Partners
GiveMeTap is a platform that focuses on sustainability and access to clean water. Its main objective is to reduce the use of disposable plastic bottles by offering a network of places where people can refill their water bottles for free. In addition, for every bottle they sell, they contribute to projects that provide access to clean water in communities in need, with a focus on Africa. In Africa alone, some 115 people die every hour from diseases related to poor sanitation, lack of hygiene and contaminated water. It is an initiative that combines environmental awareness with social responsibility. GiveMeTap was initially funded through a crowdfunding campaign, via The UpEffect Platform https://www.theupeffect.com/. This strategy allowed them to raise funds to launch their project and raise awareness about the importance of access to clean water. Crowdfunding campaigns are an excellent way to engage the community and gain support for initiatives with a positive social impact. Nowadays GiveMeTap is funded primarily through the sale of its reusable bottles. The idea is simple but powerful - every time someone buys a bottle; part of the proceeds goes to fund clean water access projects in communities in need. In addition, they are able to receive support through partnerships with businesses and donations, which helps them maintain and expand their network of refill points. Their business model is designed to be sustainable while making a positive impact on the environment and people's lives.
Learn MoreThe name of their brand (Love for mud) clearly reflects their purpose and what they stand for. The company offers handmade products made of clay. It shares its story with the user, and tells that it has been created from the beginning with the purpose of “Doing good”, “Our collective purpose is to disrupt patterns of brokenness with the thoughtful and creative pursuit of love. That means we work as a team, using the tools we have, to break continued cycles of hardship, poverty, and hurt. We believe in the ability of each person to use what they have to change the world. In our case, we have mud and creative hands”. Through its work it supports clean water projects in Africa, in partnership with Water of Good, its mission is to transform lives through sustainable access to clean water, improved sanitation and hygiene in the places that need it most. The magic of storytelling is centred in its story section, where the brand encourages its customers to share their MudLOVE stories to inspire others; and its customers share their values trough the bracelets, as an icon of love and good resolutions. MudLOVE through storytelling conveys a brand with a cause through its positive impact on the world. “At the end of the day, we all love to make the world a better place, regardless of how we do it.” That's why socially active and responsible companies are excellent at retaining and building customer loyalty.
Learn MoreBRAC (formerly Bangladesh Rural Advancement Committee) stands as a pioneering example of effective social entrepreneurship, aiming to alleviate poverty and empower communities globally. Established in 1972, BRAC has evolved into one of the world’s largest non-governmental organizations, impacting millions of lives across various sectors, including microfinance, education, healthcare, and social justice. At the heart of BRAC's approach is its community-centric model. BRAC engages local populations to identify their needs, fostering a sense of ownership and participation. This grassroots involvement ensures that initiatives are relevant and culturally appropriate. For example, through its microfinance program, BRAC provides small loans to marginalized individuals, particularly women. This access to capital enables them to start or expand their businesses, leading to improved household income and enhanced economic resilience. By focusing on women, BRAC not only promotes gender equality but also catalyzes broader community development. In the education sector, BRAC addresses the significant issue of educational disparity in Bangladesh. It has established non-formal schools designed for out-of-school children, particularly in rural areas. These schools utilize local educators and community members, employing culturally relevant teaching methods that resonate with students. BRAC's education programs emphasize not just academic skills but also life skills, preparing students for the challenges ahead. The organization has successfully integrated literacy, numeracy, and vocational training, contributing to higher school enrollment and retention rates. Moreover, BRAC's commitment to health and well-being is evident through its comprehensive healthcare initiatives. The organization provides maternal and child health services, nutrition programs, and disease prevention efforts. By deploying community health workers who are often locals themselves, BRAC ensures that health interventions are accessible and effective. This approach has significantly reduced child mortality rates and improved maternal health outcomes in underserved communities. BRAC's success stems from its ability to adapt and scale its programs effectively. By leveraging partnerships with governments, other NGOs, and the private sector, BRAC has expanded its reach beyond Bangladesh, operating in several countries across Africa and Asia. This scalability demonstrates the flexibility and resilience of its model, allowing for the adaptation of strategies to fit diverse contexts and cultures. Key Lessons Learned: 1. Community Engagement: Involving local populations in the planning and implementation of initiatives fosters ownership and ensures relevance. 2. Integrated Solutions: Addressing interconnected issues (e.g., education, health, and economic empowerment) enhances overall impact and sustainability. 3. Scalability: Developing adaptable programs that can be scaled to different regions and populations increases reach and effectiveness. 4. Focus on Women: Empowering women not only contributes to gender equality but also drives economic growth and community development. In conclusion, BRAC’s multifaceted approach serves as a benchmark for social entrepreneurship, illustrating how innovative solutions can address systemic challenges and create sustainable impact. As the landscape of social entrepreneurship evolves, BRAC provides invaluable insights into best practices for fostering community empowerment and achieving social change on a global scale.
Learn MoreGrameen Bank, founded by Nobel Laureate Muhammad Yunus in Bangladesh, is one of the most notable examples of impact entrepreneurship. Established in 1983, the bank pioneered the concept of microfinance, offering small loans to impoverished individuals, particularly women, who do not have access to traditional banking systems. Grameen Bank has demonstrated how financial inclusion can uplift entire communities by enabling individuals to start small businesses, improve their livelihoods, and break the cycle of poverty. The core idea behind Grameen Bank’s model is that traditional financial institutions often overlook the needs of the poorest segments of society. By offering micro-loans without collateral, Grameen Bank empowers borrowers to become self-sufficient. The repayment model relies heavily on trust and peer support groups, which ensures a high repayment rate—currently over 98%. Grameen Bank’s approach has not only been successful in Bangladesh but has inspired similar microfinance initiatives worldwide. The model highlights how impact entrepreneurship can achieve financial sustainability while driving social change. By focusing on financial inclusion and the empowerment of marginalized communities, Grameen Bank has created a self-sustaining ecosystem that benefits both the borrowers and the broader economy. Key Elements of the Best Practice: Mission-Driven Approach: Grameen Bank’s core mission is to fight poverty and empower the poor, demonstrating the mission-driven focus that defines impact entrepreneurship. Innovative Financial Model: The microfinance approach pioneered by Grameen Bank differs from traditional banking by focusing on social outcomes rather than profits. Stakeholder Engagement: The bank involves the local community in loan decisions and repayment, creating a supportive structure that enhances success. Impact: As of today, Grameen Bank has disbursed billions of dollars in micro-loans, with millions of borrowers, mostly women, benefiting from its services. The success of these micro-entrepreneurs has led to improved economic conditions, increased school attendance, better health outcomes, and greater financial independence for women. Grameen Bank serves as a best practice example for social entrepreneurs looking to create scalable, impactful ventures that directly address pressing societal challenges like poverty.
Learn MoreThe European Social Economy Regions (ESER) initiative, launched by the European Commission in 2018, is a flagship effort to foster collaboration, innovation, and governance in the impact economy across the EU. It serves as a platform to connect regional and local actors, promote the social economy, and align initiatives with the EU’s sustainable development goals. ESER brings together a wide network of stakeholders, including regional authorities, social enterprises, cooperatives, NGOs, and public institutions, to create synergies in policymaking and practice. By facilitating workshops, networking events, and regional conferences, ESER ensures that impact-driven organizations have the resources and governance tools necessary to scale their efforts. Additionally, ESER supports regional policy development by integrating social economy principles into local strategies, fostering an inclusive and sustainable economic model. ESER can be considered a best practice as it: 1. Connects regions across the EU, encouraging the exchange of knowledge and best practices in impact-driven governance 2. Aligns with EU priorities, such as the European Green Deal and the Circular Economy Action Plan, making it a key driver of sustainable development 3. Promotes organisation of events and resource sharing, empowers local actors to build capacity, navigate EU funding opportunities, and implement innovative solutions 4. Enhances the role of the social economy in job creation, social inclusion, and environmental sustainability, driving tangible benefits for communities across Europe The ESER initiative is a strong example of how the EU promotes innovative governance frameworks that blend social impact with economic growth, laying the foundation for a more resilient and equitable European economy.
Learn MoreThe WEEKO initiative, led by Xera, is a groundbreaking project in the circular economy, focused on transforming how businesses handle unused corporate IT equipment. At its core, the initiative embraces the principles of the 3Rs—Recycle, Reinvent, and Recreate. WEEKO specializes in recovering obsolete or unused IT goods from companies, assessing whether they can be reused or require processing as Waste Electrical and Electronic Equipment (WEEE). These assets are meticulously cleaned, repaired, and tested to be regenerated and reintroduced into the market as refurbished products. What sets WEEKO apart is its unique B2B Cash & Carry model, the first of its kind in Italy, which provides eco-sustainable technology solutions directly to businesses. Additionally, the initiative offers IT asset disposition (ITAD) services, including secure data erasure and destruction, ensuring both compliance and environmental responsibility. By integrating these practices, WEEKO extends the life cycle of IT products, reduces electronic waste, and fosters a more sustainable approach to resource management. WEEKO is recognized as a best practice in the field of circular economy for several reasons. Its innovative approach demonstrates how business operations can merge profitability with environmental stewardship. The emphasis on refurbishing and redistributing IT equipment significantly minimizes waste while addressing the growing demand for affordable, sustainable technology. Moreover, WEEKO exemplifies how closed-loop solutions can be scaled to benefit both companies and the environment, making it a model for sustainable business practices worldwide.
Learn MoreEscalation of Conflict Over CSR Initiatives in a Textile Company Context EcoTextile is a well-established textile production company seeking to enhance its Corporate Social Responsibility (CSR) policy by reducing its ecological footprint. In response to increasing environmental concerns and consumer demand for sustainable products, the company’s leadership decides to implement new eco-friendly practices. These changes require substantial financial investment and modifications in production processes. However, the initiative quickly becomes a source of internal tension, leading to a major conflict that follows the escalation model described by Grésy. Phase 1: Tension The initial disagreements emerge during internal discussions on CSR priorities. Management presents the long-term benefits of sustainability efforts, emphasizing cost savings, brand reputation, and compliance with new regulations. However, employees express concerns about potential job losses, increased workload, and the feasibility of the proposed changes. Meetings become increasingly animated, with heated debates over resource allocation and misunderstandings about the environmental and social objectives of the initiative. While the discussions remain professional, tensions rise as employees worry about job security, and management struggles to gain full buy-in. Phase 2: Polarization As the disagreements persist, a clear division emerges between two opposing groups : one supporting the CSR reforms and the other resisting them. Distrust spreads within the company, and informal communications fuel misunderstandings. Rumors circulate about potential layoffs and hidden management agendas. Employees start forming alliances, and some actively oppose the initiative by voicing their concerns to unions and external stakeholders. Meetings become more confrontational, with participants avoiding direct engagement. Some employees organize protests, while others push for negotiations with management to reconsider or slow down the implementation of the CSR plan. Phase 3: Confrontation The conflict escalates into an open battle, significantly impacting workplace relations. CSR initiatives are systematically opposed, delaying implementation. Employees formally organize through union actions and public demonstrations, while management struggles to maintain order and progress. Antagonistic coalitions form, each accusing the other of bad faith. Trust deteriorates further as communication shifts from constructive dialogue to ultimatums and veiled threats. External stakeholders, such as suppliers and investors, begin expressing concerns about the company’s internal discord. Phase 4: Violence At its peak, the conflict leads to destructive actions that severely harm the company. Instances of sabotage occur, with deliberate delays in CSR project execution and intentional errors in production. Confidential company information is leaked, damaging the company’s reputation. Personal attacks, both verbal and online, target key decision-makers within the organization. The once-productive work environment becomes hostile, significantly impacting team morale and performance. Business operations are disrupted, affecting customer orders and supplier relations. The company faces a serious crisis, struggling to restore internal stability and external credibility. To effectively resolve CSR conflicts, a progressive and structured approach is necessary. Here are the key steps: 1. Identify Emotions: Recognize the fear, anger, and frustration of each party. It is essential to use emotional intelligence tools to map out the feelings of the different stakeholders. This understanding helps to better tailor responses and create a climate of trust. 2. Communicate Transparently: Clearly explain the changes and listen to employees' concerns. Establish regular communication channels such as CSR newsletters, monthly informational meetings, and discussion forums. Transparency should cover objectives, challenges encountered, and successes achieved. 3. Establish Dialogue: Create spaces for exchange to find common solutions. Organize participatory workshops, mixed working groups, and collective brainstorming sessions. These spaces should be structured with clear rules for mutual respect and active listening. 4. Engage a Mediator: In case of a deadlock, involve a neutral third party to help defuse the conflict. The mediator should have expertise in CSR and organizational conflict management. Their intervention can take various forms, such as individual mediation, group mediation, or facilitating working groups.
Learn MoreImplementing the Theory of Change in a Girls' Education Project Theory of Change Framework In many rural areas, access to education for girls remains a challenge due to cultural, economic, and structural barriers. Yet, girls' education is a powerful driver of social transformation, improving family livelihoods and fostering community development. This case study explores the implementation of an education project based on the Theory of Change, a strategic framework that links actions, intermediate outcomes, and long-term impact. By considering local realities and stakeholder perspectives, we will examine how a participatory and context-sensitive approach can drive lasting change in norms and practices surrounding girls' education. 1. Impact: Increasing Literacy Rates Among Girls The ultimate goal of the project is to improve literacy rates among girls in rural areas. However, literacy itself is not a universally agreed-upon priority; for many families, education must align with economic survival and cultural expectations. The project seeks to create pathways where literacy contributes to broader community well-being rather than being imposed as an external standard. 2. Outcomes: Creating an Enabling Environment for Girls' Education To achieve this impact, the project focuses on co-developing solutions with communities to ensure that educational opportunities align with local needs and aspirations: Families recognize the value of girls' education on their own terms: Rather than assuming resistance, the project engages with families to understand their priorities, concerns, and aspirations for their daughters. Schools become accessible and safe in ways defined by the community: Safety concerns are not universal; what feels secure in one context may not in another. Solutions must be locally developed and culturally relevant. Policies provide incentives that matter to the people affected: Rather than top-down incentives, policies should reflect what communities identify as meaningful support, whether financial, infrastructural, or social. 3. Outputs: Community-Driven Initiatives The outcomes are driven by project outputs designed with community participation: Awareness campaigns grounded in dialogue: Rather than one-way messaging, these campaigns involve conversations where families, educators, and local leaders express their concerns and shape the solutions. School infrastructure development that reflects actual needs: Building a school is not always the answer—sometimes, safe transportation, flexible schedules, or alternative learning spaces may be more effective. Teacher training programs that incorporate local knowledge: Educators should be equipped with gender-sensitive training while also respecting and integrating community-based learning approaches. 4. Activities: Collaborative and Context-Specific Actions To generate these outputs, the project undertakes several essential activities: Facilitate discussions with parents instead of 'educating' them: Recognizing that parents are best positioned to make decisions about their children, these sessions focus on mutual learning rather than persuasion. Partner with local governments while advocating for community priorities: Engagement with policymakers must be grounded in the voices of those directly affected. Develop gender-sensitive training that incorporates local perspectives: Training programs should not merely impose external frameworks but work alongside local educators to create meaningful change. 5. Assumptions: Questioning Generalized Assumptions The project challenges common assumptions to ensure interventions remain relevant: Rather than assuming parents will send their daughters to school if cultural barriers are addressed, the project acknowledges that education competes with economic and social survival priorities. The key is finding ways to integrate education into daily life rather than expecting families to prioritize it in isolation. Rather than assuming governments will allocate funding for infrastructure, the project recognizes the importance of community-led advocacy and local resource mobilization. Policy change often requires sustained engagement beyond formal government commitments. Challenges and Considerations While the project seeks to create positive change, several challenges must be considered: Understanding resistance beyond stereotypes: What may seem like resistance to education is often a rational response to economic and social realities. Solutions must respect these contexts. Economic constraints beyond scholarships: Simply providing financial incentives does not always address the full scope of challenges; flexible education models may be more effective. Teacher retention that considers local realities: Rather than assuming teachers will stay if trained, strategies must reflect broader employment conditions and motivations.
Learn MoreBack Market, the Leader in Refurbished Electronics Introduction Founded in 2014, Back Market is a French company specializing in the sale of refurbished electronic products. Its mission is to promote more sustainable consumption by offering a reliable alternative to new products. The company guarantees attractive prices and certified quality, making it a major player in the global refurbished electronics market today. Back Market’s Positioning Back Market stands out as a premium marketplace dedicated to refurbished electronic devices. Unlike second-hand sales platforms, the company ensures strict quality control of the products sold by certified refurbishment professionals. This positioning is based on several key elements. First, product quality is guaranteed through rigorous testing and a minimum twelve-month warranty. Second, competitive pricing allows consumers to make significant savings compared to new products. Lastly, Back Market embraces an ecological approach by contributing to the reduction of electronic waste and limiting the extraction of new resources. Applying the Business Model Canvas Back Market operates based on a structured business model with several essential components. The company collaborates closely with key partners, including certified refurbishers, spare parts suppliers, logistics and transport providers, as well as certification and quality control organizations. This cooperation ensures a reliable product offering that meets customer expectations. Among its core activities, Back Market carefully selects and verifies sellers to ensure the quality of products listed on the platform. The company also invests in the development and maintenance of its marketplace, guaranteeing a seamless and secure user experience. Customer service and after-sales support form another crucial aspect of its operations, ensuring maximum customer satisfaction. Furthermore, Back Market runs extensive marketing and customer acquisition campaigns while maintaining rigorous product quality certification processes. Its value proposition is built on multiple differentiators. The company provides a cost-effective and reliable alternative to new products, ensuring both a secure purchasing experience and a reduced environmental impact. With its warranty and after-sales service model, it strengthens consumer trust in refurbished products. The purchasing experience is simplified, making it as smooth as buying new products. Back Market maintains a close relationship with its customers through personalized support and a money-back guarantee. Its rating and review system allows buyers to assess the quality of sellers and products. Additionally, the company engages in educational communication about the benefits of refurbished electronics, raising consumer awareness of responsible consumption. Regarding distribution, Back Market primarily relies on its online marketplace, accessible via its website and mobile app. It deploys an effective digital marketing strategy, leveraging social media, search engine optimization, and online advertising. Collaborations with influencers and eco-conscious media further enhance its brand reputation and visibility. The company targets several customer segments. It primarily appeals to bargain-seeking consumers looking for high-quality products at lower prices. It also attracts eco-conscious and socially responsible buyers who are aware of environmental issues. Businesses and professionals form another strategic segment, seeking affordable IT equipment. Additionally, young consumers and students represent a significant customer base, looking for high-performance electronic devices at budget-friendly prices. Back Market’s key resources include an advanced technological platform, a strong network of certified refurbishers and sellers, a well-established brand image, and an engaged community. The expertise of its teams in technology, marketing, and customer service is a major asset for ensuring the company’s growth and sustainability. Regarding cost structure, Back Market primarily invests in platform development and maintenance, marketing efforts, customer acquisition, and customer service management. Expenses related to quality certifications also represent a significant portion of the company’s budget. Back Market’s revenue model is based on multiple sources. The company earns a commission on each sale made through its platform. It also offers premium services to sellers, such as featured listings. Additionally, revenue is generated through insurance programs and extended warranties, further securing transactions for customers.
Learn MoreSURE is a European Commission initiative designed to provide financial assistance to EU member states facing crises, such as the COVID-19 pandemic. Through the issuance of social bonds, the program helps countries fund short-term employment schemes, like job retention programs, to protect workers and stabilize the economy. Since its launch, SURE has raised significant funds, supporting millions of workers across Europe. This initiative plays a crucial role in managing economic disruptions and fostering recovery. Launched in 2020, the program allows the EU to issue social bonds to raise funds for short-term unemployment schemes like furlough programs, helping to maintain employment levels and stabilize economies during economic disruptions. Key Features Provides up to €100 billion in financial assistance through favorable loans to EU Member States. Supports short-time work schemes (STW) and similar measures to help businesses retain employees. Helps self-employed workers maintain their income during economic downturns. Strengthens social protection systems by mitigating the risk of mass unemployment. Why It’s a Best Practice Effectiveness: Helped protect around 31.5 million workers and 2.5 million firms across the EU. Scalability: Can be adapted to different crises and economic shocks. Collaboration: Demonstrates EU solidarity by pooling financial resources to assist struggling Member States. Positive Impact: Contributed to economic recovery by reducing layoffs and maintaining economic stability. SURE represents a best practice in crisis response, offering a coordinated, large-scale financial mechanism that helps governments protect employment and ensure social stability during economic downturns.
Learn MoreToo Good To Go is a best practice in the Nudge Theory because it encourages sustainable behavior without imposing obligations or restrictions. Instead, it makes eco-friendly choices attractive and convenient for consumers. The Nudge Theory, developed by Richard Thaler and Cass Sunstein, suggests that people can be guided toward better decisions through "gentle pushes" (nudges) rather than mandates. Too Good To Go applies this principle to food waste reduction in several ways: Affordable and Convenient Choice The app offers unsold food at discounted prices, making the sustainable option more appealing and financially attractive to consumers. It removes economic barriers that might prevent people from choosing sustainable alternatives. Simplicity and Accessibility The app’s user-friendly interface makes the purchasing process quick and easy, reducing cognitive or time-related barriers. Accessing "Magic Boxes" (surprise food packages) turns waste reduction into a spontaneous habit. Surprise Factor and Instant Gratification The "Magic Box" concept leverages the psychological principle of variable rewards, making the purchase exciting and engaging. This encourages repeated use, reinforcing the behavior over time. Sense of Social Impact and Belonging The app reinforces positive behavior with messages like "You saved a meal!" or "You helped reduce food waste." This creates a sense of personal satisfaction and social motivation, which are powerful drivers in Nudge Theory. Social Norms and Imitation By displaying the number of meals saved and promoting user stories, the app leverages the social proof effect, encouraging more people to participate. Too Good To Go is a best practice in Nudge Theory because it turns food waste reduction into an easy, rewarding, and desirable action. Instead of forcing users to be sustainable, it subtly guides them toward eco-friendly choices by making sustainability an automatic and enjoyable behavior.
Learn MoreTunceli-Ovacık Natural Products Cooperative is an initiative operating in the Tunceli province of Turkey in the production and sale of natural products to the country. The initiative is an example of an impact investment that creates significant employment and provides consumers with access to natural and reliable food through the correct and conscious allocation of public resources. Importance in terms of Impact İnvestment : In 2014, the mayor elected in Ovacık, a small district of Tunceli province, decided to expand the production of the region's famous chickpeas and beans with clean seeds and sell them throughout Turkey in order to develop the district's economy and provide employment. First, the municipality rented lands belonging to the treasury and produced 15,000 kg of chickpeas and beans with limited local seeds. It set aside the vast majority of these products as seeds. The remaining part was sold on the internet platform they created in a short time. The following year, farmers in villages affiliated to the district were trained on organic production. They encouraged farmers by providing free seed and fuel support to willing small farmers. In the second year, 150,000 kg of chickpeas and beans were produced, excluding seeds. The products produced were sold in a short time. In the following years, the initiative was transformed into a cooperative. The initiative, which started with chickpea and bean production, expanded by including other agricultural and livestock products specific to the region (organic honey, red mullet, cheese, jam, molasses, marmalade, beverages, flour, etc.). Currently, the initiative has thousands of producer members and branches have been opened in all major cities of Turkey. Why It’s Best Practice: The fact that a small district municipality sets an example for farmers by creating a small fund from its limited resources and generally providing natural production of products specific to the region with solidarity and selling them via the internet platform in a short time; then encouraging small farmers by raising awareness of natural production, providing seed and fuel support, and guaranteeing sales through the municipality, and providing significant improvement in the employment and economy of the region, makes it an important example of impact investment. Tunceli-Ovacık Natural Products Cooperative has become a reliable natural food brand known by consumers in Turkey. Key Lessons Learned: 1. Small but correctly and consciously used public funds can create significant impacts. 2. An initiative started with a small public fund can turn into an initiative with thousands of members and can make significant contributions to the employment and economy of the region. 3. An initiative established with a small fund can produce thousands of regional products and provide millions of consumers with access to safe food. 4. A portion of the income from the initiative can be used to create an education fund and provide social development by providing access to education for children from poor families. As a result, greater socio-economic development can be achieved by allocating resources, especially public resources, to the impact economy rather than to large corporations focused on the profit-oriented results economy. Tunceli-Ovacık Natural Products Cooperative is an important example of good practice in terms of demonstrating the results of investing in the impact economy.
Learn MoreTosyalı Holding has been operating in Turkey for nearly 70 years in the production of steel products with over 40 facilities on three continents and approximately 15,000 employees. Tosyalı Holding is Turkey's global producer with an iron and steel production of nearly 15 million tons. The iron and steel industry is a sector that consumes high energy. The energy sources are fossil resources such as coal and natural gas, which have high carbon emissions. These energy sources cause pollution of the environment and air due to their high carbon emissions. High carbon taxes have been envisaged as part of the measures to address this problem worldwide, such as the Paris Climate Agreement, and later, especially the European Green Deal and the Border Carbon Adjustment Mechanism. Importance in terms of ESG : Tosyalı Holding has made significant investments in renewable energy resources since 2020, with the influence of the incentives provided by the state, and has started to use renewable energy resources in iron and steel production. These investments have been financed by providing both equity and external funds with a sustainable production approach. Thanks to these investments, carbon emissions in production activities have been reduced by 50%. Why It’s Best Practice: Tosyalı Holding developed a sustainability strategy in 2021 with the participation of its stakeholders, taking into account international standards and global indices. Within the scope of this strategy, it has grouped its priority areas into three groups. These are; Responsible Ecosystem Management, Carbon-Free Steel and Future of Business. Making green investments in all its operations, some of which are world firsts and are shown as best practices in the steel industry, Tosyalı Holding stands out as an iron and steel company that takes rapid action on the Border Carbon Adjustment Mechanism (BCDM) designed by the European Union. In addition to more than 100 sustainability projects aimed at reducing steam, electricity, water and natural gas consumption, it has also received the International Green Energy Certificate (I-REC) by ensuring the traceability of the energy it produces and showing that the electricity is produced from renewable sources. The company is progressing towards the goal of becoming the first steel company to produce with green hydrogen, which provides significant reductions in greenhouse gas emissions. In this context, Tosyalı V-Green brand, representing green steel products with low carbon emissions, won the Environmental Product of the Year - ESG Campaign award at “The ESG & Sustainability Awards”, one of the most prestigious awards in the world. In the evaluation made by the “Foundation of ESG”, which gave the award; Tosyalı Holding's Tosyalı V-Green brand represents sustainability leadership and sets a new standard for green steel production worldwide. With these results, the Company has documented that it produces with approximately 50% less carbon emission than the accepted values of the European Commission. Key Lessons Learned: 1. Tosyalı Holding uses renewable energy sources instead of fossil fuels. 2. It contributes to the prevention of environmental pollution by reducing carbon emissions. 3. It has taken the lead in competition by preventing resource waste and providing cost advantage thanks to its investments. 4. It has led the sector by increasing the traceability of production processes. As a result, it is important for Tosyalı Holding to contribute to environmental pollution by reducing its carbon footprint and to provide significant savings in costs by preventing resource waste thanks to the investments it makes.
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