybe sometime because of COVID-19, WBA has been making good progress with bringing in new
funders. With WBA’s ambitions remaining high in 2021 and beyond, there is a need to continue to grow ourfunders base. With most in-person events still being virtual at the start of 2021, growing our funding pipeline
will be challenging. WBA will continue to ask existing donors and our Supervisory Board members to leverage
their contacts with other funders and introduce WBA to grow our pipeline. In 2021, we look to learn more on
how we can continue to grow our funders base in times of COVID-19.
WBA aims to build a mutually beneficial partnership with its donors by:•••

Maintaining regular contact by leveraging mutual interests and involving our contacts in consultations
or content appropriate discussions;
Convening two donor meetings for donors that give WBA unrestricted funding – spring 2021 tocoincide with finalising the 2020 annual report and autumn 2021 to coincide with planning 2022;
Linking donors’ thematic units or contacts with WBA’s benchmarks to ensure expert insights areexchanged and properly captured in scoping, framework development or engagement activities.

Specifically for private foundations donors:•

Facilitating a quarterly ‘Funders Synergy Hub’ in which WBA facilitates a discussion among private
funders on topics that relate to the private sector’s role in systemic change to achieve the SDGs.

Specifically for government donors:•

Providing insights from WBA’s benchmarks, indicating where policy is enabling or hindering sustainable
development, for building effective government policies;

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Co-hosting events and/or provide each other with speaking opportunities both at national level, as well
as at multi-lateral level, often alongside events such as the UN General Assembly or COP;
Linking WBA with government missions, to help include developing country voices and insights andamplify WBA’s work at a local level.

40IT and data platform
Digitalisation and automation is important for WBA to create impact as it helps ensure the integrity of theorganisation’s data and allows people to focus on those tasks and activities where they can make a difference.
To have an effective and efficient team, WBA wants to continuously monitor and (when necessary) enhance its
IT and Data platform.
The platform consists of a set of products or tools to support WBA’s core processes. In order to efficiently andeffectively grow and adapt this platform to our needs, WBA maintains a set of architecture guidelines and uses
an agile/scrum development approach. These guidelines define the structure of the platform that is already inplace to ensure that future additions to the platform satisfy the same requirements. Such guidelines create asolid foundation for our platform, making it more scalable, increasing performance and reducing costs. It will
also allow WBA to more immediately utilise new technologies, such as artificial intelligence and machinelearning (when useful), as the platform tools will already be well integrated with each other. The agile/scrum
development process ensures that the evolution of WBA’s platform can withstand a state of flux, by being easily
adaptable to change due to incremental builds and an iterative approach to development. This approach also
ensures WBA closely monitors and manages development costs. Tools within the IT platform thus far can be
broken down into three categories: Institutional (e.g. Office 365 for Business), Engagement (e.g. Dynamics 365
CRM), Research (e.g. SurveyJS) and Communication (Wordpress).
In 2021, WBA will place an emphasis on tools related to Engagement and Research. For Engagement, there will
be an emphasis on the internal capacity and usage of Dynamics 365, our so-called ‘Engagement Tool’. This tool
has become an important archive of our stakeholder engagement but also our reporting data. Most indicator
data required for WBA’s newly developed Results Framework is collected through this medium. For this reason,building the capacity and confidence in the Engagement Tool is imperative.
Through consultations with experts, a recommended next integration into the organisation’s platform is a data
warehouse and visualisation tool. This will fall under the Research category and will be further investigated as arepository for WBA’s benchmark-related data moving forward. Alongside the publication of the different
benchmarks, the publication tool will be enhanced, and more functionality will be added.
Lastly, after the rapid growth in 2020 we will ensure to use 2021 to rationalise our current software licenses,
including ensuring not-for-profit pricing where possible.
Data management strategy
After finalising a more concretely defined data management strategy (DMS) in Q4 2020, WBA will focus onturning this strategy into more than just a document, but an engrained part of our workplace culture through2021. The DMS will help (1) ensure integrity of WBA data as it expands and (2) provide the support base WBA
employees need to develop a more digitalised working culture. This will supplement the policies we alreadyhave in place regarding the EU’s General Data Protection Regulation (GDPR). WBA aims to be transparent andshare its data, however we also need to maintain (for companies) some privacy on confidential material. This
interplay is an important consideration when working with WBA data. Most of the standard data management
strategy principles, such as governance and security, will be covered in the new DMS but there will also be anemphasis on workplace culture. WBA will focus on turning this strategy into more than just a document, but an
engrained part of our workplace culture through 2021.
Learning question•

What is the core of our data governance to ensure our data remains right and relevant?

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