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2019 | OriginalPaper | Buchkapitel

13. Embedding Sustainability into the Business Core

verfasst von : Benoit Leleux, Jan van der Kaaij

Erschienen in: Winning Sustainability Strategies

Verlag: Springer International Publishing

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Abstract

So far, the journey has taken us from a clear statement of purpose to a concise set of relevant materialities, with further elaborations on the role of partnerships and circular economy models in accelerating innovation. In the previous chapter, we proposed four pillars (direction, diversity, experimentation and a collaboration culture) to increase the effectiveness of sustainability teams. The journey into effective sustainability implementation is now approaching its final destination, namely ensuring that the great strides made improving a firm’s positive impact on society and the environment become sustainable. Discussing the sustainability of sustainability programs is the ultimate crowning moment of the journey, as it ensures sustainability’s legacy for future generations of managers and stakeholders to enjoy. Conceptually, it is time to embed sustainability deeply into the business, so it can get safely and effectively transmitted and robust to outside forces. In this chapter, we discuss how to make sustainability an integral part of the business and ensure its perennity. The vectoring approach promoted throughout the book to develop and execute sustainability strategies not only improves communication with stakeholders but also facilitates the effective and efficient reporting of sustainability performance. A limited set of relevant key performance indicators (KPIs) tightly connected to the company’s core business helps focus sustainability activities and makes for more consistent communication.

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Fußnoten
1
The GE-McKinsey matrix is a framework that offers a systematic approach for a multi-business corporation to prioritize its investments among its business units. Source: McKinsey.
 
2
The Global Reporting Initiative is an international independent standards organization that helps businesses, governments and other organizations understand and communicate their impact on issues such as climate change, human rights and corruption. Source: Wikipedia.
 
3
Unilever was previously categorized in the food products segment but was later reclassified as household and personal products.
 
Literatur
2.
Zurück zum Zitat Bande, M. (2017, October 4) Companies vs Climate Change, The Compass to more Robust Business, company presentation Bande, M. (2017, October 4) Companies vs Climate Change, The Compass to more Robust Business, company presentation
3.
Zurück zum Zitat Straka, G.M. (2018, June 8) Good, better, greener, Brau Union Österreich. Presentation at the Brewers of Europe Forum, 7–8 June 2019 Straka, G.M. (2018, June 8) Good, better, greener, Brau Union Österreich. Presentation at the Brewers of Europe Forum, 7–8 June 2019
4.
Zurück zum Zitat Norton, D.P. (1991) Measuring Performance in the Organization of the Future. Lexington, MA: Nolan Norton & Company. Norton, D.P. (1991) Measuring Performance in the Organization of the Future. Lexington, MA: Nolan Norton & Company.
5.
Zurück zum Zitat This case is an abridged version of the case UNILEVER PRODUCTION CLUSTER IN TULA: ZERO NONHAZARDOUS WASTE TO LANDFILL IN TEN MONTHS, by Andrey Shapenko, Moscow School of Management SKOLKOVO, Russia, May 2016. Copyright © 2016 by SKOLKOVO, Moscow, Russia. Used with permission. This case is an abridged version of the case UNILEVER PRODUCTION CLUSTER IN TULA: ZERO NONHAZARDOUS WASTE TO LANDFILL IN TEN MONTHS, by Andrey Shapenko, Moscow School of Management SKOLKOVO, Russia, May 2016. Copyright © 2016 by SKOLKOVO, Moscow, Russia. Used with permission.
Metadaten
Titel
Embedding Sustainability into the Business Core
verfasst von
Benoit Leleux
Jan van der Kaaij
Copyright-Jahr
2019
Verlag
Springer International Publishing
DOI
https://doi.org/10.1007/978-3-319-97445-3_13