• How much environmental and societal surplus does the innovation create? We measured surpluses delivered by entered innovations along six dimensions: economic vitality, environmental sustainability, lifetime well-being, access & inclusion, societal enablement and ethical capacity.
  • How effectively does the innovation leverage environmental and societal surpluses into a more robust and resilient business model? We considered how it scaled, whether it addressed the root cause of ESG issues, whether it increased differentiation, leveraged business ecosystems and would be difficult for competitors to replicate, whether it created both shareholder returns and benefits ESG stakeholders valued, and whether it animated the purpose of the company.
  • The scale and scope of change driven by the innovation, which was considered across the organisation’s businesses and product and service lines, and along the company’s value chain. We sought to see how far the innovation had taken the entrant towards a fundamental re-imagining of their business model around sustainability as a source of competitive advantage.
  • The extent to which the innovation utilised sustainability as a fulcrum for business advantage, and the impact on the entrant’s industry and ecosystem. In this dimension we were looking to see entrants move beyond sustainability as a brand enhancer, to sustainability as competitive advantage. Were they reshaping competitive boundaries by creating and scaling a reinforcing loop between business value creation and environmental and social surpluses?

Australasian organisations, or the Australasian offices of global organisations, that have operated for more than one year, were invited to submit an innovation that was embedded in the business, contributed to better environmental and social outcomes, and created tangible business value. This innovation could be a product or service, strategy or initiative.

A market analysis was not conducted as part of the creation of the list, and only organisations which submitted had their application assessed. Entrants filled out an extensive survey covering the four dimensions of the SBM-I framework.

This information alone was used to assess entrants and develop the lists. An expert panel with representatives from BCG and the Financial Review then approved lists and chose the overall winners, category winners and innovators and special awards. Each entrant receives a unique benchmarking report with the results of their assessment.

– BCG Team

Explore the Sustainability Leaders list for 2022

  • How the awards were decided The list highlights leading sustainable innovations from entrants who submitted a sustainable business model innovation across nine industry categories and three special awards. 
  • FutureFeed, v2food, Cobram Estate Olives, Blantyre Farms, GreenCollar Read about the winners of the Agriculture and Energy category
  • Brighte, NAB Australian Ethical Investment, IAG, Natixis Read about the winners of the Banking, Superannuation and Financial Services category
  • Brambles, Kinetic, Australia Post, Sendle, ANL Singapore Read about the winners of the Logistics & transport category.
  • Planet Protector, Great Wrap, Amcor, Piping Hot Australia, Unilever Australia & NZ Read about the winners of the Manufacturing & Consumer Goods category
  • Arup, FairSupply, Pollinate, Worley, Aurecon Group Read about the winners of the Professional Services category
  • Frasers Property, EP&T, Hesperia Property, HIP V. HYPE, Built Read about the winners of the Property & construction category
  • ResourceCo, Allume Energy, Delorean Corporation, Fortescue, Discover Energy Read about the winners of the Resources, Energy & Utilities category
  • Woolworths, MJ Bale, Intrepid Travel, Coles Group, Officeworks Read about the winners in the Retail, hospitality, travel & entertainment category
  • Telstra, GreenToken, NGIS, TPG Telecom, IBM Australia Read about the winners in the Technology, media and telecommunications category.
  • Sustainability action is urgent, but there’s a capability gap The imperative to act on climate change and other sustainability issues is well understood, but organisations face a capability gap when it comes to putting it into practice.
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