The Changing Landscape of World Textile Trade
Relevant SDGs for Apparel, Foot-
wear & Retail
•SDG 3: Health exposure risks in
production environments
•SDG 5: Predominantly female
workforces throughout much of
the supply chain
•SDG 6: Water intensive process-
es in washing, dying; Consumer
use
•SDG 8: Complex, global supply
chains with vulnerable workers
exposed to exploitation
•SDGs 7 & 13: GHG emissions of
data centers, transport, produc-
tion & use
•SDG 12: Raw material extraction
and end of lifeRelevant SDGs for
Apparel, Footwear &
Retail
BlackRock
LARRY FINK’S 2019 LETTER TO CEOS
PURPOSE & PROFITESG Reporting
•Environmental, social and gover-
nance (ESG) reporting is now con-
sidered a mainstream priority as
investors and regulators are seek-
ing more and better disclosure
from companies.
• Measures how companies:
• Manage their supply chain
• Respond to climate change
• Contribute to charitable
organizations
• Treat their workers
• Manage the composition and
processes of their Boards
•The following large investors have
issued guidance or inquired about
ESG matters:
•
•
•
•Blackrock
Vanguard
Fidelity
State StreetDear CEO,
Each year, I write to the companies in which BlackRock invests on behalf of our
clients, the majority of whom have decades-long horizons and are planning for
retirement. As a fiduciary to these clients, who are the owners of your company,
we advocate for practices that we believe will drive sustainable, long-term growth
and profitability. As we enter 2019, commitment to a long-term approach is more
important than ever – the global landscape is increasingly fragile and, as a result,
susceptible to short-term behavior by corporations and governments alike.
Market uncertainty is pervasive, and confidence is deteriorating. Many see
increased risk of a cyclical downturn. Around the world, frustration with years of
stagnant wages, the effect of technology on jobs, and uncertainty about the future
have fueled popular anger, nationalism, and xenophobia. In response, some of
the world’s leading democracies have descended into wrenching political
dysfunction, which has exacerbated, rather than quelled, this public frustration.
Trust in multilateralism and official institutions is crumbling.
Unnerved by fundamental economic changes and the failure of government to
provide lasting solutions, society is increasingly looking to companies, both public
and private, to address pressing social and economic issues. These issues range
from protecting the environment to retirement to gender and racial inequality,
among others. Fueled in part by social media, public pressures on corporations
build faster and reach further than ever before. In addition to these pressures,
companies must navigate the complexities of a late-cycle financial environment –
including increased volatility – which can create incentives to maximize shortterm
returns at the expense of long-term growth. (Page 1 of 5)
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