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Sustainable Development: BPIR Management Brief - Volume 4, Issue 10
Sustainable Development: BPIR Management Brief - Volume 4, Issue 10
Sustainable Development
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The BPIR Improvement Cycle
• Measure Performance
• Benchmark Performance
BPIR.com Management Briefs provide best practices, innovative ideas and research data on topics and tools that will help
you to stay up-to-date on the latest international business trends and practices. Most of the topics for the Management
Briefs are chosen by our members, who submit their suggestions through the members’ Research Request Service. Read
and absorb, and then pass on to your staff and/or colleagues so they can do the same.
At a global level, sustainability may be defined as meeting the needs of the present generation without
compromising the ability of future generations to meet their needs.[1] Sustainability at the level of individual
businesses may be defined as seeking to find a balance between financial profitability, sustainable economic
development, and social responsibility.
The Stage
Sustainable development has both national and local business implications. On a macro scale, sustainable
development encompasses global concerns and national economies while on a micro scale, it is associated
with the practices of individual businesses and people. Sustainable development practices can vary greatly
between organisations because of the specific context in which they operate. This creates a unique opportunity
for peer organisations to learn from each other’s experiences. Sustainable development can save money, create
a more equitable world, and lead to a healthier, more productive work force.
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Expert Opinion four in order to secure a sustainable future. To achieve
this, “radical innovation” practices would be needed, for
Over the last 20 years, there has been a growing example:
realisation that the current models of economic and social
• Developing new processes that have less impact
development are unsustainable. The loss of biodiversity,
upon the environment;
created by felling rainforests, over-fishing, and negative
consumption patterns, is having a negative impact on our • Creating new products that are better for—or
environment and our climate. In reality, our way of life is improve—the environment;
placing an increasing burden on the planet. The Sustainable
• Formulating improved business processes
Development Unit (SDU) of the UK Department for
that incorporate social and environmental
Environment, Food and Rural Affairs (DEFRA) believes
considerations;
that a decisive move toward more sustainable development
is urgently needed. Not only is it the right thing to do – it • Inventing totally new industries that are
is also in our long-term collective best interest. In the UK, devoted to improving environmental and social
the following key areas relating to sustainability have been conditions.
prioritised for immediate action: Since sustainability practices need to be adapted to fit
• Sustainable consumption and production; situations affecting various industries, locations, and cultures
that are subject to unique and evolving environmental and
• Climate change and energy;
social pressures, there is a need for great flexibility in their
• Natural resource protection and environmental implementation. A high degree of customisation, time,
enhancement; and careful planning is required to develop sustainability
strategies. Figure 1, see below, adapted from Placet
• Sustainable communities.[2]
and colleagues, depicts three interrelated and mutually
supporting key elements of sustainable development:
approach to:
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1. Environmental stewardship;
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2. Social responsibility; and � �������������������������������
3. Economic prosperity.
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Stable Economic Growth is a Precursor ����
To achieve sustainability at a given rate of economic • Environmental management – related to the use
growth, government policies are required that: of our present energy supplies at local, regional,
and global levels, including addressing global
• Seek to improve resource productivity through warming and catastrophic climate change;
efficiency standards;
• Geopolitical risk management – related to
• Provide economic incentives; and security risks and possible conflicts associated
• Encourage innovation. with escalating competition for unevenly
distributed energy resources;
Spangenberg believes that it is important to carefully limit
the increases in production per capita in order to achieve • Equity of access to energy (a global humanitarian
economic sustainability. (See Spangenberg’s formula issue). The sufficient growth of energy supplies
for economic growth, which has been recorded in the for meeting human needs is a key element of
Measures section of this Management Brief, page 11.) sustainability goals.
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With regard to the better management of the world’s Measures and Management of
energy resources, the “Stern Review of the Economics of
Sustainability: Triple Bottom Line
Climate Change” [10] points out that effective disincentives
to the burning of fossil fuels are needed. It estimates that A feature article in the June 2006 Business Credit Journal
that pricing carbon at US$100 per ton would go a long described a sustainable business as an organisation that:
way toward reducing the deforestation of tropical forests,
• Simultaneously enhances natural, social, and
which contributes approximately 15 per cent of all carbon
economic capital;
emissions. By assigning a price to the carbon stored in
forests, i.e. approximately 100 tons of carbon per hectare, • Assumes product stewardship by enabling
a further impetus is created to reduce carbon emissions into customers to return products at the end of their
the atmosphere. life for re-manufacturing into new generation
products;
With the rising price of oil, and the probability that the
most easily accessible fossil fuel reserves are dwindling, • Provides tangible social benefits to employees,
there is a great incentive to look for alternative solutions, customers, suppliers, vendors, and the local
the most likely of which are renewable sources such as community;
hydroelectric, biomass, wind, solar, geothermal, and
• Improves its ability to use resources efficiently,
marine tidal. Other options, such as, (a) synthetic fuels
closes material cycles, uses renewable
from coal, (b) biomass refineries for the production of a
energy, and practises green procurement (i.e.
wide variety of fuels, and (c) carbon capture and storage,
procurement policies that seek to provide high
will also benefit from higher oil prices. However, each of
quality, while continuously reducing destructive
these options poses additional environmental problems.
environmental and social impacts);
The main danger is that if developing countries simply
follow the energy trajectory of those countries that are • Incorporates value over the long term, rather than
already developed, the course correction needed to ensure seeking unsustainable short-term results;
a sustainable future for the world’s energy supplies will not • Measures, reports, and operates using
be possible. environmental, social, and financial performance
criteria i.e. using “triple bottom line”
methodologies. [12]
Biofuels and Food Supplies
The impact on net food producers and consumers in low-
income countries associated with the anticipated large- Triple Bottom Line and Business
scale global expansion of biofuels production presents Sustainability
serious challenges for food policy planners. It also raises
questions as to whether sustainable development targets Greater stakeholder activism, along with increased
can be reached. global production and trading, has led to an increasingly
complex management environment. Organisations are
Rosamond Naylor director of Stanford University’s developing an increasing interest in sustainability, which
programme on food security and the environment, states is leading them to focus upon their “triple bottom line”
that “growth in biofuels production capacity offers many (i.e. the balance of economic, social, and environmental
promises, and many threats, concerning the future course of performance factors).
sustainable development. The design and implementation
of sustainability audits is critical as the biofuels Dr. Barry Colbert and Dr. Elizabeth Kurucz, senior partners
industry develops, with clear metrics for evaluating the with Stakeholder Research Associates from Ontario,
environmental and social consequences of biofuels and Canada, write that changing expectations of society have
feedstock production, and for ensuring that management brought new challenges to business leaders. Reportedly,
[13]
and governance practices are compatible with pre- 68 per cent of the top 250 global companies on the Fortune
determined sustainability goals. In defence of the world’s 500 list have embraced triple bottom line (TBL) public
poorest populations, it is urgent that the ripple effects of reporting. They have also sought international honours
crop-based biofuels on food security and the environmental such as those associated with the Dow Jones Sustainability
be understood soon and considered carefully in the design Index, an award given to the world’s most sustainable
of development policies and investments.” [11] organisations. TBL reporting may offer a useful framework
4 © BPIR.com Limited, www.BPIR.com, the essential resource for benchmarking and best practices
for rethinking business operations. The authors conducted ISO 14001 Standard for Environmental
extensive case studies using three Canadian companies, and
Management Systems
discovered that each had conceptualised TBL according to
the business environment in which they operated. The Joel Makower, the CEO of Greener World Media in the
following three separate views of sustainability were United States, states that the growth in Environmental
reported: Management Systems (EMS) represents an indicator
of the adoption of environmental responsibility by
1. A balanced operational view, in which the
companies worldwide. [14] The International Organization
primary objective was to make a reasonable
for Standardization ISO 14001 standard for EMS provides
profit, while managing the constraints imposed
a universal methodology with which organisations can
by stakeholders and thereby sustaining the
monitor their environmental performance. Compliance
business;
with ISO 14001 provides a universally understood system
2. An integrated operational view, which built for addressing environmental impacts. However, at an
upon sustainable competitive advantage, by international level, certification varies widely, with Japan
integrating synergistically with the interests and China leading the world. Figure 4, see below, adapted
of the key organisational stakeholders (i.e., from Makower, depicts the top ten countries that achieved
employees, customers, investors, communities, ISO14001 certification in 2006.
and suppliers);
Sustainability Objective Maximise organisational Simultaneous value-creation for Leverage integrated stakeholder
value, subject to stakeholder all organisational stakeholders view to create organisational value,
constraints and global society value
Sustainability Goal Mitigate business risks by Build sustainable competitive Reorient business growth by
negotiating trade-offs advantage by leveraging broadening contextual and
complementary aspects capability concepts
Figure 3: Three Conceptual Positions Associated with Triple Bottom Line Reporting
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Energy Efficient Buildings • Making products that are a delight to own; and,
According to DEFRA, new buildings that have been built • Calculating the lifecycle costs of products. A
to current industry standards are 40 per cent more energy fundamental component for the success of SRD is
efficient than those built 5 years ago. In addition, in order to for governments to encourage and enable lifecycle
spread best practices further a-field, sustainable construction costing, so that industry players and consumers
strategies for both the domestic and commercial sectors are understand the true cost of their actions.
being reviewed. Bill Watts, a senior partner at British building
services engineering firm Max Fordham, states that there has
been a boom in eco-friendly architecture in recent years. [6] Renewable Energy for Hospitals
Watts believes that proposed European Union (EU) directives As hospitals have such high energy demands, renewable
relating to the energy performance of buildings will have a energy sources often offer attractive and cost-effective
major impact on how firms treat energy management. The options. [16] The National Health Service in the UK reportedly
directive requires all buildings in the EU to be ranked in terms emits—from energy use alone—1 million tonnes of carbon
of their energy efficiency. According to Watts, this will have per annum. A lack of disposable income for hospitals and
an impact on property owners, because any stock labelled as other public sector organisations makes it difficult for them
having poor energy efficiency may lose value. It is interesting to fund renewable energy systems. However, this lack
that it is already possible for organisations to become self- of funding can be offset by using Renewable Obligation
sufficient in energy usage. As an example, the UK-based Certificates (ROC). Legislation enacted in the UK requires
Renewable Energy Systems has redesigned its headquarters electricity suppliers to provide a portion of their sales from
to maximise energy efficiency, and is completely powered renewable energy sources, and renewable obligation orders
by wind and solar energy, which are captured and converted are issued annually that detail the level of obligation required
on site. Biofuels are also grown in the fields surrounding the by suppliers along with the “buy-out” price. ROCs, which
Renewable Energy Systems buildings. are held in a register as electronic certificates, are issued for
each megawatt-hour of eligible renewable output. Suppliers
meet their obligations by presenting ROCs. Where suppliers
Sustainable Responsible Design do not have enough of these to cover their obligation, they
According to the Design Wales (UK) definition, Sustainable must make a payment into the buy-out fund. (ROCs may be
Responsible Design (SRD) should follow a holistic and also sold entirely separately from the electricity produced.)
multi-stakeholder approach, taking into account all key Once on-site generation has been established, hospitals can
environmental, social, and economic impacts throughout meet some or all of their energy needs through renewables,
the lifecycle of products and packages, without unduly and reinvest the money acquired from the sale of their
compromising other criteria such as performance, aesthetics, ROCs. Moving to renewables can also assist hospitals to
function, quality, and cost. Frank O’Connor and Iain Cox of make carbon savings for the local community. It is expected
Design Wales believe that as supply chain pressures, market that in addition to the exemption from the climate change
demands, and legislation push SRD to the top of the agenda, levy for electricity from renewables, the funds derived
it will become increasingly important to organisations from the sale of ROCs will provide £1 billion-worth of
worldwide. [15] SRD involves far more than products, processes, support per year by 2010. This will enable the government
and services. It encompasses all aspects of an organisation, to provide financial support towards the development of
and requires all stakeholders to carefully examine their beliefs renewable energy technologies. [17]
and values. SRD includes the following aspects:
• Choice of materials;
Healthy and Productive Working
• Employing appropriate manufacturing Environments
processes (i.e. those that have minimum adverse
environmental impact and minimise energy use); Theddi Chappell, CEO of Sustainable Values Inc. in
the United States, believes that the framework for
• Designing products for life, by balancing establishing value is changing to include factors that are
functionality, comfort, durability, style, and aesthetics; not only economic, but also social and environmental. [18]
• Supporting local economies by providing quality Investors increasingly balance longer-term environmental
skilled employment; and social costs against solely bottom-line results. They
6 © BPIR.com Limited, www.BPIR.com, the essential resource for benchmarking and best practices
weigh up the use of products and practices that either • 90% felt that governments should lead the
deplete or destroy environmental resources against necessary changes;
savings from reduced water and energy consumption,
• 70% believed that individuals were the most
and the potential for a healthier work environment and
effective agents for urgent change, and 47%
increased worker productivity. This leads to the need to
believed that business was the appropriate vehicle
consider complex issues such as risk assessment and the
for change. [19]
enhanced marketability of a particular building, product
or company, because of its association with environmental
responsibility. The following significant developments in
Sustainability Reporting –
relation to building standards have been recently created:
UK and Australian Disclosures
• Green building standards and green building councils
have been created in 17 countries worldwide, The UK’s Chartered Institute of Management Accountants
including the LEED (Leadership in Energy and surveyed corporate sustainability reporting in the UK and
Environmental Design) and Green Globes rating Australia. The external reports of 100 large companies
systems in the United States and Canada; from both countries were examined with performance-
related disclosures being made by the following numbers
• The United Nations Environment Programme of organisations:
was established as a worldwide initiative to
monitor the environmental impact of the building 1. Commitment to sustainability-related
and construction industries, as well as provide performance measurement or improvement:
guidelines concerning environmental issues, 65 Australia / 88 UK;
products, and practices; 2. Quantified measures of performance (e.g. tonnes
• In May 2006, the US Conference of Mayors of carbon dioxide): 29 Australia / 77 UK;
resolved that all city buildings should be carbon- 3. Identification of specified targets:
neutral by 2030; Australia / 59 UK;
• The provision of energy tax credits by a growing 4. Performance against these targets: 12 Australia / 43 UK;
number of states for the use of energy-efficient
practices and systems. 5. Future performance targets: 15 Australia / 46 UK;
• 85% thought that survival into the 22nd century • 55% of 188 procurement professionals indicated
was possible with changed lifestyles; that green products or services represented less
than 10% of their current sourcing. [21]
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Sustainable Business Fosters Innovation involvement (64%); corporate giving to worthy
causes (55%); and environmental sustainability/
In a 2007 survey by Siemens and McGraw-Hill
climate change (52%). [23]
Construction concerning sustainable business practices
in the US, 84% of respondents at the CFO or CEO level
indicated that they were very conscious of using green or
Sustainable Business – Environmental
sustainable practices when considering new facilities, and
believed that green construction was important to their Products Preferred
organisation’s best interests for economic reasons, market In a 2005 Steelcase Workplace Index Survey concerning
differentiation, and for competitive advantage. Rising U.S. sustainable business practices, more than half of the
energy costs were identified as a fundamental driver respondents believed that environmental and sustainability
of green building activities. Government and internal issues were a “high priority” for their organisations.
management were also strong drivers of sustainable
activities. Other findings included: • 74% reported that their organisation “always”
or “often” took steps to improve environmental
• 63% of CEOs recognised financial benefits from standards, e.g. using less paper, recycling, and
green building, and 67% recognised specific shutting off lights and other electrical devices
operating-cost benefits; when not in use;
• 60% of CFOs recognised the market • 54% said their company purchased recyclable or
differentiation that sustainability activities and sustainable products and furniture;
green building provided (more than half of other
respondents also believed this was a benefit); • 77% under the age of 55 preferred employers
to purchase environmental products, while
• 57% believed that sustainable methodologies 50% over the age of 55 preferred employers to
fostered innovation within their organisations. [22] purchase environmental products;
© BPIR.com Limited, www.BPIR.com, the essential resource for benchmarking and best practices 9
• Countertops were constructed from 100%
Hubbard Foods Ltd, New Zealand
recycled detergent bottles;
TBL reporting seeks profit
• Store shelves were made from recycled panels
Hubbard believed that sustainability was both a moral
• Reclaimed wood was used to build tables and obligation and a financial investment. Accordingly, their
cutting boards; TBL report included the following targets:
• Interior walls used 95% recycled content and 1. Core Company:
were locally manufactured;
i To achieve 11% brand market share of
• Insulation was made from recycled blue jeans total cereals.
• Ceiling baffles comprised recycled composite 2. People:
board, and ceiling panels used 74% recycled
aluminium cans and 24% post-industrial metals; i To commit a minimum of $50,000 for staff
training per year;
• Bamboo veneer covered fixtures;
ii To reduce absenteeism to less than 8 days per
• Hybrid vehicles made deliveries; employee per year;
• It was also planned to use recycled glass bottles iii To donate 1% of net profit before tax in cash
to create flooring tiles. [28] to charitable/not-for-profit organisations.
3. Product:
JCPenney Co, USA
Sustainable business i To improve a minimum of two existing
cereals nutritionally per year, by reducing fat,
A key feature of JCPenney’s sustainability initiatives was saturated fat, sugar or sodium;
the investment of $75 million in Energy Management
System technology, lighting retrofits, and high-efficiency 4. Environment:
heating, ventilating and air-conditioning (HVAC) systems. i To improve the carbon dioxide profile per
The Energy Management System enabled third party kilogram of production;
monitoring and scheduling of equipment. Web-based
tools were provided, enabling managers to analyse energy ii To reduce energy usage per kilogram of
use and costs. A dashboard system was planned to enable production by 5%;
stores to benchmark their own energy use. Eco-friendly iii To qualify all recycling on site and target a
building features introduced included the use of: minimum of 5% improvement. [30]
• Local construction materials, thus minimising
transportation;
10 © BPIR.com Limited, www.BPIR.com, the essential resource for benchmarking and best practices
Measure and Evaluate investigated for their potential to reduce the amount of waste
sent to landfills. Leading organisations often set ambitious
Sustainable Development “zero-waste” goals, which attempt to virtually eliminate
waste bins by ensuring that waste is reused or recycled.
The following provide examples of sustainability-related
measurement systems: The following are examples of specific measures that
organisations may use to assess the impact of their
Carbon Neutral Assessment: The term “Carbon Neutral”
sustainability endeavours:
is a branded standard that has been established for voluntary
actions to address matters related to climate change. Product Waste: i.e. the quantity of product waste disposed
Carbon Neutral status can be applied to entire companies, of as a percentage of the total quantity of product produced
events, products, and services, and represents the point for a given period, or the total quantity of waste disposed
at which greenhouse gas emissions have been assessed, of for a given period, or the total time dedicated to waste
reduced where possible, and the remaining non-reducible disposal per period. Product waste may include by-
emissions offset through energy efficiency, high-quality products that are partly redeemable.
renewable energy or forestry projects. An independent
Waste Streams: i.e. the number of waste streams. This
auditing process is used to assess the application of the
measure is useful for the analysis of waste within an
Carbon Neutral standard by organisations. [6]
organisation. Before a policy to reduce overall waste
Sustainable Economic Growth: Sustainable growth is can be effective, all waste streams need to be identified.
described by the following formulae: It occurs when the As these streams are eventually reduced and “dammed”,
(change in the economy) / (resource use) is greater than the number of streams is reduced as an indicator of
the growth in the economy, and this is also greater than the progress. Waste streams can be found in any process, for
(change in the economy) / (workforce numbers) or d(Y/L) instance, handling losses, cleaning losses, process losses,
< dY < d(Y/R), where: Y = the size of an economy, dY storage, materials handling, pumping, treatment, and even
= growth in the economy, L = the number of employed management waste, associated with decision-cycle times
persons, Y/L = per capita production, R = resource use, and production delays.
and Y/R is the resource productivity of the economy. This
Cost of Waste, or Waste Disposal, or Handling: i.e. cost
measure provides a yardstick for measuring sustainability.
of waste or total waste handling/ treatment costs per quarter
If the inequality formula is found to be true then growth is
or year. This measure can be used to assess waste costs.
sustainable; if the formula is not true then current growth
The measure could be customised to assess many different
is not sustainable. [7]
types of waste, for example the cost of disposal, the cost of
Triple Bottom Line Reporting (TBL): TBL (or rejected materials, rework, in-process scrap, and returns.
Sustainability Reporting) measures and reports on
Supplier/Contractor Waste/Recycling Rate: i.e. the
business performance by focusing on three areas: financial
percentage of raw materials supplied with recycled content
profitability, environmental sustainability, and social
per year, or the amount and type of wastes generated
responsibility. TBL provides a framework for businesses
by suppliers during the previous period, or the number
to focus on multi-dimensional goals, and to comply with
of waste minimisation initiatives implemented by—or
social demands for greater business accountability and
in cooperation with—suppliers per year or during the
sustainable development.
previous period. This measure tracks the progress of
Product Waste Minimisation and Environmental suppliers (or supplier-related initiatives) in reducing waste
Release Levels: Greater environmental awareness is or in supplying more environmentally friendly products,
challenging organisations to re-examine their operational materials, and services.
processes, products, and services. For competitive reasons,
Utility and Fossil Fuel Consumption: i.e. the total cost
organisations strive to develop and provide products with
of utilities used per period, or the total quantity of energy
little environmental impact. They seek products that can
consumed from all sources within the manufacturing
be recycled, reused, or disposed of safely. Organisations
processes (in joules per unit of manufactured output), or the
need to be able to respond to these challenges quickly
ratio of the total energy or fuel consumption to the volume
and effectively, in order to remain competitive. Current
of total production and per employee, or the percentage
practices for minimising or eliminating waste involve a
of renewable and non-renewable raw materials turned
wide range of initiatives to make sure valuable materials
into product and scrap per quarter or year, or the level
are not squandered. In addition, organisational processes are
© BPIR.com Limited, www.BPIR.com, the essential resource for benchmarking and best practices 11
of raw materials and energy inputs per unit of production Environmental Compliance Performance – Punitive
per quarter or year. These measures provide the means for Actions: i.e. the number and type of environmentally-
assessing overall utility and energy use. related legal or regulatory actions brought against the
company during a previous period, or the number and
Product Design for Re-Use and Recycling, or Product
cost of environmentally-related penalties and judgements
Stewardship: i.e. the volume of recyclable or re-used
levied for regulatory or legislative non-compliance during
packaging as a percentage of total packaging content
a previous period. This measure provides an indication
used per quarter or year during the previous period, or
of an organisation’s environmental performance, and in
the number of product units taken back for recycling or
particular the number of actions or penalties resulting from
re-manufacture per quarter or year during previous period,
non-compliance
or the percentage of total product offering designed for
recycling or re-use per year versus previous period, or Environmental Initiatives – Success: i.e. cost savings due
the weight of packaging materials used per volume or to improved environmental management as a percentage
weight of product output. These measures quantify the of total sales costs plus savings. This measure provides
commitment of organisations to protect the environment. management with an indication of the cost effectiveness of
environmental initiatives.
Environmental Spending: i.e. the level of R&D
expenditure devoted to projects, activities or processes
with environmental significance during a given period, or
the expenditure on “clean” production technologies and
equipment as a percentage of total equipment costs during
a previous given period, or the percentage of company
annual sales revenue devoted to community and industry-
sponsored pollution prevention and environmental
protection programmes or activities during a previous
given period. This is a measure of the investment into,
and therefore commitment made toward, protecting the
environment.
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Self-Assessments
Self-assessments can be used to find out how effective
organisations are at implementing various strategies, tools
or techniques. Figure 5, see below, provides an example of
one of BPIR’s sustainability self-assessment tools.
Programme for
Complete Partial
Environmental Statement Compliance in Seldom Never
Compliance Compliance
Place
Score 4 3 2 1 0
3 Minimum consumption of
energy while in use
6 Measurement and
management of production
waste
Sub-Totals
Recommendation – a score of less than 14 indicates that action should be taken immediately.
Figure 5: How Eco-friendly is Your Product Design? Find out now by completing the self-assessment (the full
self-assessment can be found in the Self-Assessment area of BPIR.com).
© BPIR.com Limited, www.BPIR.com, the essential resource for benchmarking and best practices 13
Summary longer-term environmental and social costs against solely
bottom-line results. They weigh up factors such as the use
It is in our collective interests—both locally and of products and practices that either deplete or destroy
internationally—to energetically embrace sustainable environmental resources, against savings accrued from
development initiatives. Individual organisations have reduced water and energy consumption, along with the
an important role to play in creating new sustainable potential for a healthier work environment and increased
products, processes, and industries. Sustainable worker productivity.
development initiatives require considerable flexibility in
their implementation, since each initiative is confronted
with a unique set of factors that are related to its specific
location, culture, and social demands. Such sustainable
development initiatives require that three key elements be
held in balance: economic prosperity, social responsibility,
and environmental stewardship.
14 © BPIR.com Limited, www.BPIR.com, the essential resource for benchmarking and best practices
References
To access and read the articles and reports below go to the HTML Reference List for the Management Brief in the
BPIR.com members area.
1. Coghlan, J., (2007), It’s inevitable that CSR regulations will be enacted, so let’s be prepared
to account for sustainability, Financial Management, p 1, Chartered Institute of Management
Accountants, London.
3. Placet, M., Anderson, R., Fowler, K. M., (2005), Strategies for Sustainability, Research
Technology Management, Vol. 48, Iss. 5; pp 32-41, Industrial Research Institute, Inc., Arlington.
4. Holliday, C. and Pepper, J., (2001). Sustainability through the Market: Seven Keys to Success,
World Business Council for Sustainable Development, Geneva.
5. Lovins, L. H., Weizsäcker, E. von, and Lovins, A. B., (1997), The Factor Four, Earthscan, London.
6. Berens, C., (2006), Emission Statement, Financial Management, pp 12-16, Chartered Institute of
Management Accountants, London.
7. Spangenberg, J. H., (2004), A Great Step Further but Still More to Go, Environment, Vol. 46, Iss.
8; pp 42-46, Heldref Publications, Washington.
8. Goldemberg, J., (2007), Energy Choices Toward A Sustainable Future, Environment, Vol. 49, Iss
10; pp 7-18, Heldref Publications, Washington.
9. Anonymous, (11 March 2008), www.oecdobserver.org, Energy: Finding a New Gear, OECD
Observer, OECD, Paris.
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