In collaboration with leaders and experts from industry, government and civil society our teams are working on ‘Five Big Bets’ that have enormous potential to contribute to a clean and prosperous economy, as we collectively develop effective and scalable solutions to climate change, biodiversity loss and pollution.

We live in a time of great uncertainty, complexity, and unprecedented systemic challenges. Addressing complex sustainability challenges requires unprecedented collaboration and new ways of working across sectors and across scales.

The Canada Plastics Pact (CPP) is creating a circular economy in Canada in which plastic waste is kept in the economy and out of the environment. Canada Plastics Pact Partners are united, working together on achieving clear, actionable targets by the year 2025. 

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Sustainability & Entrepreneurship: Youth leaders turn ideas into projects

Written by: Celeste Côté, our volunteer Youth Storyteller

When I first got the e-mail from a colleague about the IMPACT! Sustainability Champions Training program in Ottawa, I was admittedly skeptical. Was this going to be another one of those trite ‘youth leadership’ things? Would we throw around the word “sustainability” a lot without really defining it (beyond that ubiquitous Brundtland commission definition), and come away with a warm fuzzy feeling without having accomplished much? Because I’ve been to my fair share of those already.

The Story of Williams Lake, British Columbia: Imagine our Future

The Opportunity

In the fall of 2009, Williams Lake, B.C.  launched Imagine Our Future, an initiative to develop a long-term vision of a sustainable Williams Lake.  Needing support to create something bold and highly engaging of citizens, they sought out organizations to help them develop the plan.

Nike looks to their North Star

The Opportunity

In 1998, Nike approached The Natural Step to help the company apply the principles of sustainability to its business operations. Over the following decade, Nike made considerable progress on a number of fronts, such as addressing labour compliance issues in their supply chain, reducing emissions, and eliminating toxic materials from their products. However, by 2008 a sentiment was building among the leaders of the company that these efforts were mostly about reducing negative impacts of their business and, as such, were backward rather than forward looking. To better align its efforts with the Nike culture, the company needed an aspirational goal to drive innovation efforts and align the ongoing work into a single forward-looking direction.

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