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The University of Vermont men’s rugby team handily defeated the University of Chicago 71–5 to win its first ever national championship. Photo courtesy of National Collegiate Rugby
In 2024, when Vermont passed the nation’s first Climate Superfund law (Act 47), it did something unusual; it sent a bill. After catastrophic flooding that turned roads into rivers, damaged homes and businesses, and strained public budgets, our little green state moved to require major fossil fuel companies, such as ExxonMobil, Chevron, Shell USA, and BP America, to help pay for the costs of climate damage. It was a striking moment for policy innovation and corporate accountability. Implicit in the law is a simple idea: these costs were predictable, and someone chose not to plan for them.
For community members across Vermont, and in similar towns nationwide, Vermont’s decision is a call to action. When major companies avoid managing environmental risks, local residents pay the price through higher taxes, damaged homes, disrupted livelihoods, and strained public services. “Good” business should mean safeguarding the communities they rely on, not shifting costs onto neighbors and taxpayers. Every time companies ignore these risks, the burden lands on local taxpayers and community budgets, not just corporate balance sheets.
Thus, community benefit must be proactively built into business models from the start. They must choose prevention over mitigation. Vermont’s Climate Superfund law makes clear that when companies fail to invest in local resilience, the burden shifts to taxpayers and neighbors. Too often, companies take from communities without investing in their strength. When disaster strikes, the community pays first, while corporate donations often arrive too late or are motivated more by public relations than genuine support.
This is inadequate and inefficient, leaving communities vulnerable and weary. Companies that prioritize local hiring, invest in regional supply chains, and partner with community organizations create stronger, more resilient neighborhoods and consumers. Local procurement reduces supply chain disruptions, and partnerships with governments and nonprofits ensure investments address real needs. Embedding community benefit is not charity; it is smart risk management that protects both businesses and residents.
However, purpose without power is empty. Many companies continue to fall into the trap of confusing “purpose” with performance, as mission statements and sustainability pledges have become synonymous with largely symbolic changes. Executives continue to be rewarded for short-term financial gains rather than long-term resilience or community impact. This results in sustainability commitments often being sidelined when they conflict with quarterly targets. If companies are serious about sustainability, they must collaborate, employ, and invest locally to reduce long-term risks and improve communities’ well-being.
Some critics of Act 47 may argue that requiring businesses to invest in sustainability and community resilience imposes unnecessary costs. But these costs do not vanish. When companies fail to manage environmental risks, families pay higher taxes, local governments stretch their budgets, and communities face lasting hardships. Vermont’s Climate Superfund law puts the responsibility back on those who caused the harm, rather than allowing community members to bear the weight.
Addressing these challenges requires companies to work directly with their stakeholders. Multi-stakeholder solutions and collaborations between businesses, governments, NGOs, and labor groups are essential for achieving meaningful impact. For example, working with local governments can improve infrastructure planning, while collaboration with community organizations ensures that projects address real needs. These partnerships transform sustainability from a corporate initiative into a collective effort with broader and more lasting benefits.
Vermont’s Climate Superfund law is, in many ways, a response to communities being left to bear the consequences of unmanaged risks. Companies must embed community benefit into their operations, align incentives with long-term outcomes, and engage in partnerships that extend beyond their own walls. Because when the bill for unmanaged risk comes due, it lands squarely on the community.
