The data-informed goals we have set are rooted in science and align with mitigation pathways recommended by the Intergovernmental Panel on Climate Change (IPCC). We are also emboldened by the ambition of our parent, ENGIE, to become the leader in the energy and climate transition by setting wide-reaching goals in a way that reconciles economic, social and environmental performance. However, setting goals is just the first step. Transformation requires immediate action, so we have set short timelines to achieve these goals. In our transformation, we will shape new markets, leverage our own sustainability experts and capabilities, and engage an ecosystem of stakeholders to drive the greatest impact across our employees, communities, suppliers and clients.
We will be carbon negative by the end of 2021.
We will balance our water use in the U.S. by the end of 2021 and internationally by the end of 2023.
We will reduce our upstream waste and waste to landfills to achieve zero waste by 2023.
ENGIE Impact has set a goal to be carbon negative by 2021. While ENGIE Impact offset all of its emissions already in 2019, our carbon goal calls for increased methodological rigor, science-based reduction of our carbon footprint, and an innovative strategy to compensate for our residual emissions. In 2020, we aim to reach carbon neutrality, and by 2021, we aim to be carbon negative by avoiding or removing more carbon from the atmosphere than we emit annually. Leading this strategy are some of the world's foremost sustainability consultants on carbon markets and greenhouse gas accounting across voluntary and regulated markets.
Our strategy began with a detailed analysis of our own emissions footprint and development of our offset strategy. To make this vision a reality, we have a lot of work to do. We’ve now spun up cross-functional teams to tackle our largest emissions sources, to devise new strategies to improve the quality of offsets, and to begin our efforts to simplify carbon markets for clients and communities.
Our strategy began with a review of our water footprint and scan of our water risks across our global locations, leveraging tools like the World Resource Institute Aqueduct Water Risk Atlas. With that foundational understanding, we plan to analyze water restoration projects and partners in our most at-risk regions, through the key dimensions of water risk: availability, quality and reputation. Our analysis revealed a strong partner in North America to help us achieve our goals quickly, but to tackle our global footprint, we must invest in a deeper diagnostic.
Our strategy began by conducting waste audits across our North American offices, coupled with data from previous on-site waste characterizations to estimate diversion rates, which we will use as our baseline going forward. Given the evolving conditions of remote work due to COVID-19, we will use our historic waste invoice data and resume waste characterizations once employees return to offices.
In the coming months, we will continue to communicate on our comprehensive Corporate Sustainability Program. As signatories of the United Nations Global Compact, we are working to design a program that will have the greatest impact on Sustainable Development Goals. Through this process, we aim to further integrate sustainable development across our enterprise management processes, systems and culture. Here is a glimpse into several critical areas of focus.
To enable our corporate purpose, ‘Make Sustainability Happen Today,’ we are committed to building a governance structure that drives global outcomes with local relevance. As a wholly owned subsidiary of ENGIE, our transparent business practices fully align with global policies, practices and reporting.
In line with ENGIE’s Human Rights policies, we actively support the protection of internationally proclaimed human rights. We will continue to raise awareness of human rights issues within our workforce and structure our supply chains to identify risks and ensure our partners demonstrate excellence in upholding these values.
Our greatest impact will come from reducing emissions across our value chain, spanning our suppliers, employees and our significant decarbonization work with clients. Within our supply chain, we will implement new policies and training to minimize air travel, strengthen sustainability criteria in supplier selection, and reduce emissions of information and communication and technology (ICT) systems.
We know that a diverse, equitable and inclusive environment with different perspectives creates stronger and more innovative solutions. Our program will target addressing inequality in society, fostering diversity in the workplace and advancing environmental justice. We recognize the significant work we must do in this area and the meaningful actions we will take to advance these critical outcomes.
To succeed in our mission, we must provide a safe, healthy environment in which our employees can learn and thrive. Health & Safety are deeply integrated into the design of our work environments as well as the promotion of a strong work-life balance. We invest in our employees, including new programs and tools to drive sustainability literacy, exchange ideas, and initiate projects at every office location.
We will empower employees to be sustainability champions in the office, at home and in their communities by introducing programs and opportunities that align with their passions and skills. We are researching global community giving programs and designing new options to enable employees to give back with their time, talent or money.
Learn more about the process we went through to prioritize the goals that would be most meaningful to our planet and our business
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