How to use:
1. Select a source for benchmarking
2. Plot your contribution in relation to human needs (multiple possible)
3. Repeat steps 1 and 2 for all relevant sources
4. Click on the link to plot SDG contributions
5. Select a source for benchmarking
6. Plot your contributions to the SDGs (multiple possible)
7. Repeat steps 5 and 6 for all relevant sources
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The roles and the goals of the city/region are the two axis of the “contribution” heading. The role, how the city/region acts in relation to climate/sustainability and innovation, is divided into three main categories. The goals, what the city/region has set as the target and vision for its work, is also divided in three main categories.

Many cities/regions belong to multiple categories depending on what part of the city/region that is assessed. In addition, many cities/regions are changing fast. This is why the assessment tool allows for multiple sources for the benchmarking.

Expanding from only how to also what

The roles the city/region have are at the core of this assessment. Regardless of goals, the key is the actual roles the city/region have in society. This is important to understand as too many cities/regions focus on how they can communicate different goals, rather than focus on what roles they actually have. The current focus on scope 1-3 reduction for example, that is important, has also contributed to a situation where many cities/regions only look inwards to HOW they produce things and how they can report reduced emissions from their territorial area, instead of asking WHAT human needs the deliver on, what they export/contribute to the world, and what their actual impact in society is.

A fact that is not discussed enough is that many cities/regions are already significant solution providers, but due to the static problem focus they only see measures to reduce scope 1-3 emission reduction as relevant.

The three main expansions moving forward

  • Approach: From a static problem approach to a dynamic solution approach
  • Agenda: From a sector driven innovation agenda to a human need driven climate and innovation agenda
  • Focus: From a single stakeholder/area focus to a clusters for solutions focus
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Five different categories

The categories for innovation are based on the level of change the service provision of the city/region supports. It asks on what level the improvement take place to support a resource-efficient service being provided and delivered in a way that delivers on human needs.

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Leading cities/regions also export solutions delivering on human needs. Today many export and innovation as well as climate strategies are far removed from the end-user and it is unclear what human needs they deliver on, if any. This mapping provides cities/regins with an opportunity to map their current and future potential delivery on human needs in globally sustainable ways. Currently some cities/regions tend to be overconfident when it comes to delivery on human needs. A city/region that exports plant-based protein such as beans, might see this as a direct contribution to nutrition. This is however not how this mapping should be done as this is a “renewable resource”, and the city/region needs to collaborate with different solution providers to ensure that people get access to the protein (and it is not wasted or burnt), that the people getting access are not getting it in a low nutrition form as fast food and served in a way that both results in unhealthy overeating and waste.

The mapping helps cities/region identify existing and potential clusters needed to deliver on human needs, as well as how data might be gathered to assess the impact.

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A reference that most companies use is the information that is available on the webpage. The about page and/or the pages that describes the vision, mission, goals, etc. tend to give an overview of how the company communicate how it views itself.
To use the annual report, or other report where the company more in detail describe its role in society, can also be good to include as these reports tend to give a bit more detail, and for some add important information that might not be on the “about page”. In addition to the annual report the impact or sustainability report can also be used for benchmarking depending on their importance.
The current strategy, or one under development, allow the company to explore how the current direction of company relate to the needs in society and how it plans to approach the need for climate action in society. Here the strategic approach, climate risk innovation or climate opportunity innovation are often easy to identify.
Many companies, and especially large companies, often have cutting edge work where solution-oriented staff explore new opportunities. Including such work and see how it relate to the mainstream work can help guide strategies as many companies are further ahead with a solution agenda than many in the company knows. Knowing that activates already exist in the direction the company wants to move often provide staff with confidence that the company can change fast.
The vision of the company provides an opportunity to discuss were the company, or a group within the company, would like the company to be in a few years. Such a benchmarking often help the company to establish a path and speed of transition, where the current communication, the new strategy, cutting edge work, and finally the vision for the future tend to provide an overview of the trajectory and possible opportunities/tensions ahead. The vision can be an official vision, or a vision developed by a group in the company, such as those leading the cutting edge work.
An external assessment can be done in different ways, but one way is to include key stakeholders and include both those that might be the most critical, and those that are the most strategic patterners and have worked with the company before in innovative projects.
Other data such as patent portfolio, internal education material, and marketing material. There are many different sets of data that can be used in a benchmarking process depending on what kind of company it is and the situation it is in.
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Saves an image of your results to your hard drive.
Webpage
A reference that most companies use is the information that is available on the webpage. The about page and/or the pages that describes the vision, mission, goals, etc. tend to give an overview of how the company communicate how it views itself.
Annual report
To use the annual report, or other report where the company more in detail describe its role in society, can also be good to include as these reports tend to give a bit more detail, and for some add important information that might not be on the “about page”. In addition to the annual report the impact or sustainability report can also be used for benchmarking depending on their importance.
Strategy
The current strategy, or one under development, allow the company to explore how the current direction of company relate to the needs in society and how it plans to approach the need for climate action in society. Here the strategic approach, climate risk innovation or climate opportunity innovation are often easy to identify.
Cutting edge
Many companies, and especially large companies, often have cutting edge work where solution-oriented staff explore new opportunities. Including such work and see how it relate to the mainstream work can help guide strategies as many companies are further ahead with a solution agenda than many in the company knows. Knowing that activates already exist in the direction the company wants to move often provide staff with confidence that the company can change fast.
The vision
The vision of the company provides an opportunity to discuss were the company, or a group within the company, would like the company to be in a few years. Such a benchmarking often help the company to establish a path and speed of transition, where the current communication, the new strategy, cutting edge work, and finally the vision for the future tend to provide an overview of the trajectory and possible opportunities/tensions ahead. The vision can be an official vision, or a vision developed by a group in the company, such as those leading the cutting edge work.
External
An external assessment can be done in different ways, but one way is to include key stakeholders and include both those that might be the most critical, and those that are the most strategic patterners and have worked with the company before in innovative projects.
Other data
Other data such as patent portfolio, internal education material, and marketing material. There are many different sets of data that can be used in a benchmarking process depending on what kind of company it is and the situation it is in.
Benchmarks
Shows a benchmark overlay which tells you into which categories your selections fall.
Save screenshot
Saves an image of your results to your hard drive.
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Plot SDGs

Illustrative overview of different solutions relation to human needs

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