Misfits Market, an online grocer, is committed to making high-quality food more affordable and reducing food waste. The company is aware that 35% of food produced in the United States is wasted, contributing to a carbon footprint larger than that of the global airline industry. The challenge lies in sourcing and selling products that align with Misfits Market’s mission to reduce climate impact. This includes buying 'off specification' produce that is rejected by standard grocers for cosmetic reasons, such as size or discoloration, and selling products that are at risk of not finding a home due to reasons like nearing their expiration date or misprinted packaging. The company also aims to source products that promote better food systems, such as items with upcycled ingredients or those produced using regenerative agriculture.

Monzo, a modern, smartphone-based bank, has gained over 5 million customers since receiving their banking license in 2017. Their success is largely due to their commitment to transparency and control over finances. However, both customers and employees expressed a desire for more transparency in another area: climate impact. The financial sector was filled with glossy pamphlets and strong promises, but there was a lack of real data. Questions about what was driving the most emissions, what actions would really make a difference, and how much carbon was hidden in the industry’s blind spots remained unanswered. Monzo realized that to truly address these concerns, they needed a detailed and accurate understanding of the carbon emissions across their full value chain.

Sophia Gluck, the ESG and Sustainability Lead at Okta, faced the challenge of integrating sustainability into the company's operations. Okta, an identity management company, was in the early stages of its journey towards ESG and sustainability. The company needed to reduce the greenhouse gas emissions of its cloud service providers and engage its supply chain to set science-based targets. Additionally, Okta was facing increasing pressure from stakeholders, including investors, employees, and customers, to demonstrate its commitment to climate action. Investors were keen to understand Okta's ESG initiatives, employees wanted to work for a company taking action on climate change, and customers were increasingly inquiring about Okta's ESG programs.

Educate Online, a US-based learning platform established in 2018, faced a unique challenge as it expanded. The platform, which offers high-quality online and in-person education to children globally, found that its users - students and parents - were increasingly interested in sustainable practices and services. They wanted to contribute to improving the quality of life for future generations. To align with these values, Educate Online sought to become a carbon-neutral platform. However, they needed a method to calculate their users' carbon footprint accurately to offset it accordingly. The challenge was not only to measure and offset the carbon emissions but also to identify the primary sources of emissions within the company's operations.

Fenice Bulk, a Monaco-based shipping company, is faced with the challenge of meeting upcoming regulatory changes in the maritime industry. The European Commission has proposed the inclusion of the shipping industry in the EU’s carbon market from January 2023. This move will necessitate shipowners to purchase permits covering their emissions within the EU and a portion of their emissions from international voyages starting and ending in the EU. Given that the shipping industry accounts for nearly 3% of the world’s CO2 emissions, these regulations are expected to push shipowners to collaborate with sustainable commodity trading companies to reduce their emissions and cut costs in future carbon credit trades. Fenice Bulk, with its green shipping approach, aims to be an early adopter in sustainable shipping services. However, this requires the company to expedite its decarbonisation journey.

The Monaco Streaming Film Festival (MSFF), despite its successful inaugural edition in 2021, faced a significant challenge in terms of its environmental impact. The event, which was held during a restrictive period in Monaco due to the global pandemic, attracted a large audience, leading to increased local emissions and pressure on ecosystems. The festival's founder, Tony Davis, noted the cleaner environment during the pandemic and was inspired to make a positive impact. With the 2022 edition expected to draw an even larger audience during Monaco's busy event season, the need to account for and mitigate the festival's environmental impact became a pressing concern.

The global surge in electricity prices has affected millions and created a pressing need for actionable insights to help businesses and households reduce energy costs and carbon footprints. The challenge lies in providing a comprehensive solution that allows businesses to monitor, reduce, and report their carbon emissions while maximizing energy efficiency and cost savings. The partnership between Voltaware and Net0 aims to address this challenge head-on. Voltaware's AI-driven insights and Net0's comprehensive carbon management platform are designed to provide users with the ability to track their energy use down to the appliance level, offering actionable insights into carbon reduction and optimizing energy spending.

Reno, the largest city in Northern Nevada, is experiencing a rapid rise in temperatures, posing a significant threat to its community and natural attractions. In response, the city has prioritized sustainability, creating a robust 2019-2025 Climate Action Plan with the goal of reducing greenhouse gas emissions by 28% from 2008 levels by 2025. However, Reno faced challenges in implementing effective carbon reduction initiatives due to the lack of accurate data. Traditional tracking methodologies based on emissions averages did not provide the strategic and operational insights required to reach these targets. Additionally, the city was struggling to capture its entire carbon footprint, across scopes 1, 2, and 3.

Valvoline Oil A/S, a family-owned company specializing in distributing lubricants to the automotive industry, was facing significant challenges in managing safety data sheets using a paper-based system. This method proved inefficient and ineffective, requiring substantial time and effort to maintain. The paper-based system also made it difficult to gain insight into all the chemical products located on site, leading to data silos that were hard to break down. The team had little visibility and found it challenging to find the information they needed, as it was scattered in different locations. Furthermore, distributing safety data sheets and updated SDS’s to their approximately 600 customers was a daunting task. Whenever there was a product update, the team had to print out all the necessary safety data sheets, carry them to the post office, and send them out in a timely manner. The team realized this method was not sustainable for the company or their customers, prompting them to look for an alternative.

Wärtsilä, a global leader in innovative technologies and lifecycle solutions for the marine and energy markets, was facing a significant challenge in managing and tracking the chemicals used across its various locations. The company, with over 18,000 professionals spread across more than 200 locations in 68 countries, lacked a comprehensive system to maintain an overall view of the chemicals and their risk assessments. The absence of a robust system made it difficult for the company to keep track of the chemicals, their suppliers, and the latest safety data sheets. This situation posed a risk to the company's commitment to improving environmental and economic performance.

The FIFA World Cup is one of the most significant sporting events globally, and adidas, as the lead global agency, faced the challenge of standing out amidst the noise of other sports brands. The conventional approach of creating a celebrity-studded affair was not enough to make a significant impact. The challenge was to create compelling content that would 'own the internet' on the day of publishing and overshadow any mention of a rival brand. The content needed to resonate with the audience and create a significant social impact.

Adidas, a leading sports brand, was looking to leverage the 2018 World Cup to enhance its brand visibility and engagement. The challenge was to create a compelling content strategy that would resonate with the global audience and extend Adidas' proposition, 'Creativity is the answer'. The brand aimed to demonstrate that creativity can inspire others, bring people together, and elevate individuals from humble beginnings to the world stage. The challenge also involved owning the internet on the day of publishing, which required a unique and engaging approach to content creation and distribution.

Adidas, in partnership with Iris, faced a significant challenge in launching their new range of outdoor apparel, TERREX, into a rapidly growing and congested outdoor market. The market was saturated with various products, brands, and sports, making it overwhelming for consumers who were expected to invest heavily in these individual pieces. The TERREX range was focused on a layering system, including Base Layer, Mid Layer, Insulation, and Outer Layer. However, the primary challenge was that consumers did not understand the concept of layering and its versatility. The target audience for this range was 18-35 year olds and anyone with a love for the outdoors.

Adidas, a globally recognized sports and fashion brand, was facing a significant challenge in positioning itself as a credible outdoor brand. Despite having high-performance product lines in snow/ski, mountaineering, hiking, and trail running, it was not perceived in the same light as other established outdoor brands like North Face or Arcteryx. The primary challenge was to bring to life its new platform 'United By Summits' and position Terrex, an Adidas product line, as a credible outdoor brand. The task was to break away from the 'sea of sameness' in the outdoor category, which was characterized by similar visuals, narratives, and expectations, and to paint a realistic and inclusive portrait of the outdoors.

Adidas, a soccer-first sports brand, faced a significant challenge in the run-up to the World Cup 2022. The company aimed to make Weston McKennie, Gio Reyna, and Jesus Ferreira the most recognized athletes in the US Men's National Team (USMNT). However, in North America, Adidas' competitors were leading partners of the USMNT and several of their athletes. The challenge was to reach fans where they frequent most, which is social media, and extend the reach even further to inspire local communities. The goal was not only to increase the visibility of the athletes but also to engage new fans and the next generation.

Adidas, a globally recognized sports brand, has been launching its iconic football boot brand, the Predator, since 2002. However, the challenge in the recent launch was to break away from the traditional male-dominated narrative and spotlight the growing influence of women in football. The company recognized that women's football is filled with stereotypes and perceived impossibilities. The task was to shatter these stereotypes and position the Predator Edge boots as a change agent. The challenge also included ensuring that the campaign was largely made and run by female creators, a significant shift from the usual practice.

Alight, a new spinoff from a formerly well-known brand, faced the challenge of making a significant awareness push as their brand started to debut globally. The company was particularly focused on making an impact at industry conferences in Chicago, Las Vegas, and Barcelona. The key to their concept was their new brand promise, 'Reimagining the way people and organizations thrive.' The challenge was to bring this concept to life in a way that would resonate with their target audience and differentiate them from larger, more established competitors.

Alight, a leading provider of integrated benefits, payroll, and cloud solutions, faced a significant challenge in 2021. With new leadership and M&A in preparation for their IPO, the company was transitioning from selling HR products to adding value to the C-suite through a happier, healthier workforce. This shift was particularly crucial amid a global health crisis where the health, wealth, and wellbeing of workers became a top priority for every leader. The company aimed to address one of the most pressing problems of our time: The Great Resignation. However, reaching and influencing the C-suite, a total addressable market of 1.4 million, was a daunting task. The challenge was to create a bold, provocative campaign that would resonate with this audience and position Alight as a solution to the workforce crisis.