ABSTRACT
Organizational culture can be thought of as the primary engine to reframe the role of environmental action in decision-making. A common roadblock that environmental sustainability practitioners find themselves struggling with is reconciling organizational commitments to a low (or lower) carbon operating environment with the impacts that those targets imply, given that corporate accountability is mostly defined by a multiyear timeline. Building a culture around climate resilience means addressing both direct and indirect impacts of climate change and clearly articulating the scenarios that a business is considering when placing environmental stewardship as an organizational priority. When businesses consider mitigation and/or adaptation alternatives in their environmental scenarios, it is vital that they rely on a common language to reframe near-term and long-term effects on organizational resilience, risks and opportunities. This chapter looks at the role circularity models play in addressing both mitigation and adaptation practices of businesses. Activity-based models are also presented as a tool to map potential carbon reduction strategies available to businesses today.
