Assessing Strong Sustainability and Systemic Leadership in Corporate Climate Action: A Case Study From the Copper Mining Industry

ABSTRACT This paper proposes an exploratory instrument to assess how well organizations embed strong sustainability and systemic leadership into their climate mitigation efforts. After reviewing the case for strong sustainability in corporate climate action, it outlines a method, based on organizational psychologist Rae André's systemic climate leadership framework, to gauge how well companies (1) demonstrate basic climate literacy and risk awareness, (2) engage as agents of systemic change in their dealing with key external stakeholders, and (3) embrace a strong sustainability approach to decarbonization that prioritizes ecological science over economic expediency. The instrument is then tested via a case study of Freeport‐McMoRan, the world's largest publicly traded copper mining company. Freeport's approach to decarbonization was ascertained using document analysis of its website, corporate policies, sustainability reports, executive letters to stakeholders, interviews, and CDP questionnaires. Ultimately, although Freeport‐McMoRan's executive leadership has moderately demonstrated climate literacy, acknowledged climate risks, and selectively operated as an agent of systemic change through sectoral associations and with suppliers, it has not embraced strong sustainability to power its decarbonization efforts nor to advocate for climate policies. Applying the instrument produces a roadmap for researchers and executives looking to advance absolute decarbonization in large companies.