The Business Guide To Sustainability Pdf

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The new edition is even better, and includes every component of an MBA program — from accounting to personnel manage-ment. Who should read it?

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In the early years, they developed a reputation for helping organizations implement cutting-edge management techniques, including high-performance work teams. They were proud of their winwin approach. Employees were happier because they had more control; management was happier because they got better performance; customers were happier because they got better quality and service.

In , however, they noticed the term sustainability showing up in management literature. In the process of investigating what this entailed, they realized that in some cases, by showing their clients how to be more productive, theyd also showed them how to deplete the worlds resources better, faster and cheaper. This was not the legacy they had in mind! This epiphany set them on a journey to discover how they could correct this oversight.

Initially, they wondered if there was anything they could do. They werent trained as biologists or chemical engineers. However, they discovered that many of the problems organizations had were not so much technical as relating to organizational development: how to get an organization to think differently about what it was in business to do; how to get a new idea integrated into a business; how to get people from different backgrounds and interests to collaborate.

Gosh, they knew how to do that! So, after learning all they could about the topic, they developed a thriving practice around helping organizations implement sustainable business practices. Since then they have developed a reputation for being able to make the abstract concept of sustainability easy for business people to understand and act upon. They have developed efficient methods for getting clients quickly to a sustainability plan, conducted sustainability assessments and facilitated multi-stakeholder processes.

They helped found and manage the International Society of Sustainability Professionals. Currently, they also host the Sustainable Today TV show.

To learn more, visit their website at www. Includes bibliographical references and index. ISBN hbk. Management-Environmental aspects.

Sustainable development. Willard, Marsha L. H58 For more details of our environmental policy, see www. The paper used is FSC certified and the inks are vegetable based.

Contents List of Figures and Tables Acknowledgements Abbreviations Introduction How this book is structured How to get the most out of this book How to use the self-assessments Extend the value of the book Disclaimer to the sustainability experts xiii xv xvii xxi xxii xxiii xxiii xxvii xxvii.

Why is sustainability a strategic issue? Factors that define sustainability How do you know whether your organization is sustainable? Create audacious goals and policies Sponsor award programmes Make information visible Integrate sustainability into education Equalize opportunities Use public pension funds as a signal to business Conclusion SCORE government. Value, ownership and product life cycle Collins team structure Concern versus influence SD Solutions results Hierarchy of sustainability frameworks 14 21 Acknowledgements This book would not have been possible without the courageous and innovative early adopters who have shown us all how sustainability can be applied in real life.

We would also like to acknowledge all those who helped us write this book by reading sample chapters, verifying case examples and refining the SCORE self-assessment. Introduction Sustainability can be a confounding topic and not everyone has the passion to wade into all the literature to learn about it.

Yet virtually everyone is willing to take steps towards sustainability if someone would just explain, in clear and understandable language, what can be done. The explosive growth in the US green building industry, for example, was fuelled largely by the LEED Leadership in Energy and Environmental Design system of checklists that made it easy for architects, developers and facilities managers to make more sustainable choices.

This book does for every organization what LEED did for the building industry: it translates the abstract concepts of sustainability into tangible actions. This book explains what organizations businesses, governmental agencies and nonprofit organizations can do to move towards sustainability.

It can be used by people new to sustainability to learn about the field. It can also be helpful for those who have been pursuing sustainability for some time but who have reached a plateau, wondering what else they can do.

This book is different from the many other excellent sustainability books that have been written, for the following reasons: First, we dont just talk about the problems; we give tangible examples of what organizations can do and have done. Second, we dont advocate any one framework; instead we help you determine which frameworks might be most useful to you and list resources so that you can learn more. Third, we embed self-assessments in each chapter so that you can track your progress.

Last, and perhaps most important, we have organized the book in the way organizations are structured; this allows each reader to focus on the content that will be most relevant and provides a way of assigning organizational accountability to elements of sustainability.

Our emphasis throughout is to make sustainability understandable to the layperson. For the sustainability movement to continue, we cant rely on the early adopters and the zealous minority; we must find a way to make sustainable practices easy for everyone to do.

Fortunately, once people understand sustainability, they are often surprised to find how many untapped sustainable practices make good bottom-line business sense now. If all. And once people begin down the path of sustainability, they usually keep going. The health of our economy, our communities and our environment all hinge on our ability to make sustainable practices mainstream.

This book can help make that happen. We offer SCORE as a stand-alone service where we provide a detailed report, benchmarking your performance against others who have taken the assessment. We have been contacted by different clients, trade associations and others to create additional sector-specific assessments. Currently we are in discussion with or developing these for such industries as construction, eco-tourism, waste management and spas.

While any organization can use the paper-and-pencil version of the assessment in this book for selfimprovement, only licensed assessors have the training and the rights to conduct SCORE as a service. Following an overview chapter on sustainability, Chapters 2 to 12 are organized by major sectors services, manufacturing and government and common organizational functions or departments top management, human resources, purchasing, etc.

Each of these chapters contains three sections: 1 What you should know about sustainability This section explains, from the point of view of the sector or function, why sustainability is important and how it affects you. Youll understand how sustainability relates to your role in the organization. Strategies you can use As with any new field, terms, frameworks and buzzwords are proliferating.

Here you are provided with a honed list of ones that will be most useful to you. Think of this section as a customized encyclopaedia of methods and tools used by people pursuing sustainability, complete with case examples. We also give relevant resources, listed roughly in order of usefulness, to help you learn more. This section will help you identify concrete actions you can take. These self-assessments were developed in collaboration with the International Sustainable Development Foundation and the Zero Waste Alliance.

They can be combined to provide you with an overall picture of your organizations sustainability performance. Each practice listed in the assessment benchmarks three levels of performance so that you can identify the low-hanging fruit. Instructions on how to use the assessments and how to interpret your score are given with the first SCORE assessment pages Certainly, this book can be read cover to cover to get an overview of the issues and strategies associated with sustainability, but for some that might feel like a drink from a fire hose.

People new to sustainability might find it most useful to read the What you should know about sustainability sections, then pick one issue and explore the handful of tools we provide in the Strategies you can use section.

People well versed in sustainability may want to go directly to the SCORE self-assessments to identify areas for improvement and then seek out the appropriate strategies. Based on your current understanding of sustainability, the position you hold and the sector in which you work, certain chapters will be more relevant than others.

Chapter 1, on sustainability as a strategic issue, will be helpful for anyone not already familiar with sustainability concepts. Since every organization has a service and office component, we recommend that all readers, regardless of their industrial sector, read Chapter 3 on services.

People in government or manufacturing will also want to read their respective sector chapters. Then read the chapter or chapters related to functions you perform.

Obviously there are many more position titles than the ones represented in this book, so choose chapters most relevant to the work you do. For example, an office manager may maintain the office, purchase supplies and manage the safety programme. Table I. A indicates the primary chapter related to the position. A indicates other chapters that would be helpful. Think of this as a sustainability idea book.

Read a chapter, find something worth pursuing, implement that idea, and then return to the book to uncover another opportunity. If you are a lone voice for sustainability in your organization, the assessment related to your function and sector should give you actions you can take within your existing span of control.

If your organization is already well versed in sustainability and has been actively working towards it, these assessments can help you identify missing elements in your sustainability strategy.

For people new to sustainability, these assessments can help clarify what sustainability means in their context. Issue Services and other sector if appropriate Services your building, can influence lease, or are remodelling Manufacturing Manufacturing If you own. Service organizations for example, banks, restaurants, hotels, architects and most nonprofits will want to take the service sector assessment and then all the relevant functional ones senior management, human resources, etc.

Manufacturing businesses will want to take both service and manufacturing sector assessments as well as all the functional ones. Governmental organizations meaning policy-setting and enforcing agencies or departments at all levels of government, as opposed to public services such as utilities or public transport authorities will want to take the service and government sector assessments and then all relevant functional ones.

Note that we now have more detailed sector assessments for some industries which do not fit logically into the structure of this book. You can compile the results from all the paper-and-pencil assessments in the book to get a large-scale view of how far you have come and how much further you need to go. More sophisticated analyses are available, including the ability to benchmark your organization against others who have taken SCORE. AXIS Performance Advisors has licensed people to administer SCORE as a sustainability assessment and periodically offer training to help internal practitioners and external consultants get the most out of the assessment.

These individuals will have access to more sector-specific assessments as they are developed. Please go to www. We ask any external consultants who want to use SCORE in their practice to please become licensed; theyll learn the subtleties of the tool, get listed as a certified SCORE assessor, get all the needed support files, have access to the benchmarking database, and get access to sector assessments that arent in this book.

Contact us to be added to a notification list for upcoming training darcy axisperformance. These assessments are not intended to replace various scoring systems that are being developed around the world to evaluate organizational sustainability performance for example, the Global Reporting Initiative, British Standard , S-BAR, and AccountAbility Nor do they collectively define ultimate sustainability, as that is a global phenomenon, not one that can be achieved by any single organization.

We prefer not to use this tool to compare organizations; rather, they are intended as an internal improvement tool to help organizations make decisions and move towards sustainability.

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These require sophisticated, sustainability-based management. On the contrary, academic research and business experience point to quite the opposite. Embedded sustainability efforts clearly result in a positive impact on business performance. Hoping to alleviate their concerns, this article also provides concrete examples of how sustainability benefits the bottom line. For the purpose of this article, we define sustainable practices as those that: 1 at minimum do not harm people or the planet and at best create value for stakeholders and 2 focus on improving environmental, social, and governance ESG performance in the areas in which the company or brand has a material environmental or social impact such as in their operations, value chain, or customers. We exclude companies with a traditional CSR program that supports employee volunteering in the community — this does not by itself qualify as sustainability. Traditional business models aim to create value for shareholders, often at the expense of other stakeholders.

The Comprehensive Business Case for Sustainability

The journey towards sustainability requires that companies must find innovative ways to make profits and at the same time extend the traditional boundaries of business to include the environmental and social dimensions, a process known as. English 2. JavaScript is disabled for your browser. Some features of this site may not work without it. Life cycle management: a business guide to sustainability United Nations Environment Programme

Life Cycle Management pp Cite as. Life cycle management is a business management concept applied in industrial and service sectors to improve products and services, while enhancing the overall sustainability performance of the business and its value chains. Life cycle thinking and product sustainability is operational for businesses that are ambitious and committed to reducing their environmental and socio-economic burden while maximizing economic and social value. In this regard, life cycle management is used beyond short-term business success and aims at long-term achievements. There is a need to clarify this term and its definition more than a decade since the concept was first introduced.

In the early years, they developed a reputation for helping organizations implement cutting-edge management techniques, including high-performance work teams. They were proud of their winwin approach. Employees were happier because they had more control; management was happier because they got better performance; customers were happier because they got better quality and service. In , however, they noticed the term sustainability showing up in management literature. In the process of investigating what this entailed, they realized that in some cases, by showing their clients how to be more productive, theyd also showed them how to deplete the worlds resources better, faster and cheaper.

The Sustainable MBA: A Business Guide to Sustainability

Why Is Sustainability Important in Business?

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 Но, сэр… - заикаясь выдавила.  - Я… я протестую. Я думаю… - Вы протестуете? - переспросил директор и поставил на стол чашечку с кофе.  - Я протестую. Против вашего присутствия в моем кабинете. Я протестую против ваших инсинуаций в отношении моего заместителя, который якобы лжет. Я протестую… - У нас вирус, сэр.

 Почему бы нам не пройти сюда? - Он подвел Беккера к конторке.  - А теперь, - продолжал он, перейдя на шепот, - чем я могу вам помочь. Беккер тоже понизил голос: - Мне нужно поговорить с одной из сопровождающих, которая, по-видимому, приглашена сегодня к вам на обед. Ее зовут Росио. Консьерж шумно выдохнул, словно сбросив с плеч тяжесть. - А-а, Росио - прелестное создание. - Мне нужно немедленно ее увидеть.

 О Боже, - прошептал .

Или же обойти все рестораны - вдруг этот тучный немец окажется. Но и то и другое вряд ли к чему-то приведет. В его мозгу все время прокручивались слова Стратмора: Обнаружение этого кольца - вопрос национальной безопасности. Внутренний голос подсказывал Беккеру, что он что-то упустил - нечто очень важное, но он никак не мог сообразить, что. Я преподаватель, а не тайный агент, черт возьми.

3 Response
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