This paper explores the relationship between Circular Economy (CE) and Environmental, Social, and Governance (ESG) frameworks—a connection that remains ambiguous in both academic literature and practical application. This lack of clarity hinders corporate accountability and progress toward sustainability goals. To address this, we examine how CE and ESG intersect by integrating relevant theories and practical approaches. We identify key strategic overlaps across diverse CE and ESG indicators and frameworks, demonstrating how each can inform and strengthen the other. We begin by outlining foundational theories and current practices in both CE and ESG, then explore how their integration can enhance organisational alignment and accountability, particularly in the environmental dimension of ESG. To support this synergy, we propose an updated 10-R framework for qualitative reporting, incorporating new dimensions such as Regeneration (e.g., Rewilding and Restoration) to reflect biodiversity considerations. Additionally, we introduce the Circularity Scoring Model (CSM) to assess organisational CE performance concerning ESG objectives quantitatively. Our findings suggest that embedding CE principles into accounting and investment practices can highlight opportunities for improvement, such as transitioning to renewable energy, sourcing alternative materials, extending product lifespans, enhancing repairability, minimising waste, and increasing use of recycled or regenerative resources.
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The decarbonisation of the aviation industry requires strict regulation to align with the EU Green Deal, which aims to make the EU the world’s first climate-neutral region by 2050. EU regulations continuously evolve and impact the key performance indicators (KPIs) used to measure progress towards this ambitious objective. Supported by the Marie Skłodowska-Curie Actions (MSCA) programme, the AZERO project assesses airline reduction commitments to achieve net-zero carbon by 2050. It uses an interdisciplinary approach to map greenhouse gas (GHG) KPIs, evaluate actions taken, and simulate traffic scenarios to estimate feasibility using the System Dynamics method for the timeframes of 2030, 2040, and 2050. This advanced simulation method uses real airline emission data and environmental, social and governance (ESG) report commitments.
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Purpose: The purpose of this study is to find determinants about risk resilience and develop a new risk resilience approach for (agricultural) enterprises. This approach creates the ability to respond resiliently to major environmental challenges and changes in the short term and adjust the management of the organization, and to learn and transform to adapt to the new environment in the long term while creating multiple value creation. Design/methodology: The authors present a new risk resilience approach for multiple value creation of (agricultural) enterprises, which consists of a main process starting with strategy design, followed by an environmental analysis, stakeholder collaboration, implement ESG goals, defining risk expose & response options, and report, learn & evaluate. In each step the organizational perspective, as well as the value chain/area perspective is considered and aligned. The authors have used focus groups and analysed literature from and outside the field of finance and accounting, to design this new approach. Findings: Researchers propose a new risk resilience approach for (agricultural) enterprises, based on a narrative about transforming to multiple value creation, founded determinants of risk resilience, competitive advantage and agricultural resilience. Originality and value: This study contributes by conceptualizing risk resilience for (agricultural) enterprises, by looking through a lens of multiple value creation in a dynamic context and based on insights from different fields, actual ESG knowledge, and determinants for risk resilience, competitive advantage and agricultural resilience.
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