Showing papers on "Corporate sustainability published in 2002"

Beyond the business case for corporate sustainability

Abstract: The article is intended as a contribution to the ongoing conceptual development of corporate sustainability. At the business level sustainability is often equated with eco-efficiency. However, such a reduction misses several important criteria that firms have to satisfy if they want to become truly sustainable. This article discusses how the concept of sustainable development has evolved over the past three decades and particularly how it can be applied to the business level. It then goes on to describe the three types of capital relevant within the concept of corporate sustainability: economic, natural and social capital. From this basis we shall then develop the six criteria managers aiming for corporate sustainability will have to satisfy: eco-efficiency, socio-efficiency, eco-effectiveness, socio-effectiveness, sufficiency and ecological equity. The article ends with a brief outlook towards future research. Copyright © 2002 John Wiley & Sons, Ltd. and ERP Environment

Organizational Change for Corporate Sustainability: A Guide for Leaders and Change Agents of the Future

Abstract: Contents: Setting the agenda for corporate sustainability -- The drivers of change -- Corporate pre-compliance and compliance -- Achieving sustainable efficiencies -- Sustainability : the strategic advantage -- The sustaining corporation -- The incremental path -- The transformational path -- Leading towards sustainability.

Public sector roles in strengthening corporate social responsibility: a baseline study

Abstract: This report categorizes and discusses the range of roles that public sector agencies have played in providing an enabling environment for corporate social responsibility (CSR). The starting point is a broad definition of CSR that goes well beyond a more limited understanding of CSR as being about business activities that go beyond compliance. A broader definition that considers the overall potential commitment of business to sustainable development is better suited to understanding public sector roles in CSR. The report assesses some important overall drivers for public sector engagement in pro-CSR activities in developing countries, as well as constraints to engagement.

KPMG International Survey of Corporate Sustainability Reporting 2002

Abstract: Forty-five percent of the Fortune global top 250 companies (GFT250) are now issuing environmental, social or sustainability reports in addition to their financial reports. Globally, more companies than ever are publishing reports on their environmental, social and sustainability performance and an increasing number are having these reports independently verified. These are some of the findings of a comprehensive survey of corporate sustainability reports by KPMG's Global Sustainability Services, in collaboration with the Graduate Business School of the University of Amsterdam. Similar surveys were held in 1993, 1996 and 1999. The 2002 survey also reveals that: Of the GFT250 companies surveyed, 45 percent published a separate corporate report on their performance, compared to 35 percent in 1999. Of the top 100 companies in each of the 19 countries surveyed, Japan has the highest percentage (72 percent) of companies producing corporate reports, followed by the UK (49 percent), USA (36 percent), Netherlands (35 percent), Finland (32 percent) and Germany (32 percent). Health, Safety and Environment (HSE) are still the most common types of report, but others are emerging including sustainability and social reports.

Environmental performance measurement : the global report 2001-2002

Abstract: World Economic Forum Global Leaders for Tomorrow Environment Task Force Contributors Foreword Preface 1. Why Measurement Matters 2. Measuring Nations' Environmental Sustainabilty 3. National Environmental Performance Measurement and Determinants 4. Bridging the Gap: How Improved Information Can Help Companies Integrate Shareholder Value and Environmental Quality 5. Financial Markets and Corporate Environmental Results 6. Corporate Sustainability and Financial Indexes 7. Creating Green Markets: What Do the Trade Data Tell Us? ANNEXES Annex 1: Making Environmental Data Comparable: The ESI Methodology Annex 2: Component and Indicator Scores Annex 3: Country Profiles Annex 4: Variable Descriptions and Data

The Role of Government in Advancing Corporate Sustainability

Abstract: This paper describes the economic and business case for sustainable enterprise and then examines the role of governments in promoting corporate sustainability nationally and internationally. (Note: The views and arguments expressed in this paper are meant for discussion purposes only and do necessarily reflect those of the Government of Canada or any other G8 government.)

Integrating Social and Environmental Commitments into Business Strategy and Operations The case study of Mountain Equipment Co-op

Abstract: Corporate sustainability research and practice are beginning to move beyond eco-efficiency. In our search to conceptualise sustainable development in terms that make sense to business, a growing range of frameworks, tools and management systems have emerged to support efforts to improve the social and environmental performance of companies. One of the challenges for business is to sort through these available approaches in order to effectively integrate social and environmental issues with business strategy and operations. This study describes and analyzes the efforts of a recognized Canadian leader in social and environmental responsibility, Mountain Equipment Co-op (MEC), to integrate social and environmental issues with its business strategy and operations. MEC is a member owned and directed retail consumer co-operative, which provides products and services for self-propelled wildernessoriented recreational activities. Using an action research methodology, the study examines the strategic framework that MEC has utilized to conceptualise sustainability, considers its link with MEC's business planning cycle and internal systems, and identifies opportunities to improve the effectiveness of integration at MEC. It then links the MEC case study to various frameworks, theories, tools and management systems that shaped the conceptual context for the research area. The research found that the key to effectively integrating social and environmental issues with business strategy and operations is to align business success with overall principles of sustainability. Specifically, it recommends focusing efforts at integration where value is created in the organization. For MEC, this implies a focus on Product Sustainability, since products are its main source of social and environmental impact and its main point of interaction with the market. It also suggests the use of a planning technique called backcasting to align business success with principles of sustainability.