Brawn Sustainability Framework
"There is no plan B, because there is no planet B"
Important
While fulfilling our mission to lead the energy transition, Brawn is committed to being an active partner in the communities and environments in which we are present. We recognise the unique landscapes that we operate in and the importance of working with communities to build trust and confidence in our stakeholders along the way.
Brawn social license framework is based on key pillars of expertise. Each pillar is interrelated and allows the highest quality and most investible projects to be realised and managed well into the future.
Acknowledgement
of Country.
Brawn acknowledges and respects Aboriginal and Torres Strait Islander peoples as the Nation’s first people and recognises their traditional relationship with Country. As an energy company, we acknowledge the importance of respecting and nurturing the environment. We are committed to working in harmony with Indigenous communities and honouring their traditional knowledge in our pursuit of sustainable energy solutions.
Brawn is dedicated to promoting reconciliation, understanding, and collaboration with Indigenous peoples. We are grateful for the opportunity to operate on this land and strive to uphold the values of respect, integrity and environmental stewardship in our endeavours.
How will it be used?
The framework will be used as a dynamic tool to guide our approach to responsible business practices, shaping our interactions with stakeholders, and strengthening our commitment to sustainability and social responsibility in renewable energy.
Project Development
Informs decision-making processes during project planning to include social factors, address community concerns, and garner support.
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Fosters relationships, gathers feedback, and ensures meaningful impact.
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We identify and mitigate risks related to community opposition and compliance.
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We identify and mitigate risks related to community opposition and compliance.
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We identify and mitigate risks related to community opposition and compliance.
How it works
The Social License Framework is a roadmap for leaders and managers to drive social impact across all parts of the business, whether that be minor projects to overall strategy. It aims to drive consistency in everything we do, no matter how big or small. It consists of three key components:
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Social Sentiment: Reflects the community's attitudes, opinions, and level of acceptance of a project.
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Implementation Tools: Access essential resources for effective engagement.
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Monitoring and Evaluation: Evaluate and refine social impact initiatives.
By navigating through these steps, the framework aligns with the users social impact objectives, providing tailored social, economic and environmental impact initiatives according to the level of impact appropriate to the situation.
Social Sentiment
Underpinning the utilisation of the Social License Framework, is community sentiment, perceptions and level of acceptance of a project.
The objectives aim to:
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Focus Brawn's approach to social license to make sure initiatives are specific, achievable and measurable.
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Strengthen initiatives by identifying opportunities and recognising assets.
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Measure how well the initiatives work, assess impact, and find opportunities to improve.
Implementation Tools
These tools will be used to optimise the social impact potential of business activities and services. The framework is not exhaustive and is intended to provide a guide of activities and initiatives to deliver social impact.
Monitoring and Evaluation
The framework is overseen by a continuous process of monitoring and evaluation. This process is categorised according to the three impact types – social, economic, and environmental – and offers a variety of methods that can be used individually or concurrently to measure the effectiveness of initiatives and track progress towards achieving our desired goals.
Social License Framework
Sustainable Development Goals
Click to find out more about what we do under each SDG.
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SDG 17 – Partnership for the Goals
Creating renewable energy assets requires the cooperation of multiple stakeholders in different industries. Finance and funding involve the cooperation of asset managers and underlying investors, banks and other institutions, while the development side needs technical experts, project management, construction partners, sub-contractors and other additional stakeholders. Brawn’s extensive experience in cross-border cooperation enables international partnerships to successfully bring projects to life.
Targets Supported:
17.16 Enhance the Global Partnership for Sustainable Development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the Sustainable Development Goals in all countries, in particular developing countries.
SDG 13 – Climate Action
Brawn’s aim is to accelerate towards a low-carbon future, in supporting the green transformation in the energy sector to support global climate change mitigation through its assets. Moreover, the assets are planned under consideration of possible future climate risks, with adaptation measures put in place, to allow reliable long-term performance. Further, Brawn partakes in industry-led initiatives to raise awareness and educate about the newest opportunities and strategies in the renewable energy sector. To date, Brawn has managed over 300 individual systems with a total capacity of 500MWDC in the Asia-Pacific Region.
Targets Supported:
13.3 Improve institutional capacity on climate change mitigation, adaptation, and impact reduction.
SDG 9 – Industry, Innovation, and Infrastructure
Brawns designs its illiquid and long-lasting infrastructure assets with current and future demand and risks in mind. Consideration regarding sustainability span the asset’s lifetime, from pre-construction due diligence to monitoring operations. This holistic approach enables Brawn to incorporate environmental and social considerations into a projects planning, development, construction and operation through sound governance.
Targets Supported:
9.1 Develop quality, reliable, sustainable, and resilient infrastructure, to support economic development and human well-being, with a focus on affordable and equitable access for all.
SDG 8 – Decent Work and Economic Growth
To decouple economic growth from environmental degradation, businesses need to adjust and find innovative solutions actively contributing to environmental protection while still being profitable. Brawn’s efforts to increase clean energy solutions offer alternatives in the energy sector, reducing further environmental degradation. Additionally, through collaboration with local partners for various assets, Brawn establishes employment opportunities in the low-carbon sector.
Targets Supported:
8.4 Improve global resource efficiency in consumption and production and endeavor to decouple economic growth from environmental degradation.
SDG 7 - Affordable and Clean Energy
Brawn manages assets across rural and urban areas in developed and developing economies. Increasing the capacity of renewable energy – thus displacing fossil fuels – leads to reduced air pollution and health risks. Grid-scale BESS are an important tool to enhance power system flexibility and enable a higher level of renewable energy integration. To ensure the quality and longevity of assets, Brawn obtains equipment mainly from Tier 1 suppliers. When purchasing operational projects, Brawn's strategy includes retrofitting and upgrading equipment to preserve efficiency in electricity generation.
Targets Supported:
7.1 By 2030, ensure universal access to affordable, reliable, and modern energy services.
7.2 By 2030, substantially increase the share of renewable energy in the global energy mix.
7.A By 2030, promote investment in energy infrastructure and clean energy technology.
Joined PRI and AIGCC
Annual compliance training
Published the TCFD report
ESG stakeholder engagement processes
Climate risk into investment processes
Updated ESG and responsible investment policy in line with materiality
Revised key policies and processes
Collected direct emissions and waste data for the first time
Anti-modern slavery engagement process
ESG training for key teams
Flexible remote working policy
Integrated emission, water and waste data collection
Net zero goal
OUR PROGRESS
We're just getting started!
Joined PRI and AIGCC
Annual compliance training
Published the TCFD report
ESG Stakeholder Engagement Processes
Climate Risk into Investment Processes
Updated ESG and Responsible Investment Policy in line with Materiality
Revised key policies and processes
Collected direct emissions and waste data for the first time
Anti-modern slavery engagement process
ESG Training for key teams
Flexible remote working policy
Integrated emission, water and waste data collection
Net zero goal
OUR PROGRESS
We're just getting started!
OUR PROGRESS
Founded in 2015
Joined PRI and AIGCC
2015
Climate Risk into Investment Processes
ESG Stakeholder Engagement Processes
Collected direct emissions and waste data for the first time
Revised Key Policies and Processes
Integrated emission, water and waste data collection
Net Zero Goal
2021
Annual compliance training
2023
Published the first TCFD report
Updated ESG and Responsible Investment Policy in line with Materiality
2024
Anti-modern slavery engagement Processes
ESG Training for key teams
2025
Flexible Remote Working Policy
2050
VOLUNTEERING
We have been running a paid volunteering days initiative since 2024 in support our employees participating in volunteering activities twice a year.
3 PAID VOLUNTEERING
DAYS ANNUALLY.
Along with that, we launched a Donation Matching policy to support causes dear to our hearts.
COMMUNITY ENGAGEMENT
We seek to create positive experiences for local communities wherever possible. So far, we have installed bus stop lighting adjacent to a project and have employed staff from a senior community employment center land upkeep work across 2 projects. We are actively on the lookout for ways to incorporate community benefits into our investments.
INITIATIVES & COLLABORATIVE GROUPS
